POACHING

“Buying talent” (rather than developing it) is the latest mantra being followed by the organisations today. It has become a challenge for human resource managers to face and tackle poaching, as it weakens the competitive strength of the firm.

Poaching means employing a competent and experienced person already working with another reputed company in the same or different industry; the organisation might be a competitor in the industry. A company can attract talent from another firm by offering attractive pay packages and other terms and conditions, better than the current employer of the candidate.

But is it ethical?
On its face there is nothing unlawful about a company seeking to recruit the employees of its competitor. There is significant risk that if not properly handled a team recruitment drive will be found to be unlawful poaching exercise. Litigation against the employees and the new employer is also far more likely than in a case of individual recruitment. The loss of a team will usually have a serious detrimental impact on a business and make the costs of litigation seem justified.

Poaching has short term advantages but may have longer term disadvantages including:
1. breakdown in collaboration with other organizations
2. competition driving up salaries to unrealistic levels
3. weakening of local and national government as staff are tempted away

Maybe it is the term "poaching" that gets a rise out of people. But the end result of stealing, raiding, recruiting, enticing, poaching, offering a better opportunity, soft selling, hard selling, buying, whatever, your competition's talent is that you are damaging that organization.