Employees tend to respond more positively when the processes for managing and leading are transparent and the reason behind decisions are justified by facts and numbers.
Be transparent – There is a difference between treating people equally and equitably. Many people in the organization will automatically shadow your behavior which eventually will turn into a cultural mindset. As a leader it’s your responsibility to act with engagement, commitment and responsibility every day. Be the change you want to see – Leaders model the behaviors they seek in their employees. That also means you don’t tell people what they want to hear and take the easy way out or worse yet, be passive aggressive. Say what you mean and mean what you say – Being open and genuine ensures that people always know where you stand creating a sense of transparency and honesty in your team. So what can you do to create a more fair place to work? Here are a few ideas: And to do this, you have to understand How Employees Assess Fairness. If you want to build a team that sticks up for each other and is really committed to the goals they jointly create, a fair workplace is a must. Fairness in Relations: Do I treat people with the same standards and do I recognize and appreciate uniqueness and diversity in people?. Fairness in How You Distribute Resources: Do I give everybody a similar opportunity and am I transparent in my decisions on how I allocate salary increase, training courses, exciting projects and praise?. 
Fairness on Procedures: Do I give everybody the opportunity to be heard and do I handle complaints in a sensitive manner?. Treat Employees Fairly: The 3 Main ElementsĬreating a workplace that is fair is a tough challenge because each individual perceives fairness differently. Last week I identified 3 main elements that come into play for fairness in the workplace: From their perspective, it simply wasn’t fair that so many people were promoted but they were not. And the other 50%, well somehow the possibility that their dissatisfaction was going to drown out the positive reaction of the others never seemed to cross our minds. Wow! But in reality, the 50% that were promoted were obviously pleased, just not as much as expected because promotions “were not special anymore”. One out of every two managers received a promotion during the past 12 months. I thought the employees must have been elated with this achievement. For me, one of these moments was a number of years ago when as an HR Director, the leadership team under my guidance made ‘amends’ for being stingy in the past years and promoted 50% of the managers in the organization. It probably happened when a specific experience came into focus and you were able to synthesize a whole new meaning from it. You probably thought you were able to treat employees fairly as a leader.
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