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If I am a corporate HR employee who is responsible for conducting exit interviews and I have promised confidentiality to all respondents then I should keep my word. Even if my supervisor will request that I provide her with the names of all the respondents so that she can evaluate these peoples supervisors as well, I will not give in. This is because as an HR employee I am obliged to make sure that peoples information should be kept confidential.
The reasons why I would treat the circumstance strictly that way include the following: First of all, I promised those respondents that everything they will say during the interview will be kept private and so to maintain my honor, I will keep my word for it. Second, there are other ways that my supervisor can evaluate the employees supervisors even without having to know all the names of the respondents.
For instance, I can make a summary of information provided to me: employee a, b, c, d, and e who were supervised by supervisor 1 unanimously state that their supervisor is extremely rude thats why they want to leave the company; employee g, h, I, j, and k who were under the supervision of supervisor 2 claim that they were punished gravely even for slight offenses like tardiness; etcetera. She can address the dilemmas with regards to the supervisors even without knowing the names of the employees complaining about the supervisors.
Statistical information compiled by me may be used to assess and motivate these problematic supervisors. Therefore, there is really no need for her to take all the names of the employees I carried out an exit interview with. Third, it is the departing employees right who would be doing an exit interview to be insured of confidentiality and anonymity (Griffeth et. al. , 2001, p. 214). This is mainly because an exit interviewee is subject to vengeance/retribution especially if he or she will be telling the truth about somebody doing something that negatively impacts the employer/company/organization (Griffeth et. al. , 2001, p. 214).
Read more: Essay About Confidentiality and Disclosing Concerns
Simply put, confidentiality and anonymity is the only assurance of the exit interviewee that he or she would be safe even after the interview is conducted (Griffeth et. al. , 2001, p. 214). Fourth, I have the professional responsibility as an HR person to play a large role in upholding ethics within the company/organization that I belong to (Society for Human Resource Management, 2008, n. p. ). I have to maintain then its trustworthiness and importance by practicing professional decision-making, i. e. , not providing the names of the exit interviewees to my supervisor just because she says she needs it to evaluate the supervisors of those who will depart the company/organization (Society for Human Resource Management, 2008, n. p. ).
Fifth, I also have to promote social responsibility by exhibiting excellent performance as an HR person, i. e. taking into consideration the standards of ethical and professional behavior and adhering to norms, i. e. , that the promise I have said to each of the exit interviewees that I will keep every information confidentially should not be broken (Society for Human Resource Management, 2008, n. p. ). Sixth, I have to be a role model for others by staying credible which in turn can be easily achieved by exhibiting only ethical acts like keeping promises, keeping personal information of others, treating exit interviewees fairly, with dignity, respect, and compassion by respecting their right to privacy and confidentiality (Society for Human Resource Management, 2008, n. p. ).
Last but not least, as an HR person, it is my duty to safeguard restricted or confidential information thus providing what my supervisor wants would be unlawful on my part (Society for Human Resource Management, 2008, n. p. ). In fact, several information, including: credit history, medical records, schools records, personal history cannot be scrutinized without the consent of the exit interviewee; otherwise one will be charged for violation of a number of laws (Society for Human Resource Management, 2008, n. p. ).
References
Griffeth, R. W. & Hom, P. W. (2001). Retaining Valued Employees (Advanced Topics in Organizational Behavior). Thousand Oaks, CA: Sage Publications, Inc. Society for Human Resource Management. (2008). SHRM Code of Ethical and Professional Standards in Human Resource Management. Retrieved November 13, 2008 from http://www. shrm. org/ethics/code-of-ethics. asp
The reasons why I would treat the circumstance strictly that way include the following: First of all, I promised those respondents that everything they will say during the interview will be kept private and so to maintain my honor, I will keep my word for it. Second, there are other ways that my supervisor can evaluate the employees supervisors even without having to know all the names of the respondents.
For instance, I can make a summary of information provided to me: employee a, b, c, d, and e who were supervised by supervisor 1 unanimously state that their supervisor is extremely rude thats why they want to leave the company; employee g, h, I, j, and k who were under the supervision of supervisor 2 claim that they were punished gravely even for slight offenses like tardiness; etcetera. She can address the dilemmas with regards to the supervisors even without knowing the names of the employees complaining about the supervisors.
Statistical information compiled by me may be used to assess and motivate these problematic supervisors. Therefore, there is really no need for her to take all the names of the employees I carried out an exit interview with. Third, it is the departing employees right who would be doing an exit interview to be insured of confidentiality and anonymity (Griffeth et. al. , 2001, p. 214). This is mainly because an exit interviewee is subject to vengeance/retribution especially if he or she will be telling the truth about somebody doing something that negatively impacts the employer/company/organization (Griffeth et. al. , 2001, p. 214).
Read more: Essay About Confidentiality and Disclosing Concerns
Simply put, confidentiality and anonymity is the only assurance of the exit interviewee that he or she would be safe even after the interview is conducted (Griffeth et. al. , 2001, p. 214). Fourth, I have the professional responsibility as an HR person to play a large role in upholding ethics within the company/organization that I belong to (Society for Human Resource Management, 2008, n. p. ). I have to maintain then its trustworthiness and importance by practicing professional decision-making, i. e. , not providing the names of the exit interviewees to my supervisor just because she says she needs it to evaluate the supervisors of those who will depart the company/organization (Society for Human Resource Management, 2008, n. p. ).
Fifth, I also have to promote social responsibility by exhibiting excellent performance as an HR person, i. e. taking into consideration the standards of ethical and professional behavior and adhering to norms, i. e. , that the promise I have said to each of the exit interviewees that I will keep every information confidentially should not be broken (Society for Human Resource Management, 2008, n. p. ). Sixth, I have to be a role model for others by staying credible which in turn can be easily achieved by exhibiting only ethical acts like keeping promises, keeping personal information of others, treating exit interviewees fairly, with dignity, respect, and compassion by respecting their right to privacy and confidentiality (Society for Human Resource Management, 2008, n. p. ).
Last but not least, as an HR person, it is my duty to safeguard restricted or confidential information thus providing what my supervisor wants would be unlawful on my part (Society for Human Resource Management, 2008, n. p. ). In fact, several information, including: credit history, medical records, schools records, personal history cannot be scrutinized without the consent of the exit interviewee; otherwise one will be charged for violation of a number of laws (Society for Human Resource Management, 2008, n. p. ).
References
Griffeth, R. W. & Hom, P. W. (2001). Retaining Valued Employees (Advanced Topics in Organizational Behavior). Thousand Oaks, CA: Sage Publications, Inc. Society for Human Resource Management. (2008). SHRM Code of Ethical and Professional Standards in Human Resource Management. Retrieved November 13, 2008 from http://www. shrm. org/ethics/code-of-ethics. asp