FINGERPRINTS AT WORK: HOW RELIABLE IS YOUR ORGANIZATION'S BIOMETRIC ATTENDANCE SYSTEM?

Introduction

Biometrics typically refer to technologies that are used to measure and analyse unique characteristics of an individual which are generally considered innate, immutable and distinctive to that individual (Du et al., 2011; Magnet, 2011; Moradoff, 2010, cited in Holland & Tham, 2020).

Biometric recognition technologies are becoming a common feature of the workplace all over the world. While there are many types of biometrics for authentication, the five most common types of biometric identifiers are fingerprints, facial, voice, iris, and palm or finger vein patterns. 

(Image source: https://www.freepik.com)

Bio-Metric Date and related security risks

This video showcases Bio-Metric Data and highlights the associated security risks.

                                                (DW Shift, 2019)

The types of biometrics can be grouped into two main categories: 

1. Physiological biometrics are characteristics or measurements of the human body.

2. Behavioral biometrics refers to the unique way a person performs a certain behaviour, like giving a signature. (Optimal IdM, n.d.)

Importance of Safeguarding Biometric Data

The safeguarding of biometric data, such as fingerprints, is becoming an important area in Human Resource Management (HRM). As the implementation of biometric systems for employee attendance and other work-related purposes continues to increase, organizations are encountering novel challenges concerning the collection, storage, and protection of such data.

Many countries have regulations concerning the utilization of biometric data, facial recognition, fingerprints, and other comparable technologies. To avoid overstepping employee privacy rights, organizations are obligated to conform to these regulations.

The possession of an employee’s biometric data could be used to gain access to his or her electronic devices, which typically store a host of personal information, his or her financial and medical records, and even the employee’s home. Many employers that use biometric authentication technology use third-party vendors to handle the resulting data in some capacity, increasing the risk of theft of such data. This risk is likely to be even greater in employment environments involving highly confidential information, such as financial institutions, medical facilities and government offices. (Bradley Arant Boult Cummings LLP, 2019)

Conclusion

The Human Resource Departments of every organization must consider the necessity and appropriateness of using biometric data such as fingerprint attendance systems for employees. This consideration should include a thoughtful evaluation of the privacy implications involved. In situations where there is a lack of protection for biometric data within the organization, alternative methods for tracking attendance, such as QR codes or mobile applications, could be more suitable.

REFERENCES: 

Bradley Arant Boult Cummings LLP. (2019). Technology at a Price: Risks with Using Biometric Scanning in the Workplace. Available at https://www.bradley.com/insights/publications/2019/02/technology-at-a-price-risks-with-using-biometric-scanning-in-the-workplace. [Accessed: 26 March 2023]

DW Shift (2019) How secure is Biometric Authentication Technology and Biometric Data? [Video] Available at https://www.youtube.com/watch?v=ZPG3XQhZVII [Accessed: 27 March 2023].

Holland, P. and Tham, T.L., (2022). Workplace biometrics: Protecting employee privacy one fingerprint at a time. Economic and Industrial Democracy, 43(2), pp.501-515. https://doi.org/10.1177/0143831X20917453

Optimal IdM. (n.d.). Types of biometric sensors. Available at https://optimalidm.com/resources/blog/types-of-biometrics-sensors/#:~:text=While%20there%20are%20many%20types,palm%20or%20finger%20vein%20patterns. [Accessed: 27 March 2023].

IS HEADHUNTING AN ETHICAL PRACTICE?

Introduction

Organisations have numerous options to choose from when it comes to recruiting new employees. These methods include posting job vacancies on online recruitment platforms (international and local) such as topjobs.lk, Glassdoor, seek and Indeed, asking current employees to recommend potential candidates for the job, outsourcing the recruitment process to recruitment agencies or headhunters, utilising social media platforms like Facebook and Twitter to advertise job vacancies and connect with candidates, participating and job fairs to meet potential candidates in person, filling job vacancies with existing employees who possess the required skills and experience, and recognising and reaching out to potential candidates directly through professional networks such as LinkedIn.

The usefulness of these approaches can vary based on the requirements of the organisation and the position being filled. For instance, job boards and online recruitment platforms could be more fruitful for entry-level roles, whereas Headhunting could be more effective for executive positions. Employee referrals and internal mobility can quickly fill roles and establish a strong internal culture. In the end, the best recruitment method will depend on the organisation's objectives, resources, and intended audience. 

According to Wikipedia (2023), Headhunting (formally called Executive search) is a specialised recruitment service which organisations pay to pursue and attract exceptionally skilled candidates for executive jobs across the public and private sectors. Headhunters may also seek out and recruit other highly specialised or skilled positions in organisations with intense competition in the market for talented candidates, such as business analysts or software engineers. 

The market for executive search, also known as headhunting, had an estimated worth of USD 17,303.35 million in 2021. It is anticipated that by 2030, this market will expand to USD 30,318.35 million, representing a compound annual growth rate (CAGR) of 6.4% between 2022 and 2030. (Verified Market Research. (n.d.))

Is Headhunting ETHICAL?

Although Headhunting is an authentic recruitment exercise commonly used, it can raise ethical concerns and may only be the most efficient recruitment method. Organisations need to assess the advantages and disadvantages of Headhunting and establish ethical, transparent recruitment practices that align with their organisational values and objectives.

 

Multiple writers have cited confidentiality, unbiased assessment, and discreet recruitment of skilled individuals as the primary factors behind the expansion of the executive search industry. (Beeson, 1965; Hunter, 1989; Meyer, 1995; Taylor, 1984 cited in Goldstein, Pulakos, Passmore, & Semedo, 2017, p. 99).

Tips and Tricks Used by Headhunters

In the video, headhunters are shown using various strategies to recruit employees (Carenational. (2021)).

Values of Headhunting

The Association of Executive Search Consultants (AESC) proposes direction to its members on their conduct. As per AESC, six values align with Headhunting practices ((Bettleyon & Weston, 1986 cited in Goldstein, Pulakos, Passmore, & Semedo, 2017, p. 99-100). They are:

 

1. Excellence: Headhunters ought to prioritise offering top-notch services using outcome-oriented methodologies. Additionally, they must possess a comprehensive knowledge of their client's business, including its challenges, prospects and its culture.

 

2. Integrity: Headhunters ought to keep transparent communication, establish a strong and shared dedication, and articulate clear objectives and expectations with their clients, potential candidates, and other relevant stakeholders.

 

3. Diversity: Consultants are expected to offer leadership to clients to leverage the benefits of diversity, support the fruitful development of talent, and aid in establishing an inclusive organisational culture.

 

4. Objectivity: The clients expect professionals to act as advisors who exercise independent assessment and evaluation of the candidate pool and provide transparent communication.

 

5. Avoid conflicts: Headhunters must be clear with their clients which could result in conflicts of interest and decline assignments that give rise to such disputes. Furthermore, the AESC recommends that they abstain from accepting material gifts that might sway their impartiality.

 

6. Confidentiality: Establishing and maintaining client relationships are founded on trust, so professionals are obligated to safeguard confidential information pertaining to clients and candidates and to share such information only when necessary.

Conclusion

Headhunting can be time-consuming and costly, especially if the search involves many candidates. Clients should be prepared to invest time and resources to ensure a successful outcome. If Headhunting firms adhere to the values aligned with Headhunting practices, then Headhunting can be considered a morally good and ethical employee recruitment method.

References

Carenational. (2021). The Ethics of Headhunting [Video]. Available at https://vimeo.com/123456789 [Accessed: March 25, 2023]

Goldstein, H. W., Pulakos, E. D., Passmore, J., & Semedo, C. (Eds.). (2017). The Wiley Blackwell Handbook of the Psychology of Recruitment, Selection and Employee Retention. UK: Wiley Blackwell. [Pdf]

Verified Market Research. (n.d.). Executive Search (Headhunting) Market Size & Forecast [Online]. https://www.verifiedmarketresearch.com/product/executive-search-headhunting-market/ [Accessed: March 25, 2023].

Wikipedia. (2023). Executive search. [Online] Available at: https://en.wikipedia.org/wiki/Executive_search [Accessed: March 25, 2023]