This is especially important in the light of our 2010 survey of Australian professional employee values. This found that the most-valued attribute was that “managers treat their staff fairly and with respect”. In iHR Asia’s similar survey in Thailand the cultural attribute of “being treated with fairness and respect” was the second most-valued attribute for professional employees. Quite simply, employees value fairness.
Although there may be some variance on the definition of fairness between cultures, it can be said that employees who perceive that they are being treated fairly are more likely to be engaged and motivated than those who don’t.
What it means to be fair
The concept of fairness includes having an equal opportunity to succeed, being recognised for performing to the required level and being subject to the same rules and regulations as others. To that, you can also add the idea of having equal access to and attention from a leader. Nepotism and corruption are less tolerated and ultimately will alienate those who act in that way.
When we don’t lead for all team members the results are problematic for the leader, not just for the employees. It means that some people will feel connected to us and others won’t. The employees that are not connected to us become a blind spot. They won’t talk to us about matters that they are unhappy with or concerned about and hence, are more likely to play their dissatisfactions out in an unhealthy manner – for example, rumour-mongering, ‘presenteeism’ or a lack of discretionary effort.
Leaders will also find themselves becoming increasingly reliant on their ‘favourites’ to get things done, placing an increasing pressure on fewer bodies. Our job as leaders and coaches is to build a depth of talent as opposed to creating an unhealthy reliance on high performers who should be constantly prepared for their next challenge.
