TRAINING, DEVELOPMENT AND CAREER GROWTH ETHICS

 

Among HRM’s various duties, training and development highlight some of the most important moral dilemmas in contemporary businesses. The reality frequently hinges on unofficial networks, selected opportunities and unwritten regulations even in cases when policies guarantee equal access to progress. These trends influence who gets promoted, who gets ignored and how equitably career mobility is spread. Assessing the ethical integrity of modern HRM techniques requires an understanding of these interactions.

The Justice Gap

Imagine this: On the same day, two equally talented employees join the organization. After a few years, one is moving up the corporate ladder, and the other is still awaiting their turn at a leadership program. What happened? Welcome to the ethically questionable world of training and development where there are some invisible steps on the corporate ladder and favoritism frequently overpowers fairness

The theory of justice by John Rawls (1971) provides a valuable perspective on this issue. According to Rawls, disparities are only permissible or acceptable if they help the least advantaged. In the context of human resource management this means that possibilities for development should be provided evenly and fairly and providing those with less advantage, the assistance they require to compete. However, studies show that employees from minority backgrounds have 24% less access to professional development than the other workers (Broadbridge, 2007). Hence the question is not whether the organization offers training programs, it is whether everyone has genuine chance to access them

 

The four ethical landmines in career development

1. Sponsorship and access

·       Unofficial networks that discreetly exclude some groups

·       Personal relationships have a greater impact on advancement than performance

·       Planning for succession is influenced by informal discussions rather than clear standards

2. Transparency illusion

·       Hidden selection criteria for leadership programs

·       Uncertain promotional requirements that change often

·       There are career ladders in theory but not in practice

3. The bias blind spot

According to research by Dobbin and Kalev (2016), unconscious bias training is insufficient on its own to establish long-lasting change. The actual problem? Instead of treating bias as a systematic design flaw embedded in growth pathways, organization tackle it as an individual issue.

4. Uneven mentorship

Mentorship can be a powerful tool however not all mentorship programs are the same. Ethical mentoring turns into an echo chamber rather than a means of developing varied potential when senior leaders disproportionately mentor the ones who remind them of themselves (Kram,1985)

 

Building ethical architecture in HRM

It is important and necessary to carefully design systems for ethical development. Instead of being added as a last layer, Armstrong and Taylor (2020) claim that ethics should be incorporated into HR structures.

Among the useful strategies are:

·       Frequent audits to determine who is given opportunities for development

·       Clearly defined published competency framework for progress

·       Models of reverse mentorship to broaden viewpoints and lesson bias motivated by hierarchy

·       Equitable development budgets to ensure resources are not concentrated on a few

By shifting development decisions from preference to principle, these frameworks make the system more inclusive and accountable

Conclusion

To conclude, in addition to being morally required, ethical development can be advantageous strategically. According to Deloitte(2019) organizations that use inclusive talent policies are more creative and have a higher chance of achieving financial goals. It is not necessary for the invisible ladder to remain unseen. HR can establish workplaces where talent rather than connections determines who climbs to the top by implementing Rawlsian justice principles hence allowing employees to trust the company, feel appreciated and contribute more boldly to its objectives when development methods are equitable.  

References

Armstrong, M. and Taylor, S. (2020) Armstrong's Handbook of Human Resource Management Practice. 15th edn. London: Kogan Page.

Broadbridge, A. (2007) 'Dominated by women: Managed by men? The career development process of retail managers', International Journal of Retail & Distribution Management, 35(12), pp. 956-974.

Deloitte (2019) The Diversity and Inclusion Revolution: Eight Powerful Truths. Available at: https://www2.deloitte.com/us/en/insights/deloitte-review/issue-22/diversity-and-inclusion-at-work-eight-powerful-truths.html (Accessed: 17 November 2025).

Dobbin, F. and Kalev, A. (2016) 'Why diversity programs fail', Harvard Business Review, 94(7), pp. 52-60.

Kram, K.E. (1985) Mentoring at Work: Developmental Relationships in Organizational Life. Glenview, IL: Scott Foresman.

Rawls, J. (1971) A Theory of Justice. Cambridge, MA: Harvard University Press.