Hi Friends,
I want to know whether poaching is unethical. I know of two organizations from where people in bulk are quitting. There may be many reasons for it, but if they are not being offered good projects or are not happy with night shifts, is poaching wrong? I know someday I might face the same situation wherein a loop may be formed for my company and poaching would be done. However, then it is the HR's responsibility to look after the employee.
We can offer tremendous exposure in working with the same technologies. Can somebody let me know how can we do this? I have my own network, and this works well. Apart from this, are there any other aspects to take care of?
From India, Mumbai
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24I want to know whether poaching is unethical. I know of two organizations from where people in bulk are quitting. There may be many reasons for it, but if they are not being offered good projects or are not happy with night shifts, is poaching wrong? I know someday I might face the same situation wherein a loop may be formed for my company and poaching would be done. However, then it is the HR's responsibility to look after the employee.
We can offer tremendous exposure in working with the same technologies. Can somebody let me know how can we do this? I have my own network, and this works well. Apart from this, are there any other aspects to take care of?
From India, Mumbai
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Thanks, (Cite Contribution) for sharing the link. That was helpful. I may have used the incorrect word "poaching." My concern was how to tap into those who are looking for a job change. The link you forwarded has covered a few things I'm looking for.
From India, Mumbai
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From India, Mumbai
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Dear Ashlesha,
Poaching is a huge concern. The escalating salaries used as a ploy to attract talent , affect the industry immensely. If you have noticed the shift from India to Malaysia or any other South-East Asian countries is happening due to escalating cost of hire other than the technological or infrastructural factors.
More importantly, many a times the talent who did not perform well and may have fared badly in the PMA would use this poaching nexus to land a better opportunity and higher pay. This affects the industry further.
That's a point which we all would agree, yet resort to such tactics whenever we have a huge target to be met in hiring. Restrictive practise or rewards and loyalty program are steps to resolve the effect and not focus on the cause.
The awareness and the decision by a company not to poach is the first step. Followed by the environment within the company which focuses on the holistic growth of a talent. Finally, the will of the talent to generate value in a job rather than monetise at the speed of light!
Please do share your views. I invite others to share how they have been combating this issue.
Regards,
(Cite Contribution)
From India, Mumbai
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Poaching is a huge concern. The escalating salaries used as a ploy to attract talent , affect the industry immensely. If you have noticed the shift from India to Malaysia or any other South-East Asian countries is happening due to escalating cost of hire other than the technological or infrastructural factors.
More importantly, many a times the talent who did not perform well and may have fared badly in the PMA would use this poaching nexus to land a better opportunity and higher pay. This affects the industry further.
That's a point which we all would agree, yet resort to such tactics whenever we have a huge target to be met in hiring. Restrictive practise or rewards and loyalty program are steps to resolve the effect and not focus on the cause.
The awareness and the decision by a company not to poach is the first step. Followed by the environment within the company which focuses on the holistic growth of a talent. Finally, the will of the talent to generate value in a job rather than monetise at the speed of light!
Please do share your views. I invite others to share how they have been combating this issue.
Regards,
(Cite Contribution)
From India, Mumbai
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I definitely agree with your views, Cite Contribution. Even when we do hire, we also sign a non-poaching agreement. I am in line with your views on poaching by offering high pay to attract talent.
However, what I am facing here is not solely a pay issue. We are a small organization with only 30 employees. Despite our extensive exposure and expertise in IT technologies, individuals are hesitant to join us due to our company size. We have demonstrated examples on record to showcase our capabilities comparable to mid-tier market players. However, when it comes to accepting offers, candidates withdraw.
Firstly, it is because we cannot match the salaries of larger companies. What we can assure is a career path, not just a job.
Secondly, our organizational size is a drawback.
When a renowned organization, say A, is willing to offer X amount while we can only provide 3/4 of that, resources tend to choose the former without hesitation.
My concern is how to attract these individuals to join us. We understand that we excel in expertise and the quality of work we deliver.
I am contemplating on transforming our limitations into strengths and leveraging them.
Therefore, poaching is not my intention; rather, I aim to reach out to those leaving organizations and offer them opportunities. How can I effectively connect with them?
From India, Mumbai
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However, what I am facing here is not solely a pay issue. We are a small organization with only 30 employees. Despite our extensive exposure and expertise in IT technologies, individuals are hesitant to join us due to our company size. We have demonstrated examples on record to showcase our capabilities comparable to mid-tier market players. However, when it comes to accepting offers, candidates withdraw.
Firstly, it is because we cannot match the salaries of larger companies. What we can assure is a career path, not just a job.
Secondly, our organizational size is a drawback.
When a renowned organization, say A, is willing to offer X amount while we can only provide 3/4 of that, resources tend to choose the former without hesitation.
My concern is how to attract these individuals to join us. We understand that we excel in expertise and the quality of work we deliver.
I am contemplating on transforming our limitations into strengths and leveraging them.
Therefore, poaching is not my intention; rather, I aim to reach out to those leaving organizations and offer them opportunities. How can I effectively connect with them?
From India, Mumbai
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