Relationship Equity

The future of workplaces is going to change the relationship that people have with a particular location. The modern office is an outgrowth of the modern factory. That no longer works, the new model will be closer to that of a hotel and its guests. Relationship equity is the balance of contributions, benefits, and obligations between the host and the guest. But what about when people are remote, or hybrid? Do you treat them as guests, or regular workers that you don’t see very often? Relationship equity ensures that both parties feel respected, valued, and fairly treated, creating a mutually beneficial and harmonious interaction. In a fully remote situation, the host and guest relationship is somewhat implied, but it’s still something that should be considered by companies (hosts), even when they might never meet their workers (guests).

Key Elements of Relationship Equity

Whether in the office, in a hotel, or just in our relationship in general, there should be a sense of reciprocity between the parties. Both the host and the guest should contribute to the relationship in a way that feels balanced. This doesn’t mean they contribute the same things, but what they contribute should be valued equally by the other party.

Both parties should show respect for each other’s time, effort, and contributions. This includes being polite, considerate, and understanding of each other’s needs and boundaries. Does your workplace work like this? Many do not. The traditional office tends to be a one-way relations where the company comes first, and all workers are replaceable.

Clear and open communication is crucial for maintaining relationship equity. Both the host and the guest (company and employee) should feel comfortable expressing their needs, preferences, and any concerns they might have. This is true both within defined spaces like an office, or when people are remote. These should be common sense, but unfortunately, they aren’t common practice. We need to do better in our work relationships regardless of where people are located.

Setting and managing expectations helps ensure that both parties understand their roles and responsibilities. This can prevent misunderstandings and feelings of inequity. It also avoids micromanagement where managers measure butts in seats, time in and out, and who works late. We should be measuring outcomes.

Expressing gratitude and appreciation for each other’s contributions helps reinforce positive feelings and a sense of balance in the relationship. We don’t stay in personal relationships where there is no gratitude, and we don’t go back to hotels where we have a bad experience. For years, that wasn’t an expectation of the workplace for many. Then we had some time away from the office and people saw the inequity. They are looking to be appreciated and have good feelings about their relationship with their company.

Since we aren’t in the habit of looking for these things in our workplace, here are a few examples to bounce your work experience against.

Typical Scenario

Each party in a relationship provides contributions and receives benefits. These are different depending on whether you are the host or the guest.

A host invites a friend over for dinner.

• The host’s contributions are they provide the space, food, and a comfortable environment.
• The host benefits by enjoying the company of their friend and the satisfaction of hosting.

The guest naturally accepts the invitation.

• The guest might bring a bottle of wine or a dessert, help with setting the table or cleaning up afterward, and offer engaging conversation and company.
• The guest enjoys the meal, the hospitality, and the company.

In this scenario, relationship equity is maintained when both the host and the guest feel their contributions are acknowledged and appreciated, and both parties enjoy the interaction. If the host feels overburdened or the guest feels unwelcome or undervalued, the relationship equity might be imbalanced, leading to potential tension or dissatisfaction.

Ideal Office Work Scenario

There still needs to be a sense of contributions and benefits even when the relationship is based on one party paying the other.

A company invites workers to come to a designated location to work.

• The company provides the space, tools, and a comfortable environment.
• The company benefits from the work performed and takes pride in the environment they have created.

The workers show up if they want to get paid.

• The worker brings their skills and ideas and contributes to the good of the company.
• The worker enjoys the office amenities and benefits from how it is organized.

Ideal Remote Scenario

Here we start to have a continuum of options based on the needs of the company and the needs of the worker. It could range from providing equipment to bringing your device.

A company invites someone to work for them at the location of their choosing

• The company provides fair compensation, connection, and flexibility to the worker.
• The company benefits from reduced costs and access to a pool of workers not limited by geography.

The worker agrees to work remotely.

• The worker brings their skills and ideas and contributes to the good of the company.
• The worker enjoys the benefits of working from somewhere other than the office and saves time commuting.
• Workers have improved work-life balance.

What About Your Work Environment?

CEOs need to ask the question and see how relationship equity plays out in their companies. Hint – if a return-to-work mandate is part of your strategy, chances are there isn’t a lot of relationship equity. Companies want workers who are empowered to leave but want to stay. Maybe it’s time for a little relationship equity checkup for your company. Here’s a short checklist to see how you are doing whether you are in an office, hybrid, or remote.

1. Equal Opportunities

• Are all employees given equal opportunities for advancement, regardless of gender, race, or background?
• Do people from underrepresented groups hold leadership positions?
• Are opportunities for skill development and promotions transparent and accessible to all?

1. Fair Distribution of Work

• Is work distributed fairly among team members, considering experience and ability?
• Do some individuals consistently receive more challenging or high-profile assignments, while others are overlooked?
• Are there mechanisms to balance workload and prevent burnout?

1. Inclusivity and Belonging

• Are all employees encouraged to share their ideas and perspectives in meetings and decision-making?
• Is feedback solicited and respected from everyone, not just select individuals?
• Do team members feel valued for their unique contributions?

1. Compensation and Benefits

• Is compensation (salary, bonuses, perks) distributed equitably for people in similar roles with similar experience?
• Are there gender or racial pay gaps that haven’t been addressed?
• Are benefits like parental leave, health insurance, and flexible working arrangements accessible to everyone equally?

1. Recognition and Credit

• Are employees recognized for their work in a way that feels fair and proportional to their contributions?
• Is credit for team success distributed equitably, or do certain people get more recognition than others?
• Are marginalized voices uplifted and acknowledged equally in public and private forums?

1. Transparency and Communication

• Are decisions, especially those regarding promotions, bonuses, and project assignments, made transparently?
• Is feedback, both positive and constructive, given equally to all employees to help them grow?
• Are channels for open communication between employees and management accessible and trusted?

1. Conflict Resolution

• Is there a fair process for resolving conflicts in the workplace?
• Do all employees feel safe and supported when raising concerns about unfair treatment or equity issues?
• Are conflicts handled impartially, with careful attention to any potential power imbalances?

1. Work-Life Balance

• Do all employees have equal access to flexible working options (remote work, flexible hours)?
• Is there fairness in accommodating personal or family needs (e.g., childcare, health issues)?
• Are some employees consistently expected to work longer hours than others without recognition?

1. Decision-Making Influence

• Do all team members have a say in important decisions that affect their work or team dynamic?
• Are there processes in place to ensure that everyone, regardless of position or identity, can influence decision-making?
• Are there biases in whose opinions are considered more valuable?

1. Leadership and Mentorship

• Is mentorship and sponsorship available to all employees equally, regardless of their background or identity?
• Are there unconscious biases in leadership that may affect who receives support, advice, or guidance?
• Are efforts made to develop all team members into future leaders?

1. Psychological Safety

• Do employees feel safe to speak up about issues or ideas without fear of retribution?
• Are mistakes handled with learning and improvement in mind, rather than punishment?
• Is there a culture of respect and inclusiveness where everyone’s voice is heard and valued?

1. Diversity and Representation

• Does the workplace have diverse representation across all levels, including leadership?
• Are efforts made to ensure a diverse hiring process that actively seeks to reduce bias?
• Are diverse perspectives valued and sought out in projects and problem-solving?

1. Accountability

• Are managers and leaders held accountable for promoting and maintaining equity?
• Is there a system in place to track progress on equity goals?
• Are there consequences for actions or behaviors that undermine equity?