Last Monday we discussed some of the ridiculous reasons that managers use to excuse their lack of fairness and Tuesday we covered what most employees actually mean by ‘fair’.
The main focus was on compensation and that doesn’t begin to cover it.
Unfair treatment from pay to perks to training to strokes to any form of attention will create problems.
Note: I didn’t say ‘might’ or ‘may’ cause problems, but will cause them.
Not just engagement, motivation and retention problems, but also problems with creativity, innovation, initiative (AKA leadership) and especially trust—there won’t be any.
So let’s be clear.
There is no acceptable reason to treat …read more

Yesterday I told you how monkeys lose productivity when treated unfairly.
Unlike the managers I described in that post, good managers know that unequal pay, but they also know that it’s not just a matter of title/grade.
Not everyone with the same title deserves the same compensation—in fact, to do so would be extremely unfair!
Most companies establish a range for each job and some guidelines within each range, but the guides frequently fall short of what’s needed in the real world.
How do you draw the lines to achieve fairness?
You might think that ‘fair’ is some kind of universal one-size-fits-all yardstick, but all …read more

As you may know, I coach with a focus on MAP—it’s effects, uses and how to enhance/change it—so I tend to collect articles and information that will help illustrate and/or drive home a critical point.
MAP is both timely and timeless with the same topics arising in successive generations of managers, so the past articles are often of just as much use now as when they were written.
Obvious as it may seem, fair treatment of employees is one of those things to which managers constantly make exceptions citing all sorts of ‘reasons’.
Years ago I read an article about a study by …read more