Fairness is an underlying theme in many laws, regulations, standards, and policies that apply to the workplace. Of course everyone likes to be treated fairly. Does this mean that all people should expect the same treatment as all others? Well, not really. As much as people want to be treated the same, they also want to be treated as individuals. Fairness is a tough standard because of its subjective nature. What you like and dislike often become significant factors in defining what you consider to be fair. Some fairness standards make sense in discussion but become convoluted and complex when put into practice. Most people agree that everyone should have the same opportunities to pursue their interests and aptitudes. The water gets deep and murky, however, when it comes to figuring out just that means.

Then and Now

In kindergarten, the concept of fair is pretty simple. Everyone gets a turn, everyone tries the same tasks, and everyone gets attention from the teacher. Some kids excel and the teacher praises them. With equal enthusiasm, the teacher also praises the efforts of the kids who don't excel. In kindergarten, effort counts just as much as achievement. By college, however, the scales have tipped. You might study harder than you've ever studied before and still fail the geology test and get a bad grade. Fair? It's the same test everyone else took — some passed, some didn't. Maybe geology isn't your thing, but you can do calculus in your sleep. How fair is this? After all, everyone else is better than you in one, and you're better than everyone else in the other. But your perception is likely to be that geology class is unfairly difficult, and you could find it hard to believe that others feel that way about calculus class.

The same goes for the work world. Some people simply have more aptitude than others. You might want to be a novelist or an astrophysicist, but unless you clearly have abilities and aptitude, these doors aren't open to you. Is this fair? If you have the abilities and aptitude, you probably think so. If not, you likely don't. What makes it fair overall is that you have the opportunity to compete, even if you're eliminated in an early round. This is pretty much the concept of fairness that applies in the workplace. Just as in college there are tests and grades, in the workplace there are performance standards. The clearer the guidelines in either setting, the fairer the outcomes feel.

In every work group, each employee brings certain strengths. Such diversification is essential, even when job functions are similar. Some are always going to shine behind the scenes, or in a supporting role, while others will always be more visible. Unfortunately, the one in the visible role gets a lot of attention, not only from the manager but also from clients. This often leads to more opportunity, responsibility, and money.

Handling Conflicts

In the workplace as well as in life, those who are more visible continue to be perceived as more deserving. But lose a few of the background players and see how quickly your productivity takes a dive. What happens when the bookkeeper gives notice — on her way out the door? Or the office manager quits, or the technical writer? Watch how quickly the so-called stars start to flounder — usually with you right along beside them. Managers need to constantly reinforce with employees that they are all working together and that each person is contributing.

When trying to explain a situation of apparent inequity or favoritism, focus on the employee who is complaining, not the one (or ones) whom he or she is complaining about. It's not your responsibility or your place to defend your actions regarding other employees; those are between you and them, and revealing too much information can result in complaints (often justified) about breaching confidentiality. When an employee does come to you with an accusation of unfairness, address it completely and thoroughly.

If you don't know the details, schedule a meeting to discuss them after you've had a chance to do some research. Collect as much information from as many sources as possible. Going into a discussion about why someone else got promoted without knowing the circumstances is like scuba diving without checking the air gauge on the tank. It won't be long before you're in serious trouble.

Be kind, yet direct and factual. Speak in terms of observable behaviors and measurable results. Refer to the specific performance standards or company policies that apply to the situation. Focus on the person's strengths and how he or she can improve them. Even when the issue is a deficiency or weakness, identify it in such a way as to support whatever strengths lie within it. “You did a great job with the Robinson account, bringing it in on time and under budget. This shows that you have the ability to manage multiple job functions concurrently. However, the client felt you focused too intensely on the budget and not enough on their needs. Let's talk about how we can improve your communication skills.”

Finally, ask the employee about his or her goals — with your department, with the company, with his or her career. Where would this person like to be in three, five, and ten years? How does he or she see the current job as leading to the fulfillment of long-term goals? Structure a formal improvement plan, with the employee's full and equitable participation, that supports those goals to the extent possible.