Going to address a topic
That isn't often discussed formally by top management within a business, certainly not out in the open. It's a major topic in HR circles, I'm sure. It's also a major topic, in hushed tones, around the water cooler and during lunch among friends. But regardless of how little formal attention it gets, this is an important issue that exists in nearly every workplace, large and small. While it's not something that gets addressed in management meetings or SEC filings, I'd venture to guess that it can have as much affect on a company as most "high profile" management topics.
THE PROBLEM.
The issue that I' m referring to is Workplace telegram data Favoritism. If you've ever worked in an organization larger than two people, I suspect that you've seen it. Favoritism is part of human nature. No two people interact similarly to any other two, so it's impossible for all workplace relationships to be "equal". It's only natural to gravitate to people that you share common interests with, and with whom you have an easy rapport. And of course, there's nothing wrong with any of this, on the surface. The problems surface when one of three distinct things ocurr:
When a good rapport and shared interests lead to a PERCEPTION that an employee is getting favored
Treatment from a manager.
When a manager ACTUALLY PROVIDES unfair preferential treatment for one employee at the expense of others
Nepotism, the granddaddy of workplace favoritism
So ou might be thinking, hey, this is pretty subjective stuff. There are many people in the workplace who are extremely sensitive, and are looking around every corner for perceived slights and injustices. Women can be suspicious that they're being shut out of participation in the best projects, or advancement, because of the "Old Boys Club"--oftentimes with good reason, unfortunately. There are also many under-performers who look at other's relationships, in an attempt to convince themselves that it's something other than their own shortcomings that is preventing them from getting ahead.
WHAT DEFINES FAVORITISM.
I don't believe that you can, or should, treat everyone the same. I'm not an advocate of communism. People who perform well should be rewarded. And a single management style doesn't work equally well with all employees. Some people need more attention to fulfill their potential, while others excel with less attention and more autonomy. And speaking strictly about nepotism, just because an employee is related to someone in a position of power, doesn't insure they are lazy or incompetent.
THE PROBLEM.
The issue that I' m referring to is Workplace telegram data Favoritism. If you've ever worked in an organization larger than two people, I suspect that you've seen it. Favoritism is part of human nature. No two people interact similarly to any other two, so it's impossible for all workplace relationships to be "equal". It's only natural to gravitate to people that you share common interests with, and with whom you have an easy rapport. And of course, there's nothing wrong with any of this, on the surface. The problems surface when one of three distinct things ocurr:
When a good rapport and shared interests lead to a PERCEPTION that an employee is getting favored
Treatment from a manager.
When a manager ACTUALLY PROVIDES unfair preferential treatment for one employee at the expense of others
Nepotism, the granddaddy of workplace favoritism
So ou might be thinking, hey, this is pretty subjective stuff. There are many people in the workplace who are extremely sensitive, and are looking around every corner for perceived slights and injustices. Women can be suspicious that they're being shut out of participation in the best projects, or advancement, because of the "Old Boys Club"--oftentimes with good reason, unfortunately. There are also many under-performers who look at other's relationships, in an attempt to convince themselves that it's something other than their own shortcomings that is preventing them from getting ahead.
WHAT DEFINES FAVORITISM.I don't believe that you can, or should, treat everyone the same. I'm not an advocate of communism. People who perform well should be rewarded. And a single management style doesn't work equally well with all employees. Some people need more attention to fulfill their potential, while others excel with less attention and more autonomy. And speaking strictly about nepotism, just because an employee is related to someone in a position of power, doesn't insure they are lazy or incompetent.
