Issue: Who wants to be second-class?

The management of Brainpower, Inc. (pseudonym) lost their union representation election. Employees (those primarily in support jobs) voted for the union two-to-one.

Brainpower had competitive pay and benefits. They also had a caste system with almost no opportunity for people in support jobs to move into the professional ranks. The professionals had significantly better pay and benefits. When Brainpower had to cut budgets, they laid off the support staff. When they sought input on organizational issues, they involved the professionals, never the support staff. The support staff felt like second-class citizens. They chose union representation so they would have some say in matters that affected them.

Brainpower is by no means unique. There are many ways, some subtle and others blatant, in which organizations create different classes of employees. Some are legally required: exempt and non-exempt, certified and classified, etc. Some are concocted: essential and non-essential. Whether legally mandated or concocted, these distinctions prompt some people to feel that they are viewed as "pond scum."

People assume a role: So, aren't people being too sensitive? Well how would you, an upstanding citizen, like to be treated as second-class? You know that you are a special. Yet, you are likely to conform to a role into which you are cast. In 1971, at Stanford University, Professor Philip Zimbardo conducted an experiment with volunteer students who were deemed psychologically fit. Through the flip of a coin, some were imprisoned in cells, and others were cast as their guards. The experiment was stopped prematurely. In only six days, the students had internalized their roles too well. The guards became abusive and the students in the cells risked psychological damage if it continued. The lesson for organizational life is that people take on the behavior of their assigned roles. When people are cast into first and second-class roles you establish and sanction a pecking order. The peckers, if left unchecked, may demoralize and destroy the pecked.

Aren't the contributions of some employees more valuable than others? Yes. That is why there are different pay scales, but there should be no difference in respect scales.

For an organization to be healthy everyone needs to feel an equal member of the team. Though exempt employees have a different basis on which they are paid, non-exempt employees need to be treated with the same respect, valued for their contribution and included in decisions that affect them.

Question distinctions: What distinctions does your organization make that signify different classes? What can you do promote a greater sense of equality and inclusion? You can question any practice that seems to create artificial and unhealthy distinctions between team players. Why does it exist? What is it intended to accomplish? What are its benefits and consequences, intended and otherwise?

Your challenge as a leader is to develop a high performing team. Everyone has an important role. If you have artificial distinctions that create different classes of members, you demotivate those deemed as second-class. You can't have a first-class team when some members are treated as second-class! Abolish or modify any practices that foster class distinctions.

Sincerely,

Ian Jacobsen, FIMC
Certified Management Consultant