
Now is an opportune time for employers to review workplace policies and practices to ensure that positive employee wellbeing is supported and maintained. A lens through which this can be looked at is ‘fairness’. When things seem so unfair outside work, what can employers do to make sure that experiences at work are fair?
Is the current workplace fair?
Unfortunately, unfairness is seen every day in the workplace. Gender, ethnicity and disability pay gaps are still prevalent, with recent research indicating that, at its current rate, it will take 30 years for the gender pay gap to close. The World Economic Forum (in 2022) highlighted that although there had been some movement towards more flexible work (predominantly in high-skilled roles), unequal access to flexible work still exists as organisations are faced with challenges about how to implement it equitably.
Research by the Institute for Employment Studies has found that those in low-paid, low-skills roles may have unequal access to progression in employment.
How does ‘unfairness’ manifest itself?
Most research into fairness at work has looked at its impact on organisational and individual outcomes. Otaye and Wong (2014) reported that unfairness in the workplace has been estimated to cost US employers at least $64bn each year, based on losing and replacing employees who felt they had been treated unfairly, and on reduced motivation and productivity.
What can organisations do to establish fair working practices?
This can be achieved through implementation of both ‘good work’ and ‘good management’ practices.
- Organisations should offer standardised pay scales, equal access to training and development, clear, consistent rewards for good practice, and clear flexible work policies to avoid one-sided flexibility.
- There is a role for HR in guiding organisations to establish an open culture, allowing employees to express their views, listen to the opinions of others, support questioning and provide feedback on organisational decision-making processes.
- Clear and transparent communication channels (particularly in a remote or hybrid working situation) need to be developed, so information is provided as quickly and fairly as possible, especially in times of change.
- Thought needs to be put into the process of promoting and selecting line managers and developing a pipeline. Developing consistently competent line managers who will engender positive relationships can help develop perceptions of fairness, job satisfaction and positive wellbeing.
- Managers need to make job-related decisions in an impartial manner. To do so, they must undertake an appraisal process and there are a number of ways to ensure consistency and fairness, including ensuring that all employees are appraised; that managers are familiar with the work of the appraisee; and that they are competent in undertaking performance reviews.
- Managers should also be clear about opportunities for progression to minimise frustration if an employee is unsuccessful for a promotion. Celebrate successes consistently.
Let’s move towards fairer workplace practices to improve and support employee wellbeing.