Why Favouritism is Detrimental to a Productive Work Environment
Written on
Chapter 1: Understanding Favouritism
Favouritism is an inherent aspect of human relationships. We tend to gravitate towards individuals we prefer, forming deeper connections with them. However, when this bias manifests in the workplace, it can lead to serious complications for employees and the organization as a whole.
According to the Ethics & Compliance Initiative, favoritism is one of the most commonly reported forms of workplace misconduct globally. Most readers will likely have encountered the repercussions of this issue firsthand.
Let's delve deeper into its effects.
Section 1.1: The Impact on Non-Favoured Employees
In environments where management openly favors certain employees, various issues may arise for those who are not part of this select group. These include:
- Missing out on promotions due to relationships rather than qualifications.
- Unfair compensation practices, where pay is influenced by bias rather than merit.
- Experiencing double standards, where favored employees escape consequences for mistakes that would lead to reprimands for others.
- Being burdened with extra tasks or undesirable projects as the favored employee picks and chooses their assignments.
- Feeling sidelined and alienated from the team, leading to attempts to fit in with the 'in-crowd.'
Such issues can severely hinder your career progression, regardless of your dedication or competence. A favored individual may easily outshine you simply due to their connection with management. This can result in feelings of frustration and injustice in the workplace.
One personal anecdote illustrates this. While working at a sales firm, I witnessed a Sales Director, who was clearly the Managing Director's favorite, show up after a wild weekend. His disheveled appearance and inebriated state were shocking, especially since he was due to meet an important client. Instead of facing consequences, he was sent home with a laugh, while others would have faced severe repercussions for similar behavior. This kind of bias can take a toll on job satisfaction, motivation, and mental health.
Section 1.2: The Burden on Favored Employees
Being a 'golden child' in a manager's eyes isn't without its challenges. While such employees may enjoy advantages like faster promotions and higher pay, they can also face unique difficulties:
- They may be placed in roles for which they lack the necessary skills.
- Future job prospects may suffer if they are overpromoted and overcompensated.
- Their relationships with coworkers may become strained due to perceived unfairness.
- They may struggle to find allies in the workplace, as peers may resent their treatment.
- They risk losing their position if their sponsoring manager leaves.
Favoritism does not ensure lasting success. For instance, I once saw a sales manager promote a friend to a leadership role despite a lack of experience. When a new manager came in, it quickly became clear that this individual was unqualified, leading to his demotion and resentment from the team.
Chapter 2: The Broader Impact on Company Performance
Although favoritism may appear to be a minor issue compared to other corporate misconduct, its cumulative effects can be detrimental to an organization. Favoritism fosters an ineffective and toxic workplace culture.
Companies that prioritize merit and capability create a robust management structure that drives success. Conversely, those that promote based on favoritism fail to place qualified individuals in critical roles.
This environment discourages hard work and loyalty, leading to decreased productivity. Organizations may stagnate or even fail as talent exits in search of recognition and advancement elsewhere.
Our sales firm often lost employees within a year, with many moving to competitors or starting successful ventures of their own.
What's the Solution?
To thrive, companies must eradicate favoritism. Larger organizations with strong HR functions may find it easier to implement fair practices.
For instance, after joining a multinational company post-university, I noted that the HR department had taken over the promotion process. Managers could no longer make senior-level promotions independently; they were required to co-interview with HR and undergo psychometric evaluations. This approach significantly reduced favoritism.
However, HR isn't always a solution. There are instances where HR departments downplay favoritism, leaving employees feeling trapped if they voice concerns.
In smaller companies lacking HR support, the options become limited. Reporting favoritism to the individual responsible for it can be daunting, particularly when job security is at stake.
For many, the only recourse may be to seek employment elsewhere. Until organizations acknowledge and address the issue of favoritism, they will struggle to retain talent and thrive in their industry.
In this video titled "Playing Favorites: The Ugly Truth Behind Management's 'Chosen Ones'," the complexities and challenges of favoritism in the workplace are examined, shedding light on how it affects both employees and management.
The second video, "How to Deal with Favoritism at Work," provides practical strategies for employees facing favoritism, empowering them to navigate their work environments more effectively.