Faced with the growing number of incivilities that taint the professional sphere, managers should tackle the issue of respect head on.

Speed, the individualization of society and the use of new technologies have undoubtedly changed relationships. And the relationships we could have with our fellow human beings. As a result, the erosion of close ties has changed the representations we had of respect. And the professional sphere is not spared by this phenomenon.

According to the AFB, in banking, 64.3% of women are victims of these disrespectful acts; while men are at 35.7%. Eight out of ten women have already been confronted with sexism at work. But, to top it all off, 56% were not listened to.

In 1852, the essayist and painter Mary Sarah Newton alerted us to the condition of women by writing: “young men (…) are really unindulgent, ungallant and even not very polite to them. Education is being lost and respect is no longer of this world.”

The fight against incivility must be a sincere fight. The latter are also synonymous with financial losses for the company. Indeed, employees confronted with these situations would voluntarily reduce their efforts or the quality of their work, when they do not leave their jobs, to avoid having to endure such stressful interactions. However, this professional stress is precisely a direct consequence of poor management taking into account these actions.

It therefore seems to be up to company directors and managers — in addition to the duty of protection incumbent on them in the context of prevention in terms of the physical and mental health of employees (Article L 4121-1 of the Labor Code) — to provide employees with the necessary codes to evolve serenely in the company.
Moreover, when we consider the ten most common incivilities listed by the Eleas firm, the eradication of actions deemed disrespectful should not require a disproportionate investment, if not constant vigilance.

For example, 84% of the employees surveyed leave common areas dirty and messy to interfere with their colleagues’ concentration with noises (81%) and finally, not saying “hello” or “goodbye” to other colleagues (77%). Nothing insurmountable. But once again, instilling and promoting respect must be done… with respect.

Under these conditions, why not imagine that compliance could become a criterion for evaluating a social audit or that it would appear in the company’s balance sheet as an intangible asset?

Link to the full article:
https://www.hbrfrance.fr/chroniques-experts/2019/02/24359-question-de-respect/