The Syrup – navigating the diverse needs (and wants) of your staff

Managing the diverse needs and wants of staff can be challenging in any workplace. It becomes particularly hard in small companies, where the flexibility to offer personalized rewards and bonuses is greater, but the risk of perceived unfairness or discrimination can also be higher.  The challenge lies in making everyone feel valued while adhering to fair practices and avoiding any legal pitfalls. As an employer for nearly 20 years, here are a few areas I have seen get sticky and how I’ve tried to help manage these complexities effectively.  That doesn’t mean I’ve always done things perfectly, as I’m sure many of you can relate to!

Understanding generational and personality differences

Different generations often have varied expectations and values when it comes to work.  For instance, baby boomers might prioritize job security and tangible benefits, while millennials and Gen Z might value work-life balance and opportunities for personal development. Meanwhile, those of us who are Gen X just want a hug and ice cream.  Personality traits also play a significant role.  Some employees might be highly motivated by public recognition, while others might prefer private acknowledgment or tangible rewards.  

Solution:  Foster a culture of mutual respect and understanding. Encourage open conversations about what each employee values and needs.  Offering a range of benefits and rewards that cater to diverse preferences and ensuring that no group feels left out can be nearly impossible.  But I’ve found that just paying attention to when someone“lights up” when something is given can be very telling.  And when all else fails, just ask the question.  When someone knows you have listened to them and then you act accordingly, it can make all the difference in the world.  

Open vacation policies: balancing freedom and responsibility

An open vacation policy can be a double-edged sword. While it offers flexibility and autonomy, it can also lead to misuse or resentment among staff.  Some employees might take advantage of the policy, while others might feel pressured to never take a break and grow increasingly frustrated with those who do.

Also: Many employers plan to implement big changes to leave programs, study finds

Solution:  Set clear guidelines and expectations. An open vacation policy doesn’t mean carte blanche to do whatever you want – there is still work to be done of course.  Ensure that employees understand the policy’s intent and the importance of balancing time off with job responsibilities.  Encourage a culture where taking vacation is normalized and respected.  Regularly review usage patterns and address any issues proactively, ensuring that the policy remains fair and beneficial to all.  Like it or not, when bonus time comes, this is a factor that employers consider when doling out extra cash.  

Parents vs. non-parents: ensuring fairness

Parental responsibilities can create tension in the workplace, especially when parents need to attend their children’s events and leave non-parents to pick up the slack. This can lead to feelings of unfairness and resentment for those who don’t feel like they have a built-in reason to duck out early or to have an extra day to work from home.

Solution:  Create a transparent and equitable system for flexible work arrangements. Consider offering similar flexibility to non-parents for personal pursuits or self-care activities. For example, if Mike wants to dip out early to watch his kid’s baseball game, make sure that childfree Sarah knows she can also sometimes leave early to hit the gym or grab coffee with a friend. Promote a culture of mutual respect and understanding, emphasizing that everyone’s time and responsibilities are valuable. 

Working from home: assessing suitability

Not all employees are equally effective when working from home.  Some might thrive in a remote setting, while others might struggle with productivity and discipline, yet be unaware of their own inefficiencies.  As a self-aware person, this one used to baffle me because I feel like you should know if you are good at this or not.  But I’m telling you, the people whostruggle with this the most are the ones who aren’t self-aware and think they are good at working from home until they are told otherwise.   

Related: Weighing the risks and benefits of enforcing RTO policies

Solution:  Implement a performance-based approach to remote work.  Set clear, measurable goals and regularly review performance. Provide training and resources to help employees develop effective remote work habits. Foster open communication to address any challenges and offer support where needed. Recognize that remote work suitability can vary and be flexible in finding individualized solutions.  If you need more direction on this one, hit up my friend Chelsea Ryckis; she has nailed this one.  

Legal considerations

The last point I’ll make is that in a world where everyone wants to be made to feel special, the last thing you want is to get hit up with a lawsuit.  To avoid discrimination claims, ensure that all policies and practices are applied consistently and fairly. Document decisions and the rationale behind them. Provide training for managers on diversity, equity, and inclusion to prevent unconscious bias.  Regularly review and update policies to align with current laws and best practices.  And for God sakes, have your attorney review these!