6 Perks That Do More Harm Than Good
Before you offer your MVP that VIP parking space, check why
rewarding with a perk can often have the opposite effect.
I started a new job and was given a reserved parking spot right by the
main entrance. Pretty cool.
Three days into the job, I got out of my car during a pouring rain. Two
ladies hustled by me in heels, their feet already soaked as they failed to
avoid puddles. Even though they were in a hurry to get out of the rain they
still had time to glance at me. Their faces were expressionless but I definitely
got the message.
Why did I need a reserved spot? What made me so special?
Nothing, actually. The next day I started parking on the side of the plant
where all the other manufacturing employees parked.
The problem with most perks is that they may be intended as rewards, but all
they really do is create artificial distinctions based on arbitrary and often
self-serving criteria.
Thatfs why dropping most perks " either yours or those extended to certain
others " is a great way to eliminate real or perceived barriers between you and
your employees.
Here are six perks to get rid of immediately:
1. Vendor trips. When I worked in printing, paper suppliers often took
key employees (key meaning gpeople who sign purchase ordersh) on fishing trips
and to ballgames. Never put yourself in a position of perceived influence or
favoritism. Besides, your employees donft get to go on the trips, so you
shouldnft either. A great vendor provides excellent service and quality products
at a great price, not tickets or meals or trips.
Unless: You can keep this perk if you draw a winner for the
trip/prize/etc. from a hat that contains every employeefs name; that way
everyone has a chance.
2. Reserved parking. Youfre gspecialh in other ways. No boss needs to
park close to the front door.
Unless: Creating reserved parking spaces for employees who work late
at night and go to their cars alone makes perfect sense. But keep in mind if
your parking lot is potentially dangerous you should do more than set up
reserved spots to ensure employee safety.
3. Separate lunch and break rooms. You may think the executive dining
room is long gone, but in the last year I saw seven. Repurpose that space and
eat with everyone else.
Unless: If your facility is large enough, creating multiple lunch or
break areas for reasons of convenience makes sense. Just make sure your break
area isnft nicer than any of the others.
4. Doors. No, you donft need to remove your door; just leave it open
except during confidential discussions with employees. Your office is a tool
that supports your job function, not a way to hide from employees.
Unless: Sometimes you need quiet; when you do, let people know why
youfre closing your door. Theyfll understand.
5. Refreshments. Some businesses provide snacks and drinks for
management meetings. Seems like the nice thing to do, but donft be surprised if
rank-and-file employees think, gHey, there go the cookies and sodas againc must
be nice to go to all those meetings.h If your meetings run so long your team
requires sustenance to keep going, your meetings are way too long. (Plus the
gletfs all grab a few snacks and drinks before we get startedh thing wastes a
lot of time.)
Unless: If you hold a meeting with all employees present, providing
refreshments is awesome.
6. Popping in and out. You work long hours. You often work into the
night. So sometimes you leave work during the day to take care of errands and
personal appointments. If your employees can do the same, thatfs great. But when
others donft enjoy the same discretion and freedom you show that standards are
applied very differently. The average employee doesnft see all the nights and
weekends you work; they just assume you donft practice the dedication you
preach. Remember, itfs all about perception.
Unless: If you only have a few employees and you work closely with
those employees, flexing your schedule is okay since your workday is relatively
transparent.