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Fairness is King

As organisations we should continuously learn and challenge ourselves in realising that our success lie not from our business ownership, intellect, and power of authority, but rather on a satisfied customer and satisfied employee. Then, we would be in a position to reflect on and review how we define success and where we invest 'smart' in the business, when it comes to people. A satisfied employee promises a satisfied customer however hoping that an unsatisfied employee will provide a great customer satisfaction and drive best results is a gamble and fiction. What businesses are not willing to pay in salary, working conditions (organic or inorganic), benefits, and wellness are not really saving it but rather are spending it on lost time while at work, absenteeism, equipment failure, low quality products, recalls, unmet customer expectations, sabotage, the list goes on. There seems to be a less focus on return on investment and more focus on activities, ticking boxes; and yet we remain surprised by how no change has taken place where we estimated it would, after all that effort. Are you one of those organisations that change offerings and services all the time or adding many more hoping that now they will be utilised and yield the results you dream about?

Gone are the days where employee's loyalty and service could be bought by a plate of food, and low esteemed benefits which actually undermine the employees' intelligence, dignity, and livelihood. The population entering the workplace may be less experienced but is much wiser. They look at self love and long term benefits, unlike the generations before who were looking at short gains of survival at the expense of their dignity, wellness, and lifetime goals.

Let us use these few general questions to test our application of fairness:

  1. What is your definition of fairness? This is not a question in relation to labour law, this is an empathy question.

  2. Who defines what is fair for who - do you know your employees to a level that you can make right choices for them? This is not an intellectual question, this is a human dignity question.

  3. How are services and offerings selected for certain groups? This is not a cost nor budget question, it is a value -add question.

  4. Why is this done, is it to have more scores on the board or is is to transform lives? This is not a performance question but an impact question

  5. What engagements have taken place to ensure á need is met', satisfaction is achieved, and ROI is measurable? This is not an engagement question but a results question

  6. Lastly, who are the decision makers, focus groups, pilot groups, representatives, and ambassadors? This is not a collaboration or consulting question, but an ownership question

How many of your organisation's values or purpose statements have you picked up on these six questions? We can see out of these questions an organisation living the values that matter, not complicated, not costly, nor disruptive to productivity yet yielding more caring and co-operative environment. Did you find this useful and want to test this in one area of you business? For further engagement contact us at

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