In some cases, there is good reason for this. The problem, more generally, is that organizations tend not to share too much information with employees: only 33% practice information transparency. In one survey by The Org, 70% of employees said they would take one job offer over another because one organization was more transparent.
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Yet at work, they can’t easily find out how to get promoted or change career tracks, or whether to ask for a raise. In their personal lives, employees can search online and instantly evaluate and compare the products, services and providers they use. Four Elements of a Fair ExperienceĮxecutive leaders should check the fairness of the work environment by considering these questions. Think of it as an automatic door - an invention conceived specifically for people with limited mobility that benefits everyone. With the workforce becoming more diverse and physically stratified (e.g., fully remote versus in-office versus a mix of the two), it’s time to develop talent strategies that account for every employee’s unique circumstances. We can’t afford for them to stand by and not be engaged in our journey.”Īs Fan suggests, organizations need philosophies, not just policies. We will offer them the right tools to become allies and champions. That’s the environment we’re trying to build to make sure our white male associates don’t feel left behind. Everyone has the same starting point, the same resources, access to information and tools, and is also being invited to decision-making processes. For instance, Donald Fan, senior director of the global office of culture, diversity, equity and inclusion at Walmart, told us: “A level playing field is not just for women or people of color it’s for everyone. It’s about designing an employee experience that is fair to all employees. The rest happens in their day-to-day experience.Ī truly fair employee experience isn’t only about well-crafted DEI initiatives for historically unrepresented employees. However, these moments only account for one-quarter of employees’ perceptions of unfairness. Such policies help mitigate bias and inequity at important junctures in the employee life cycle. In fact, the opposite is true: Many organizations have established progressive recruiting and remuneration policies, taking care that no candidate or employee gains an unfair advantage over another in hiring, promotions and pay raises. These data points, while concerning, should not suggest that employers have failed to act. Perhaps most importantly, employees who see their experience as fair show up to 26% higher levels of performance and up to 27% higher levels of retention.
This finding is deeply troubling, not only for HR departments but the entire C-suite, as fairness affects the way an organization allocates resources, uses technology, communicates internally and externally, and makes decisions about strategy and risk. Of the 3,500 employees we surveyed worldwide, only 18% said they work in a high-fairness environment, as measured by how they believe their employer handles various aspects of the employee experience, such as talent management, promotion and pay. And the chief purpose officer, an emerging C-suite position dedicated to societal, cultural and political issues, has been generating new buzz.ĭespite this attention, the divide is growing between companies and workers. Mentions of diversity, equity and inclusion (DEI) on S&P 500 earnings calls have increased 658% since 2018. Almost nine out of 10 Fortune 100 companies now list equity as one of their corporate values. As some executives have recently discovered, the fairness of employees’ experiences and a corporation’s mission and purpose are linked.
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