This was part of an article on CallCentreHelper.com
The feeling of being treated unfairly is powerful because it is translated as a sign that we are not welcome as part of a social group. It’s a core reason that Fairness is one of the five factors in the SCARF model[1] of social dynamics and motivation – such is its influence on our behaviour.
In psychology, fairness is the idea that people should be treated impartially and without bias. However, in the real world, we are neither impartial nor bias-free.
Providing procedural clarity and consistency, such as following the same formal disciplinary trigger process can provide some evidence of equity and mitigate some of our biases.
For example, if your absence and lateness trigger point is three periods in six months, this should apply universally. If one adviser has three absences due to oversleeping, late night partying or other unacceptable reasons, we might feel comfortable applying this approach.
If a different adviser has three absences due to a road traffic accident, serious illness or medical condition, we might be tempted to apply our own decision making to the process.
I don’t recommend this happens. Instead, apply the same process and hold the disciplinary hearing at the third instance.
The outcome for both individuals might be – and likely will be – different. But applying the process universally means that we are seen to be treating the absences equitably, and allows us to formally record any tailored or specific support to an individual in the outcome of the meeting.
Ultimately, fairness and equity are about belonging. Do we feel a part of the group, cared for and supported – even when we have made errors?
References
[1] Rock, D. (2008). SCARF: A brain-based model for collaborating with and influencing others. NeuroLeadership journal, 1(1), 44-52.
