Treating employees fairly is usually a motto of most successful businesses. All too often, however, the reality to employee relations falls short of the ideal standard. Many times, some employees are held to very different standards from other members of the organiztion. The differences may be subtle, or they may be overtly blatant. In almost every case, they are damaging to the company.
To most people, any thought of unfair treatment is restricted to the inexcusable and illegal discrimation against women, visible minorities, those holding other religious beliefs, older workers, and the physically challenged. There is little doubt that these blatant discrimination practices must be excised from every organization. There is no excuse or justification for such terrible bigoted behaviour. Such intolerable actions should be dealt with swiftly, and with vigour.
Other different sets of rules exist, that often go unnoticed, within otherwise enlightened companies. These practices include favouritism, old boys networks, and even lower goal targets for certain staff members. Good, hard working employees often discover very quickly that some staffers get preferential treatment that has little to do with any contribution to the company bottom line. Very often, the golden employee will be excused for actions that result in reprimand or dismissal for other workers.
More often, however, the company management simply has different performance requirements for various employees at the same level. A sales total that falls below the deemed requirement, that would get the average sales rep placed on warning or terminated, will be glossed over or even praised for the chosen ones. Other members of the sales team soon discover the biased results. Lower staff morale and falling sales overall are the usual result. The company bottom line suffers.
Since sales is a department where results are quantified readily, abuses are seen very clearly. Other departments, which practice separate rules, are less easy to spot at first glance. The differences, while subtle, are readily apparent to the members of the staff, however.
Special invitations, time off, vacation scheduling, and even lunches with the boss are noticed and filed away by everyone. If a pattern emerges, and the person receiving the benefits is not seen as earning them, staff morale can fall precipitously. Once again, overall productivity and company profits pay the price.
Treating employees fairly, and setting up clearly defined rewards available to all, is a must for any organization. If one selected individual receives the prizes, regardless of the effort or result, the company will reap only resentment. Unfortunately, many managers give undeserved rewards and perks to pet staff members. It is a practice that reduces company morale. Unhappy workers are less productive workers. Discrimination and favouritism cost the business money.
If your organization has slipped into the habit of preferential treatment for certain employees, it is time to stop. Your company's performance and profits depend upon it.
Fairness is good business.
Keep the rules the same, for all employees, and watch your staff morale and business profits soar.
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