Redefining the Employee/Employer Bond

It’s a shame that a shifting economic climate changes the dynamic of the employee – employer relationship.

When market conditions are pristine and employment is low, the power sits firmly with employees. Companies stressed to deliver on the goods and services sold increase compensation, deliver a broad array of benefits, and serve up promotions even if the title exceeds the employee’s competency.

Despite these lavish efforts to retain, employees are often quick to jump to a new opportunity even if it only modestly increases their take-home pay.

In today’s trying times, its management that stands in a position of strength. Those wonderful benefits? Tabled for budget reasons. Salaries? Frozen and, in some instances, reduced. All the while the specter of layoffs hangs across the organization.

In the past few months, I have read numerous articles and blog posts in which corporate executives suggest their employees should be thankful to simply be on the payroll.

Rather than defining this situation as dysfunctional, I will take it a step further and argue that there isn’t (nor should there be) a relationship between an employee and their employer.

Relationships involve intimate emotional connections that thrive even during periods of stress or turmoil. Personally, I have a relationship with my wife, my two children, my family and a select set of friends. I stand with them 100 percent…regardless of life’s variances.

With the people I employ at Strategic Communications Group (Strategic), my goal is to maintain a productive business agreement defined by shared interests and expectations. My responsibilities are straightforward:

--Maintain an environment in which they are set up for success
--Provide a reasonable level of support and resources
--Deliver an honest assessment of performance, even if it is not what they want to hear
--Strive to provide fair compensation

In return, I expect each member of the Strategic team to: embrace the organization’s core values and standards for performance; to represent themselves and the company in an acceptable manner; and, ultimately, to care about their development as a professional.

If I fall down on my part or the employee perceives that their needs extend beyond what Strategic can provide, then it’s understandable for them to seek other opportunities. In fact, I encourage it.

Yet, it’s also important for employees to recognize that difficult decisions often must be made based on the macro needs of the organization. Yes…I have fired people. And we’ve been forced to cut staff. It’s never personal.

No one at Strategic should ever be thankful they have a job. Their employment is well earned and, as long as they deliver on their responsibilities, my commitment to their professional success is resolute.

There’s no moral obligation about it. It’s simply a business agreement.