Recruitment specialist Lynn Ribton-Turner looks at the psychological impact of poaching
THERE WAS quite a furore in the freight sector's employment agency industry following an FTW report of an agency accused of blatant head-hunting (February 6, 1998).
It's a sensitive issue in an industry where the reputable members abide by a very strict code of ethics on any activity which can be defined as searching for specific employees.
The commentators in FTW's report condemned the process of blatant search on an ethical basis.
But searching has other implications - particularly when viewed from a psychological point of view - says Lynn Ribton-Turner, a freight recruitment specialist who is also qualified in industrial psychology.
Head-hunting or search is a recognised division within the recruitment/personnel industry, Ribton-Turner told FTW. But, she added, it differs from the usual recruitment practice in that the agent makes a pro-active approach to the candidate - rather than the candidate approaching the agent.
The head-hunting practice is fraught with difficulties and risk for all parties concerned, according to Ribton-Turner.
First, let's consider the candidate for the job, she said. He/she is, in the first instance, flattered by the approach of a 'head-hunter'. He/she immediately feels a boost in self-esteem and may even be somewhat carried away with delusions of grandeur.
The result may be an unrealistic re-appraisal of their worth to their present company.
The new job will be made to sound as if it were designed in heaven and managed by angels. The salary for the position is also presented as an offer too good to refuse.
In other words, the candidate is 'sold' the idea that a little piece of paradise is lurking just round the corner.
In our hypothetical case, the interim process goes according to plan, and the candidate resigns from the company - often with a long service record and a high level of job satisfaction - and joins the 'perfect' opposition company.
What then?
Yes, said Ribton-Turner, the salary may be marginally higher (after often undisclosed tax and benefit deductions). But financial reward has not been shown to be the prime issue in terms of job satisfaction.
Only too often the incumbent is not able to adjust to the new corporate culture, or management style; does not enjoy the new pressure for performance in this high-profile position; and frequently blames the recruitment agency and new company for this unhappy predicament.
Our hypothetical person is now dreaming of being back in the happy, and known, environment where there were friendly colleagues and managers - and a high level of job satisfaction.
As Ribton-Turner sees it, if these candidates who are the target of head-hunters had not been happy in their work environment, they would have made a move of their own accord - and changed employer.
Our candidates, however, have been tempted by the projection of the proverbial green grass, she said. But often there is a price to pay. This unsuspecting worker, unable to settle in the new company environment, often moves two-or-three times before finally settling happily elsewhere - often with a ruined work record behind them.
And the client company which seeks to recruit a new employee on this basis often bears the consequences of this unhappy new employee.
If - unknown to a client - the agent has used a head-hunting approach, the client may soon have to cope with a dissatisfied employee. Or, on the opposite side, have a worker that does live up to the claims of the agent, and soon seeks to move on.
The head-hunter who embarks on this behaviour in a specialised niche market should beware, according to Ribton-Turner.
Placing staff with a client (and being paid for your service), she said, and at the same time - via the backdoor - feeding on their employees and reducing the skills level in that organisation, is clearly unethical. It also indicates desperate behaviour, and is also demonstrating bad business sense.
There is, however, an ethical side to the story, according to Ribton-Turner.
Professional search consultants are often retained by large corporate groups, she said, and work exclusively for them. They seek out persons with the required skills and experience, and often conduct extensive psychological assessments to confirm the match of the person/organisation.
Alternatively, the search consultants will sign a contract with the retaining company, agreeing that they will not work for another client in the same industry. This, said Ribton-Turner, means that the consultant is restrained, formally, from approaching the client's employees.
In summary, if a worker is unhappy, the required action taken is to move away from the negative environment.
There is a reason for leaving, said Ribton-Turner, and there is a psychological 'push' to move away. But, when the worker is enticed (pulled) by an often elaborate 'sales pitch', and the fantasy does not become a reality, the incumbent realises that he/she was just a pawn in the recruitment agent's plot to make a quick placement.
There was no concern whatsoever for that person's well-being.
By Alan Peat
