What It Really Means to Be Consistent

November 10, 2005

Employees expect you to be fair and consistent, as a manager.

For example, they don't like it when managers show favoritism by granting special requests or giving out job-related perks to some individuals and not others (unless they are the favored one, of course). And they especially don't like it when they believe they've been singled out and held accountable to a different set of performance standards than their co-workers. In short, they want you to treat everyone the same.

At least that's what they say.

And yet, you understand that, as a manager, you can't always treat everyone the same. You need the freedom to develop people according to their individual talents and motivations. And you need the flexibility to apply company standards based upon the circumstances of each situation and not according to some cookie-cutter, treat-everyone-the-same approach.

So, how can you exercise discretion and still meet your employees' expectations for consistency? Is it possible to be fair, even while treating people differently?

The answer is, yes.

The solution is to be clear about the criteria you are using to make your decisions and then make sure employees know what those criteria are. That is, define exactly what it is that distinguishes an employee who is worthy of special consideration from one who isn't.

Also, keep in mind that "special consideration" refers to such things as favorable performance ratings, opportunities for advancement, requests for time off, flexible work hours, alternative work arrangements and other issues that are within your authority to provide as a manager. It does not mean giving any employee a "free pass" to ignore or violate company rules or written procedures.

Here are a few examples of commonly used criteria.

1. Length of service.

In most organizations, people who have been with an organization for a longer period of time are provided better benefits and awarded greater consideration than those with less time. Individuals with the least stature of all are usually those employees who were recently hired and are still in the probationary period of employment.

Most employees consider this to be fair, even though it most certainly does not result in treating everyone the same. For example, a long-term employee might be given approval to work at home on a temporary basis, while a new employee is denied a similar request with the explanation that, "you haven't been with the organization long enough to merit such a request." Most employees understand they have to earn their place in the organization.

The important point is that employees with roughly the same number of years of service should be treated the same, all other things being equal. That's what it really means to be consistent.

2. Work history and overall contribution to the organization.

Employees who work the hardest and contribute the most should be given greater consideration than employees with an average performance level. People with a poor performance record are awarded the least consideration, when it comes to special requests and job-related perks.

Be specific and make it clear to employees what constitutes good performance. Employees understand that high achievers merit higher compensation, better benefits, and greater flexibility. It's when they see others advancing ahead of them and don't perceive any difference in the level of performance that they are likely to claim it's due to unfair favoritism.

3. Attitude.

People who frequently offer new ideas and consistently provide support and encouragement to others on the team are usually given greater opportunity to exercise their creativity and energy in the organization.

Likewise, people who fail to meet expectations are more easily forgiven if they demonstrate a positive attitude and a willingness to try harder in the future. In contrast, an employee who is defensive or denies responsibility for failing to meet expectations probably doesn't warrant the same consideration.

By the way, here are a few factors that should never be used as a basis for treating people differently: personal friendship; whether or not someone has filed a whistleblower or other formal complaint; and any other illegal form of discrimination.

The bottom line is this: consistency is not about treating everyone the same. Rather, it's about relying on a consistent - and fair - standard for treating people differently.

And your employees are more likely to support you when it's clear to them what those standards are for treating people differently and believe them to be fair.

Stephen Foster, Ph.D.
Expert Supervisor, LLC
1493 Market Street
Tallahassee, FL 32312
(850) 893-5699

E-mail me at: Steve.Foster@ExpertSupervisor.com.