# Ethics, Confidentiality and Professional Boundaries: practice workbook
Talent Engineering Academy | An education initiative by Vitae
Edition 2026.09 | Updated 2026-09-24
Course: https://talentengineering.org/courses/ethics-professional-boundaries

Handle conflicts, representation and commercial pressure with transparent professional judgement.

## Your deliverable
A professional conduct checklist and conflict-escalation guide.

Use fictional information. Keep your completed work in your own secure notes. Exercises and capstone work are self-directed, not independently assessed.

## 1. Who is affected and what is known

Your notes:



## 2. Authority and representation

Your notes:



## 3. Confidentiality and permitted sharing

Your notes:



## 4. Conflicts and disclosure route

Your notes:



## 5. Options, consequences and decision

Your notes:



## 6. Record, communication and review

Your notes:



## Lesson exercises

### 1. Represent people and opportunities accurately

Write a representation checklist for candidate submission and client outreach.

Your response:


Worked example: A recruiter knows a strong candidate but has not discussed a particular client. They seek the appropriate agreement before presenting the person rather than sending an identifiable CV to create a speculative opportunity.

Self-review guidance: Include identity, scope, current interest, permission and factual accuracy. Separate a general market conversation from authority to submit for a specific opportunity.

### 2. Protect confidentiality in ordinary work

Review five fictional information-sharing scenarios and decide share, minimise, seek permission or stop.

Your response:


Worked example: A recruiter wants to share a case study about a unique executive appointment. Removing the name still leaves the company, timing and role identifiable, so the story needs permission or a genuinely fictional redesign.

Self-review guidance: Explain the purpose and recipient’s need in each case. Include indirect identification risk and an attachment check. Avoid using confidentiality as a reason to conceal a material error from the responsible owner.

### 3. Recognise conflicts and undue pressure

Create a conflict register with three fictional cases and a management action for each.

Your response:


Worked example: A recruiter has a close personal relationship with an applicant. The process records the conflict and assigns assessment or decision responsibilities to an appropriate independent person rather than relying on an assurance of objectivity.

Self-review guidance: State affected parties, risk, disclosure, decision owner and review. Some conflicts can be managed; others require declining or withdrawing from part of the work.

### 4. Make and document a defensible choice

Write a decision memo for a client request that conflicts with accurate candidate communication.

Your response:


Worked example: A client asks the recruiter to conceal a major change in working conditions until after acceptance. The recruiter explains the need for accurate candidate information and escalates or declines rather than preserving the fee through deception.

Self-review guidance: Document the request, risks, options, advice and final action. Include how the candidate will receive truthful information and how the commercial relationship will be handled professionally.

## Portfolio review
Check that your work is internally consistent, distinguishes facts from assumptions, names decision owners and explains its limitations. Revise gaps before using the method in real work.

## Further reading
- [CIPD: Recruitment](https://www.cipd.org/uk/knowledge/factsheets/recruitment-factsheet/): Professional context for the recruitment lifecycle.
- [GOV.UK: Set up a business](https://www.gov.uk/set-up-business): UK starting point. Business structure and obligations depend on the circumstances.

Original educational scenarios. References provide further reading and do not imply endorsement. Check current official rules and appropriate professional advice for real legal, financial or regulated decisions.