How can you improve the employer employee relationship?

What do we mean by the employer employee relationship?

The employer employee relationship refers to the connection between employers, whether an organisation or an individual, and their employees.

It also includes the way that they behave towards and perceive one another at work. This relationship starts from recruitment and continues throughout the employee journey, so there are many opportunities for employers to influence it (positively or negatively).

Why are good employer employee relationships important?

Building and maintaining the employer employee relationship is important because employees feel more confident and more able to approach management to discuss training and development needs when this relationship is strong.

Employees want to know that the business takes them seriously and that their managers will invest in their long-term career success. They will also feel free to enquire as to overarching organisational objectives and how their individual goals complement and support them.

On the other hand, if an employee rarely sees their line manager or if they regard them as an intimidating authority figure, a major barrier to open conversation will form. This is damaging for the employer employee relationship and for the organisation because it limits an employee’s ability to understand their job and purpose.

What are the elements of a strong employer employee relationship?

Retaining and recruiting talent is a bigger priority than ever; almost a fifth of UK workers have plans to switch jobs in 2022. And people’s priorities for choosing, and choosing to stay with, an employer have changed. A recent study by LinkedIn found that work-life balance was key for people when picking a new job, trumping pay and benefits. So understanding what employers expect from their employer is essential.

How does employee feedback improve employer employee relations?

Feedback between employees and managers is essential in both directions. Employees expect timely, relevant and constructive feedback on their work. They should also be encouraged to deliver feedback to management with regards to company processes and systems. Better employee-employer relationships improve both forms of feedback.

Yet when delivered incorrectly, feedback can trigger a fight or flight response in the brain; employees might sense a threat and become defensive if feedback comes as a surprise. Instead, employees and line managers should regularly meet for performance conversations and use these as a chance to develop the employer employee relationship. Employees will feel more open and receptive to feedback because it is coming from someone they know and trust.

In addition to feedback between employees and line managers, company-wide employee engagement surveys collect feedback on how people feel across the organisation. They highlight the areas with the biggest impact on employee engagement which, in turn, affects the employer employee relationship.

How can you improve employer employee relations?

To build and maintain positive employer employee relations, organisations should focus on 3 elements:

1. Empower people to work flexibly
2. Lead with empathy
3. Create a culture of psychological safety

1. Empower people to work where and when they want

Covid-19 upended ‘normal’ work routines and prompted organisations to adapt a more flexible approach. Companies like Reddit and Twitter swiftly announced a permanent move to hybrid working. Other organisations followed suit and post-pandemic, one-quarter of UK employees have adopted a hybrid model.

Hybrid working is proven to improve productivity, attract new talent, and support employee wellbeing. On top of that, it’s what employees want. Over half of people would quit if the option for hybrid working was removed.

At the same time, hybrid and flexible working has put new demands on the employer employee relationship. No matter where employees are or what time of day they’re working at, they must be treated, involved and valued equally.

A permanent hybrid working model might require cultural changes such as everyone dialling in to meetings even if some people are in the office, or sharing updates via video, as we saw during Covid-19, so people can watch when suits them. For managers it could mean shifting focus from presenteeism to recognising outcomes and achievements.

2. The employer employee relationship must put people first

In 2023, empathetic leadership will shape the employer employee relationship. Research shows that with empathetic leaders, employees are:

• 4.5x more likely to be innovative
• 2.4x more likely to be engaged
• 3x more likely to report their workplace as inclusive

Off the back of a global pandemic, the need for empathy at work is greater than ever. Becky Garroch, VP of People and Places at Digital River explains that part of this is down to remote working,

“The fact is that we are in each other’s homes now and there’s no longer this separation between work and home life. You get the whole human and you need to think about how you work with, support and engage the whole human.”

In addition, our capacity for empathy has been boosted by the shared experience of the pandemic. We all went through the same hard times and this shared connection paves the way for empathy to continue.

Line managers can demonstrate empathy by

• Making themselves vulnerable to feedback via 360 feedback surveys
• Sharing honest updates about the state and future of the organisation, particularly during times of uncertainty or change
• Openly talking about mental health, inclusivity, bereavement and other ‘taboo’ subjects
• Recognising the different needs and circumstances of team members and adjusting working arrangements to help
• Bringing attention to issues that are important to their team such as financial wellbeing during the cost-of-living crisis

3. Create a culture of psychological safety

As mentioned, the primary employer employee relationship is between line managers and employees. Although senior leaders set and influence the desired company culture , the environment that line managers create for their teams is vital for a healthy and productive workplace.

A Google study, “Project Aristotle”, found that psychological safety was the most important factor for leading an effective team. Individuals on teams with higher psychological safety were less likely to leave, more likely to consider diverse ideas, and were rated as significantly more effective. So line managers must create a culture of psychological safety, where team members can challenge ideas, speak up, or admit mistakes without shame or fear.

Without this, there is more likely to be a blame culture where people are singled out, criticised or reprimanded for mistakes. Employees are therefore more reluctant to speak up about errors or problems for fear or being embarrassed or punished, which in turn will impact wellbeing, engagement, and productivity.

How can managers improve psychological safety?

1. Be inclusive with decision-making:

• Ask your team for ideas and opinions – even if they challenge your own
• Step in if people are interrupted during discussions to ensure ideas are heard
• Explain how and why decisions were made
• Highlight contributions from colleagues to a success or decision

2. Demonstrate engagement during discussions and meetings

• Be present and focused (laptop closed, phone away)
• Ask questions with the intention of learning
• Show you’re listening with body language and verbal responses like “That makes sense, tell us more”

3. Role-model desired behaviours

• Share your work styles and preferences, and encourage colleagues to do the same
• Be available and approachable outside of scheduled meetings or 1:1s
• Don’t interrupt or allow interruptions. Instead, step in if someone is interrupted to ensure all voices are heard