Page 28 - On The Move - Volume 16, Issue 3

here is honor and dignity in work. Successful dealerships understand this and constantly work to build workplaces where employees are
Trespected. As a result, they experience lower employee turnover, more engaged and productive employees, and fewer employee-related
issues as a whole. This article outlines 10 tips for building a respectful workplace and reaping these benefits.

PRACTICE THE GOLDEN RULE
The Golden Rule is to treat others as you expect to be treated. Dealerships should treat their employees with the same level of
1.respect and appreciation as they require from employees. On the other hand, dealerships who disrespect their employees will fail
to get the most out of them. Their employees will be less productive, less loyal, and be more likely to turn against the employer.
WALK THE WALK, DON’T JUST TALK THE TALK
It is not enough for dealerships to have the proper policies or to say the right things to employees. Employees are smart enough
2. to understand when actions are not consistent or in conflict with written or spoken words. In fact, courts even recognize that
when a manager’s “actions” undermine the dealership’s policies on harassment, discrimination or retaliation, the actions control and the
dealership loses certain affirmative defenses that might have otherwise been available for the organization to avoid or at least reduce its
liability.

LEAD BY EXAMPLE
Another way to say “walk the walk” is to lead by example. In history, the greatest generals led their troops from the front. They
3. never expected anything more of their troops than they were willing to do in battle. In the workplace, managers should lead by
example and never expect anything of their employees that they are not committed to doing themselves. When leading by example,
managers build their own credibility with employees and gain their respect.

SPEND TIME WITH EMPLOYEES EVERY DAY AND BE ACCESSIBLE
To fully understand employee perspectives and have an understanding of changing employee sentiments, managers need to
4. spend time with employees and be accessible every day. Accessibility gives employees confidence that their manager will be
available to help resolve any job-related issues if or when they arise. It may also help the manager spot early warning signs of employee
claims of mistreatment, favoritism, discrimination, harassment, or retaliation.

BE EMPATHETIC
Employees have unique concerns, goals, and interests. Often times, those are not the same as their managers. In fact, they can be
5.quite different. A key element in appreciating “where employees are coming from” is for managers to have and express empathy
for their employees.

ESTABLISH FORMAL COMMUNICATION CHANNELS
At a minimum, dealerships need to have the right formal communication channels in place. Formal channels may include, among
6.others, group meetings and written communications such as informative websites, Intranets, newsletters, or letters to employees
about important news employees and their families should know. Having these types of channels in place objectively signals to employees
that their employer respects its workers enough to keep them informed and to listen to them.

KEEP COMMITMENTS
Making promises or commitments to employees and then failing to follow through on them is a sign of disrespect. Managers do
7. not have to solve every employee grievance or concern—but if a response or specific action is promised, the manager must deliver.

TELL EMPLOYEES WHAT YOU WANT
Employees respect bosses who honestly tell staff what is expected of them. When managers sugarcoat or dance around problems,
8. or fail to take decisive action, they lose the respect of their employees. Likewise, when dealerships keep employees in the dark, it
breeds disrespect and distrust of the dealership.

DON’T SURPRISE EMPLOYEES
Employees hate surprises like sudden changes in assignments, schedules, mandatory overtime, or terminations. When dealerships
9.spring changes on employees without adequate notice, it signals a blatant disregard and disrespect for the fact that employees
have lives and obligations outside of the workplace.

EXPECT THE BEST FROM EMPLOYEES
Dealerships that expect the best from their employees and believe in their ability to succeed generally invest more resources
10.in them. This type of supportive, positive work environment tends to manifest the dealership’s genuine respect for its
employees. Likewise, employees tend to reciprocate with more respect for their dealership.

By Steven Ferenczy CONCLUSION
Fisher & Phillips LLP Dealerships must work hard to create and sustain a respectful work environment. Respect
(404) 240-4271 does not come easy and it can be lost in a second. But when employees believe their
sferenczy@fisherphillips.com dealership respects them, they are more likely to succeed at their jobs and ultimately they
create fewer practical and legal problems for their dealership.
26