The Fairness Quotient and Why it Matters - Central SD SHRM
The Fairness Quotient and Why it Matters Fran Sepler, Sepler & Associates for South Dakota SHRM Think of a Time You Were Treated Unfairly At Work What made the experience fair? How did you react? If the unfairness was not remedied quickly, how did your experience of your workplace change?
Fairness May Not Be Everything But it is close. Engagement Loyalty Organization al Citizenship
Creativity and Innovation Customer Satisfaction Employment is Not a Contract It is a covenant Organizations lay out a vision for the future
Employees commit to participating in bringing about that future Employers agree to support them with compensation, benefits, training and the creation of a fair work environment. A commitment to fairness creates the trust necessary for employees to function within the covenant A lack of fairness turns the covenant back into a contract Perceptions of Unfairness are
Stealing Stirring the Pot Suing/Claiming Caring About Fairness Matters Who Stays?
Who Sues? Sepler Research 1250 Employees Claimed sexual or racial harassment Forty percent filed charges or claims Sixty percent stayed or left without legal claims What Made the Difference? What Didn't Matter Age
Gender Race Source of perceived harassment Seriousness of harassment Duration of harassment Gender of the intervener What Did Matter History of past victimization (self reported) Education level of the complainant Organizational reputation for fairness (as perceived by
complainant) Response of the intervener. Fairness Was the sole factor within complete control of the employer. What Did Fairness Look Like? Listening Time Reserving Judgment
Expressing Concern Expressing Gratitude Giving Information Doing Something Understanding Fairness Distributive Fairness: Fairness of outcomes from
decision making Equity Equality Need Understanding Fairness Procedural Fairness: Fairness of the process used to
make decisions VOICE Consistency Lack of Bias Accuracy Representation of Stakeholders Correctability Ethics Understanding
Fairness Interactional Fairness Appropriateness of Treatment by Those in Authority Interpersonal Fairness Informational Fairness
Even if Outcomes or Actions are Poor Equity, Equality or Need Based Distribution Respectful Treatment and Good
Information Fair Process Fairness Perceptio ns When You Perceived Unfairness What was missing? What did you not get that you
should have gotten? The Tools of Fairness Explanations Voice Apologies Transparency Listening The Effects of Informational and Interpersonal Justice on Theft During a Pay Cut
6-18 What Creates a Perception of Fairness? The Concept of Schemas Relatively automatic based primarily on first impressions Fairness heuristics Uncertainty avoidance
Am I likely to be exploited? Schema formed for individual and entity Keep it until it is jarred loose by something that doesnt match our Unfairness Existence of an unfavorable condition Through the volitional ,discretionary actions of a target
person or entity Harmful actions violate an ethical principle of interpersonal conduct Three Judgments: Accountability What would have happened if the action had not taken place? Could the actor have taken alternative steps? Should the actor have behaved the way they did?
Morality and Accountability Accidental harm arouses little moral emotion and leads people to focus on compensatory justice Intentional harms are associated with moral outrage, especially as the severity increases, predicting a focus on punitive reactions. Applies to observations of third parties. The Fairness Quotient Operate in a manner to ensure that there is attention to all three streams of fairness perceptions when
decisions are made Emphasize procedural fairness over driving for specific outcomes in employee relations matters Provide explanations when delivering bad news Describe what efforts were made to prevent the situation What were the alternatives and why werent they viable? Frame explanations within ethical parameters or organizational values. Improving Your Fairness Quotient: Selection and Hiring
Fairness paradox: fair processes have least predictive validity. Use hybrid approaches Communicate applicants and keep them informed if process stalls or is changed Limit pre employment testing to topics relevant to job performance Improving Your Fairness Quotient: Compensation Procedural fairness is extremely important to
satisfaction with benefits, raises and pay structure Actual compensation less important than how pay was determined Distributive justice affects satisfaction with pay level Informational justice significantly affects satistfaction with pay level, structure and administration. Managers need to convey information regarding pay level, raises and pay policies to employees in a clear, complete and timely way. Increasing Your Fairness Quotient:
Performance Appraisal Use due process principles Adequate notice of criterion Process for developing criterion inclusive Just hearing Limit feedback to actual performance Participation and appealability Supportive process Judgment based on evidence
Data gathered Standards accurate Decisions made on objective criterion Emerging Fairness Issue: Technology Mediated Relationships Rapidly changing views of what constitutes appropriate use. Employee monitoring becoming more widespread Principles regarding what happens to the data and how it is used
Communication can be cursory, omitting sincerity (necessary to judge explanations as adequate) Multitasking can be a profound derailer for trust (the higher the rank of the multicommunicator, the more it undermines a sense of trust and fairness) Implications for Fairness: Technology Mediated Communication Detail what is acceptable personal use and the extent to which it will be monitored
Clarify what non-job information will be tracked and what expectations of privacy , if any, employees have. Align expectations of interpersonal treatment and voice in processes that are technology mediated Evaluate organizational norms regarding multicommunications and multitasking. Emerging Fairness Issue: Flexible Scheduling Many flexible scheduling programs are promoted and punished at the same time, creating challenges to
perceptions of fairness Family friendly scheduling creates substantial procedural and distributive fairness concerns Flexible scheduling more often available for more highly compensated and educated I deals are highly engaging at an individual level but create issues of distributive fairness Back to Basics: Fairness in Employee Relations Access to Fairness
Safe, supportive place to go? Is procedural fairness baked in to your leadership developmenf content? Intake Are supervisors trained to operationalize procedural and interactive fairness as opposed to managing outcomes? Procedural fairness trumps outcomes Voice trumps facts Do you offer conflict resolution resources that assure voice
and facilitate an interest based approach without stigmatizing participants? Does everyone have access to assistive resources? Back to Basics: Fairness in Employee Relations Are those initiatives and programs to increase fairness adequately funded, staffed and resourced? Are leaders held accountable to the use of fair process at all levels? Is fairness a visible value that is discussed in
orientation and at key leadership events? Are initiatives and programs evaluated closely, and is there continuous improvement? Are all organizational initiatives scrutinized for distributive, procedural and interactional fairness? So, Hows Your Fairness Quotient? Is fairness on your leadership radar? Do your middle managers understand the benefits of thinking of fairness first?
Can you promise and mean that you cant promise an outcome, but the process will be fair? Do you advocate transparency? Good Reasons to Aspire To Fairness It It It It
builds a more resilient, engaged workforce reduces claims and charges costs far less than being unfair will improve your employment brand and reputation Sepler & Associates [email protected]
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