A key issue for management leadership today is HONESTY in the employment relationship.
Employers are discovering that employees are seeking greater honesty in their employment relationships
Previously it was the domain of employers to utilise a variety of measures to record the honesty or otherwise of employees, however it is becoming more apparent that employees are now seeking to redress this imbalance and are looking for greater integrity and moral rectitude from management and employers.
Employees concerns are particularly evident when job activities and personal ethics collide.
For example when an employee is instructed to undertake a task which they believe is ethically suspect. If the employee refuses to follow the instruction their employment status may be threatened. On the other hand however if they concede to the employers wishes they may enjoy continued employment but at a cost –loss of respect and trust for the employer.
Employees continually subjected to such moral dilemmas become disillusioned and eventually sever their employment; thereby incurring for the business not only staff turnover costs but they also loose a valuable employee.
The majority of organisations have some form of mission or values statement and it is important that it is not just a matter of creating a statement but rather that employers and the organisation at large follow through on the stated philosophies.
We have seen recent trends in the US corporate environment that have demonstrated a severe lack of honesty by employers not only to their employees but also to the shareholders and public alike.
Business leaders need to impart trust into the workplace. Generally most employees will be motivated within a working environment that is open and honest with a real sense of trust between them and management.
It makes good business sense to have clear and unambiguous policies, processes and programmes that are easily understood and easy to follow. Not only does it make it easier for staff to understand and accept how they are managed and remunerated but such an approach minimises any potential conflict and or bias.
It is interesting to note that much of the discussion over the introduction of the Employment Relations Act was in relation to the issue of Good Faith.
Employers are now looking towards companies like PHA Consultants to assist them to develop and implement Recruitment, Performance Evaluation, Training and Development, General Employee Management and Severance Programmes that are fair and equitable and are open and transparent to all staff.
As an example PHA Consultants are an accredited reseller of StaffCV, and are able to offer this sophisticated management software which is a complete recruitment tool incorporating psychometric evaluation to employers who are seeking a powerful, flexible, simple to use and cost effective on-line recruitment programme. Additionally, as all applicants are measured against the same established criteria for any particular job, the process eliminates any potential bias and minimises any potential claim against the company for unfair treatment. It is therefore an honest and transparent approach to recruitment.
In the end it often comes down to the little things that can make all the difference like:
- Giving immediate praise to an employee, or
- Advising an employee of their standards of performance whether achieved or not
- Advising staff why they were not successful for a promotion
- Keeping staff informed of the performance of the company
- Implementing fair and equitable Policies and Programmes.
It can be surprising how staff will rally around either a poor performing business or one going through a restructure and come up with ideas and suggestions to help it get back on track. Remember staff have a vested interest to ensure the continued viability of the organisation.
A working environment based on fairness, honesty and trust will flourish making such organisations an employer of choice.
