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MORAL ASPECTS OF HEADHUNTING – ATTRACTING AND RECRUITMENT QUALITY

Attention has recently given to understand how organisations source for their workforce, because employees are widely recognised as valuable assets that organisations can leverage upon for survival and attaining competitive advantage. Firms are constrained with a number of challenges in achieving their production objectives (Deakins and Bensemann, 2019; Fowowe, 2017).

With an increasing rate of unemployment, (Abraham and Nosa, 2018; Ihensekhien and Aisien, 2019), and a focus on decent employment (Moen et al., 2020), the effort of all stakeholders in the labour market is worth exploring. Understanding matching patterns and determinants of attracting quality talents is an under researched area especially from the firm perspective (Ghavidel et al., 2019). Firms recruitment strategies have impacts on the sorting patterns in the labour market which remains undetermined (Hensvik and Skans, 2016; Nekoei and Weber, 2017). Furthermore, recruiting quality talent enhances productivity and performance which every firm strives to achieve Cascio, 2014; Maheshwari et al., 2017

Therefore, to be at the forefront in retaining talents, firm brand need to display the capability of projecting the image and personality of the organisation as an attractive employer of labour, exposing employee to its guiding principles, ideals, code of conduct as a way of attracting, engaging and retaining quality talents (Drury, 2016; Dabirian et al., 2017). Also, Chabra and Sharma (2014) opined that determinants of workplace attractiveness such as compensation, career opportunities, nature of the job and corporate culture should be communicated by the employer brand to enable organisations to attract, engage and retain talents.

The moral order is one of many types of the social order. Along the spatial order, the time order, the work order, the technological order can distinguish the moral order. It refers primarily to the norms agreements of ethical character expressed in the commonly valid (Strauss 1993 : 59-60). 59-60). Thus, the moral order appears at the level of interactions and that is where it is realized. The social world of headhunting also has norms and agreements worked out within it, which concern actions interactions and refer to ethical values accepted more commonly in the first level of moral order).

Moreover, Along with growing social acceptance of this type of business these justifications assume a typical character. They are frequently included in the scope of the head hunter profession's ideology creating additionally justifications for the existence of the social world of headhunting.

However, moral issues emerged when analysing the process of search for and selection of candidates for jobs by the headhunting agencies. Moreover, this problem was frequently tackled by the literature of the subject (Whyte 1977; Adshead 1990; Lucht 1988).

The head- hunting agencies themselves are also aware that moral issues are interpreted in their activity and they take certain remedial measures to operate 'morally' in the market wishing to win confidence of the custom. the moral order of the social world of headhunting refers also to verbal "justifications" (accounts) of head hunters expressing the second level (alongside the order of rules order (see: Table 1).

Table 1 : Moral dimension of the social world of headhunting and its relationship with the trust in interactions between head hunters and customers (own project), (Whyte 1977; Adshead 1990; Lucht 1988).

The raiding of employees from some company is a frequent charge made by employers in relation to head hunters consultants. Another popular charge advanced, and also from other places of their activity, is that they can detect very quickly that a company has financial troubles. Recruiting the such company and telling them that their company is in trouble can in reality lead to its weakening or even collapse: They are like sharks, which smell blood' (Whyte 1977).

The financial companies use certain strategies to fight the head hunters of this type or allies. A director of a brokerage company can, for instance, phone a director of another brokerage company to find out if the 'raiding of employees takes place in the latter. He can also find out that at the present time there is broken unwritten rule saying that one company cannot hire more than 2 employees of another company during one year. Another tactic is phone calls made by directors of companies to the head hunter who say that a given company will never employ the head hunter, if the head hunter does not cease contacting employees of the company. (Whtye 1977:36).

 

REFERENCES:

·       Abraham, I.O. and Nosa, A.L. (2018), “Unemployment and output growth: evidence from upper middleincome countries in Sub-Saharan Africa”, American Economic and Social Review, Vol. 3 No. 1, pp. 32-43.

·       Adshead, J. 1990. "Headhunting Without Tears." Personnel Management, October: 56-57

·       Cascio, W.F. (2014), “Leveraging employer branding, performance management and human resource development to enhance employee retention”, Human Resource Development International, Vol. 17 No. 2, pp. 121-128

·       Chabra, N.L. and Sharma, S. (2014), “Employer branding: strategy for improving workplace attractiveness”, International Journal of Organizational Analysis, Vol. 22 No. 1, pp. 48-60

·       Dabirian, A., Kietzmann, J. and Diba, H. (2017), “A great place to work!Understanding crowdsourced employer branding”, Business Horizons, Vol. 60 No. 2.

·       Drury, P. (2016), “Employer branding: your not-so-secret weapon in the competition for young workers”, Human Resource Management International Digest, Vol. 24 No. 3, pp. 29-31.

·       Deakins, D. and Bensemann, J. (2019), “Achieving innovation in a lean environment: how innovative small firms overcome resource constraints”, International Journal of Innovation Management, Vol. 23 No. 4, pp. 1-36

·       Fowowe, B. (2017), “Access to finance and firm performance: evidence from African countries”, Review of Development Finance, Vol. 7 No. 1, pp. 6-17

·       Ghavidel, B.M., Nasirpour, K. and Asgari, A. (2019), “Identifying and explaining the dimensions of teacher talent management using the grounded theory”, International Journal of Schooling, Vol. 1 No. 2, pp. 23-36.

·       Hensvik, L. and Skans, O.N. (2016), “Social networks, employee selection, and labor market outcomes”, Journal of Labor Economics, Vol. 34 No. 4, pp. 825-867.

·       Ihensekhien, O.A. and Aisien, L.N. (2019), “Growth-youth unemployment nexus in upper middle income countries in Sub-Saharan Africa”, Turkish Economic Review, Vol. 6 No. 1, pp. 62-76

·       Lucht, J. 1988 Rites of Passage at $100,000+. New York: Viceroy Press.

·       Maheshwari, V., Gunesh, P., Lodorfos, G. and Konstantopoulou, A. (2017), “Exploring HR practitioners’ perspective on employer branding and its role in organizational attractiveness and talent management”, International Journal of Organizational Analysis, Vol. 25 No. 5, pp. 1-24.

·       Nekoei, A. and Weber, A. (2017), “Does extending unemployment benefits improve job quality?”, American Economic Review, Vol. 107 No. 2, pp. 527-561

·       Strauss, A. L. 1993. Continual Permutations of Action. New York: Aldine de Gruyler

·       Whyte R. 1977. "Headhunting in Wall Street." Institutional Investor 11: 31-36, 121

 

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