Be the Employee Champion
Every dark cloud has a silver lining. Recent financial scams unearthed in corporate India have again brought the issue of business ethics into the limelight, and people have started talking about it. The perception being built among the masses that business wealth and growth can only be created on the foundation of unethical practices, frauds, and malpractices is very dangerous for the economy and society at large. The scale of erosion of ethical business practices in Indian businesses is, in many cases, depressing. Measures for correcting this perception must be initiated by top business leaders as captains of the industry as quickly as possible. It is good to strike while the iron is hot.
When the issue of business ethics, ethical work culture, or ethical behavior of employees is discussed, it is often reduced to the employee level only, thereby stressing the responsibility of HR to build an ethical work culture, define preferred ethical behaviors, and so on. However, the necessity of embedding the values and beliefs of ethics from the top is hardly put at the center stage. Building an ethical culture into business processes and strategy by HR is one aspect, and making the business grow on an ethical foundation by business leaders is another. Unless the business itself is built on strong pillars of ethical values and beliefs, working to develop an ethical culture at the employee level will be a misnomer.
There is one more disturbing aspect of this whole episode. Whenever any financial scam in business is uncovered and it falls in terms of reputation, brand value, and profits, the first and foremost sufferers are the employees, be it in the case of Kingfisher, Geetanjali, Neerav Modi, or any other. Employees are left on the streets with no one to ensure that their legal dues are paid, let alone the future prospects of service. The unanswered question is why managers sitting at the helm of affairs in different departments of an unethical organization don't speak up and stand against unethical practices. What stops them? Is it their loyalty to the organization or mere self-interest? Why don't they elevate themselves from being mere employees to whistleblowers in the organization? It is yet to be seen that any CEO, HR, top manager, or financial head has raised their voice against malpractices and stepped down at the appropriate time or done something to save the interests of poor low-level employees, barring one or two. On one side, HR is consistently preached to become a strategic business partner, and on the other side, in many cases, they are not empowered to have any say in business decisions securing the employees' interests in the organization. It is time to ponder upon this.
HR should not be a mute spectator and the first to flee in aggravating business situations, leaving employees in a lurch. It is to be seen whether, in an unethical organization, HR should act as a custodian of business to save the employer's interest or act as a champion of employees to secure their legitimate earnings.
Country's top management thinkers and HR practitioners have come together to answer a few such questions in this cover story on business ethics. If you like it, let us know. If not, well, let us know that too. Happy Reading!
Regards, Anil Kaushik
Business Manager - HR Magazine
B-138, Ambedkar Nagar, Alwar - 301001 (Raj.) India
Mob.: [Phone Number Removed For Privacy-Reasons], [Phone Number Removed For Privacy-Reasons]
WhatsApp No.: [Phone Number Removed For Privacy-Reasons]
http://www.businessmanager.in
Every dark cloud has a silver lining. Recent financial scams unearthed in corporate India have again brought the issue of business ethics into the limelight, and people have started talking about it. The perception being built among the masses that business wealth and growth can only be created on the foundation of unethical practices, frauds, and malpractices is very dangerous for the economy and society at large. The scale of erosion of ethical business practices in Indian businesses is, in many cases, depressing. Measures for correcting this perception must be initiated by top business leaders as captains of the industry as quickly as possible. It is good to strike while the iron is hot.
When the issue of business ethics, ethical work culture, or ethical behavior of employees is discussed, it is often reduced to the employee level only, thereby stressing the responsibility of HR to build an ethical work culture, define preferred ethical behaviors, and so on. However, the necessity of embedding the values and beliefs of ethics from the top is hardly put at the center stage. Building an ethical culture into business processes and strategy by HR is one aspect, and making the business grow on an ethical foundation by business leaders is another. Unless the business itself is built on strong pillars of ethical values and beliefs, working to develop an ethical culture at the employee level will be a misnomer.
There is one more disturbing aspect of this whole episode. Whenever any financial scam in business is uncovered and it falls in terms of reputation, brand value, and profits, the first and foremost sufferers are the employees, be it in the case of Kingfisher, Geetanjali, Neerav Modi, or any other. Employees are left on the streets with no one to ensure that their legal dues are paid, let alone the future prospects of service. The unanswered question is why managers sitting at the helm of affairs in different departments of an unethical organization don't speak up and stand against unethical practices. What stops them? Is it their loyalty to the organization or mere self-interest? Why don't they elevate themselves from being mere employees to whistleblowers in the organization? It is yet to be seen that any CEO, HR, top manager, or financial head has raised their voice against malpractices and stepped down at the appropriate time or done something to save the interests of poor low-level employees, barring one or two. On one side, HR is consistently preached to become a strategic business partner, and on the other side, in many cases, they are not empowered to have any say in business decisions securing the employees' interests in the organization. It is time to ponder upon this.
HR should not be a mute spectator and the first to flee in aggravating business situations, leaving employees in a lurch. It is to be seen whether, in an unethical organization, HR should act as a custodian of business to save the employer's interest or act as a champion of employees to secure their legitimate earnings.
Country's top management thinkers and HR practitioners have come together to answer a few such questions in this cover story on business ethics. If you like it, let us know. If not, well, let us know that too. Happy Reading!
Regards, Anil Kaushik
Business Manager - HR Magazine
B-138, Ambedkar Nagar, Alwar - 301001 (Raj.) India
Mob.: [Phone Number Removed For Privacy-Reasons], [Phone Number Removed For Privacy-Reasons]
WhatsApp No.: [Phone Number Removed For Privacy-Reasons]
http://www.businessmanager.in
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