Rethinking recruitment ethically through the lens of corporate social responsibility (CSR)

Abstract

Purpose

Traditional recruitment practices tend to be rigorous, but some of its elements can be improved. The length of applications, missing or unstated salary details and lack of anonymity in some emerging countries' recruitment processes mean that recruitment standards remain questionable and unethical. This paper presents a conceptual discourse on how current recruitment activities can be improved in light of progress made with global Internet infrastructure and CSR standards.

Design/methodology/approach

This is primarily a conceptual paper intended to discuss unethical recruitment practices. The author used selected studies and case studies to present the case for improvements in the field of recruitment.

Findings

Compared with easy apply options popularised through recruitment websites, organisations continue to favour traditionally lengthy and complicated applications. The incidence of unstated salary, lack of anonymity and poor communication from some recruiters imply that more has to be done in these areas of CSR.

Research limitations/implications

As with most conceptual papers, this study lacks adequate empirical support. The claims and propositions made are largely based on a scanty number of current research and industry observations.

Practical implications

This study will have potential application in scenarios where recruiters are seeking to improve their practice; however, the recommendations may not be applicable to all organisations.

Social implications

The understanding of ethical values and their application to recruitment will vary from culture to culture.

Originality/value

The paper offers a clear path to debating recruitment ethics and improvements in current practices. No known studies have specifically targeted this area of ethical recruitment.

Citation

Benuyenah, V. (2023), "Rethinking recruitment ethically through the lens of corporate social responsibility (CSR)", Evidence-based HRM, Vol. 11 No. 3, pp. 372-376. https://doi.org/10.1108/EBHRM-05-2022-0113