The rapid change in technology which is the hallmark of the workplace in the twenty-first century has given rise to unique challenges to Human Resource (HR)
Management, not least in the frontline interaction with the outside world such as recruitment and selection. Applicant vetting may go beyond a reference check as technology now gives professionals access to much more information than ever before. For example, as prospective employees as well as applicants often have both personal and professional social network accounts, HR practice has to be expanded from what is possible to what is ethically and morally appropriate – especially when the law is one step behind these rapid changes. In other words, the amount and accuracy of the information that is submitted for the position by applicants is not the main issue anymore. An important concern regards the extent to which HR professionals and other individuals involved in recruitment and selection seek out information online to obtain further information via means (such as websites and social media) that cross both legitimate and ethical boundaries. The following overview and learning exercise provides an opportunity for students to learn and reflect on these issues. We conclude the sections with two lists, one for references cited in the overview and another that includes additional reading suggestions.

Professional bodies such as the Society for Human Resource Management have produced guidance on social media policy which may be an important element of codes for conduct in this emerging area of work. If you are looking to develop a set of quality codes of conduct, you may wish to consider these existing guidance.
However, here are a number of additional suggestions when you are tasked with developing a code for conduct. Firstly, identify and involve all stakeholders, especially employees, in the process. HR experts and employment lawyers are appropriate and knowledgeable authorities that need to be consulted and should sign off on any guidance produced. Secondly, link the code of conduct to training. Whilst code of conducts may exist, few of these are actually linked to induction training upon hiring or promotion. Education is key. The mere existence of social media policies is unlikely to be effective (Pallarito 2014; Roberts and Sambrook 2014). These concerns are only fostered when we review evidence about the lack of guidance within organisations. For example, the Society of Human Resource Management reported that over 40% of respondents in surveys conducted in 2013 had no formal or informal policy on applicant screening. However, even training is unlikely to reduce discriminatory practices if the training is not complemented by good management practice, open discussion around inclusion versus discrimination. Having organisational resources to educate employees and managers is an important additional step, especially for HR professionals advising staff (useful resources include the work by Appel 2015). Third, review and update this code on a regular basis, and involve all stakeholders in the revision. Technology is continuously evolving, and so are the possibilities (e.g., for cyber-vetting) for ethical pitfalls........

Questions 

1. Does the policy and code of conduct state who will have to comply with it?
2. Does the policy provide clear guidance on what happens if an employee violates the code of conduct?
3. Does it make reference to data security practice and how and where the data is securely stored?
4. Does the code suggest how long data is kept and who has access?
5. Is it clear what happens if an employee violates the policy?