Conflict of Interest

                     CONFLICTS OF INTEREST AND ETHICAL DILEMMA

In our world of work as HR practitioners, these issues have become more frequent than they use to be. This is not unrelated to the global nature of competitiveness, new and ever - changing employees' expectations, new societal values and constant revision of employment laws and policies which has propelled Human Resource Management as one of the critical business functions for continued organisational competitiveness.

This increased importance of HRM has apparently added new set of responsibilities with wide ranging implications for HR practitioners.

We will be discussing: *Dealing with Conflict of interest and ethical dilemmas as a HR practitioner . Against this backdrop, HR. now regularly have to deal with issues that were never part of its concerns and so doing are being confronted with issues of conflict of interest and ethics that were hitherto not there.

To enable us fully appreciate these issues, let us examine  the following:

1. Conflict of interest

2. Some common types of conflict of interest in the workplace

3. Suggested ways of dealing with such issues when they arise

4. Ethics

5. Some issues of ethical concerns IN the workplace

6. Guidelines on handling ethical issues in the workplace

7. Case studies

Conflict of Interest:

A conflict of interest exists when an employee's loyalties or actions are divided between the employer's interests and those of another  person or entity. E.g a family member, friend,  supplier, customer, competitor etc. As HR practitioners, we should avoid both an actual conflict of interest and the appearance of a conflict of interest. Despite best intentions, these conflict of interest situations will most likely negatively affect both the employee and the employer. Note also the mere appearance of a behavior adverse to the employer may impart business performance and workplace morale.

Let's consider some common Types of Conflict of Interest:

1. Fraternization - this refers to supervisor- subordinate dating-

2.Nepotism - 0This implies using ones position to influence decision in favour of a staff.

3. When a relative or friend is employed by a supplier of customer - one may or may seem to take decisions to favour such customer.

4 working or doing business with the competitor to ones employer.

As HR practitioners we are to work proactively To prevent and resolve such conflict of interest issues as failure to take them seriously may result in dire consequences. Below are suggested step towards help curb occurrence of such situations

1. Review our coy. Policies on conflict of interest and ensure they are accessible to staff.

2 staff should be encouraged to seek guidance from HR is they are not certain if a conflict of interest exist.

3.employees should be encouraged to info the company and fully disclose when confronted with any situation that may be perceived as a conflict of interest.

Ethics:

Ethics can be defined as agreed standards of Wright and wrongs that dictate what people ought to do. These are usually put in terms of rights, duties fairness and other specific virtues. They outline a framework to establish what conduct is right or wrong for individual and groups in a society. Some areas of ethical concerns for HR practitioner.

The most common workplace violations involve unequal treatment of employees in areas  such as;

1.recruitment and hiring

2. Performance review

3. Benefit and compensation

4. Workplace safety

To mention a few.

Guide on Handling Ethical Issues in the Workplace:

Morality and value based dilemmas are  very difficult to handle. When employees have to chose what is right based on their individual principle. To handle these issues, the following steps are recommended:

1. know the law and be very conversant with various employment acts and policies.

2. Set workplace expectations based on your company values, mission and code of conduct and properly communicate these to all employees.

3. Provide workplace ethics training  to employees and ensure employees learn how to address and resolve ethical dilemmas when they occur.

4. Seek knowledge and constantly upskill as HR IS a dynamic and constantly evolving field.

5. Be fair and consistent when applying policies. Use the same business principles in every circumstances , communicate same expectations etc.

6. Keep information confidential : as HR practitioners we have access to very private information of staff. We must earn their trust and be sure that information shared with us remain confidential except when they are in conflict with the employee safety or company values.

Managing conflict of interest and ethical dilemmas may be challenging, dealing with these issues in the rights way creates  Positive work environment and help attract and retain talents. What can HR do in a situation where  one of the top management recommend an unqualified candidate for a middle management role.

In this kind of situation, HR should strictly follow laid policy of recruitment, the candidates should be put to test along with other and show evidence of the candidate lapse. He Should also discuss this with the top mgt staff letting him understand the danger of Recruiting such candidate as it will be detrimental to both his/ her reputation and the organisation.

If the top mgt level one, and  the HR is not comfortable with speaking to, the HR can seek the counsel and help if senior colleagues.

Above all HR should stand his ground and so what is right.

Ethical Dilemma in Workplace (A Case Study):

A Human Resources officer was working for a giant manufacturing company in Nigeria. An opening arose in the company and the job was advertised in the media. Among the interviewees was a relative of the company’s CEO who performed dismally during the interview.

A day after submitting his interview report to the HR manager the HR officer was politely asked by the HR manager to try to get the CEO’s relative through. The HR officer was troubled and did not understand why his boss could push for such an unprofessional and unethical move. Then two days later, an instruction came from the HR director of the company that the job should be given to the CEO’s relative.

The HR officer was put in a very difficult situation. How could the job be offered to someone who had failed the interview? What would be the reaction of other interview panellists and staff in general to this blatantly unprocedural and unethical act? 

 Please advice the HR Officer.