Labor & Employment Blog
THE GOLDEN RULE IN THE WORKPLACE
Posted February 16, 2010
Author: Brian A. Vandiver
An employer once asked me, “Brian, what is the single best piece of advice you can give me to keep my employees happy?” My first answer was, sarcastically, “Pay them more.” He did not laugh. Then I seriously answered, “I believe one of the best rules for dealing with anyone – including employees – is the Golden Rule.” Treat others as you would want to be treated.
It really is not rocket science, is it? As an employer, put yourself in the shoes of the employee. Ask yourself, “If I were in Sally’s situation, would I believe the company’s decision is fair?” “If I were Bill who is about to be terminated, would I believe my termination is fair?” Granted, there is some measure of reason that must apply. Still, what is reasonable and fair can sometimes easily change when you change shoes.
Yes, Arkansas is an at-will state. Legally speaking, a company can fire an employee for any reason, for no reason, or for even a “morally wrong” reason, as long as there is not a binding contract or a public policy (e.g., discrimination) prohibiting the decision. But because the employer “can” do it does not always mean the employer “should” do it. Such an approach often creates more problems than necessary – and some of those problems can be very expensive. In all honesty, I would really prefer not to have to defend an employer’s “morally wrong” reason to a jury.
From a business perspective, your company most likely operates optimally when your employees are happy and dedicated. Appreciation, in large part, fuels both of these. Many times, employers can avoid the disgruntled employee situation with appreciation. Acknowledge a “job well done” when deserved. Say “thank you” here and there. Make sure your employees know that the management team is human and they truly care about the employees as people first, workers second.
From a risk and exposure perspective, the Golden Rule is one of the best preventative practices to avoid complaints and lawsuits from disgruntled employees. True, there is no cure-all. But I am often surprised at how an employer’s mercy and grace in deftly dealing with some of the most difficult situations can prevent subsequent litigation. Many times, the employee simply wants a forum to make his case, aka, “venting the emotion.” If the employer provides that forum via the employer’s policies and process, then the employee may be less inclined to seek that forum elsewhere.
One of the largest challenges facing some employers in today’s market is sustaining a work environment of dignity, respect, and collaboration. I find it difficult (and sad) when I encounter a manager who lacks this vision. It is critical for employers to not only welcome different employee perspectives, but the prudent employer will seek them out, via inclusive diversity programs and employee resource groups. This challenge also continues to grow as new generations enter the workforce, often with more demanding expectations for warmer employer-employee relationships than their more experienced co-workers and supervisors.
We all have a duty to treat those we encounter as unique individuals worthy of respect, dignity, and appreciation. For employers, this equally applies to your employees. My former boss, the Honorable Stephen M. Reasoner, once told me, “Brian, when you begin your law practice, treat every client as if he is your only client.” I often tell employers the exact same thing – treat that employee as if he is your only employee. If you do, then you will not only greatly increase your chances of successfully defending any lawsuit, but you will have also followed one of my favorite rules of life.
