Ethical Concerns in HRM

                 Traditionally, HR has been viewed as the gatekeeper for ethical standards.  But, to be an effective gatekeeper one must believe, hold to, and have conviction to personal moral principles and to those outlined for the culture.  Warren Buffet once said that he looked for three things when hiring an individual, “first is personal integrity, the second is intelligence and the third is a high energy level” (Duncan, 2006, p. 35).  Buffet went on to say, “But if you don’t have the first, the second two don’t matter” (Duncan, p. 35).  Yet, we often don’t know an individual’s ethical make up until they walk through fire.

                The nature of fire is that it does one of two things: refines or consumes us.  HR professionals who become consumed by fire are those who sir come to the fear associated with the need to succeed and to show strategic value in HR programs and systems when they know it does not exist.  This presents great ethical concerns especially in light of the fact that HR is the gatekeeper for maintaining organizational ethics.  The biggest concern is the degradation of integrity within the department and the organization.  Once integrity is compromised it establishes itself like a cancer throughout the organization.  It’s make up begins to produce new norms and it produces a shift in the culture that was not necessarily anticipated.

                The impact ethical compromises have is vast.  The compromise produces changes in decision making, how people interact with one another, and of course, it has the power to determine success or failure for people, departments and the organization.  Although fear many times is the catalyst in a person’s decision to make ethical compromises.  It is courage to do what is right that catapults individual success.  HR professionals who have the courage to accurately assess the current state of affairs within the HR Department and to offer solutions to resolve potential problems hold the greatest opportunity to experience true success.  This type of success is achieved first through individuals who are courageous.  Courageous leaders are then able to walk through the refiner’s fire and coming out the other side as leaders the workforce can follow and feel good about.