According to a recent Resume Now survey of 1,000 American workers, 70% say they’ve seen leaders play favorites. Nearly half (43%) have seen favoritism factor into promotions, raises, or recognition. Alarmingly, one in four believe leadership protects a “toxic top performer” at the expense of others.
Whether intentional or unconscious, favoritism in the workplace is a real problem, and it’s one HR professionals can’t afford to ignore. Even when subtle, favoritism undermines morale, trust, and team cohesion. Left unaddressed, it can lead to disengagement, turnover, and an unhealthy culture.
What Does Favoritism Look Like?
Favoritism can show up in obvious ways: plum assignments, visible praise, faster promotions. But it’s often more subtle. Managers may unconsciously give more leeway or support to employees who remind them of themselves. As Resume Now career expert Keith Spencer points out, the issue is frequently rooted in unconscious bias, not deliberate exclusion.
Still, the perception of favoritism is enough to damage team dynamics. Employees who feel overlooked may withdraw, underperform, or spread resentment, all of which affect organizational health.
The Ripple Effects on Culture
When favoritism is part of the culture or simply left unaddressed, the ripple effects can be significant:
- Eroded trust in leadership
- Reduced engagement among team members
- Loss of high performers who feel undervalued
- Retention of “toxic top performers” whose behavior drives others away
It also creates an uneven playing field where recognition and opportunity feel arbitrary rather than based on merit.
What HR Can Do
As HR professionals, you play a crucial role in mitigating favoritism and supporting a fair, inclusive culture. Here’s how to help both managers and employees navigate it:
1. Coach Managers on Awareness
Favoritism often isn’t deliberate. Encourage managers to reflect on their behaviors, communication patterns, and who they regularly turn to for input or opportunities. Small changes, like rotating responsibilities or widening their feedback loop, can have a big impact.
2. Provide Visibility into Performance Standards
Clear performance expectations, promotion criteria, and recognition guidelines go a long way in reducing perceptions of favoritism. When employees understand what success looks like and how it’s measured, decisions feel more transparent and fair.
3. Encourage Proactive Communication
Employees who feel left out may be tempted to disengage, but the better move is to lean in. Encourage them to speak with their manager, share accomplishments, and ask for feedback. Visibility matters, and good work doesn’t always speak for itself.
4. Facilitate Constructive Conversations
If a concern persists, employees may need to have a direct conversation with their manager. Offer guidance on how to approach it constructively:
- Lead with the outcome they hope for (for example, feeling valued or fairly considered)
- Present facts and observations, not assumptions
- Invite dialogue: “Here’s how I’m seeing things. Do you see it differently?”
5. Create Safe Reporting Channels
Make sure employees know how to bring concerns forward confidentially. Not every issue can or should be solved one-on-one with a manager, especially if power dynamics are involved.
6. Address “Toxic Top Performers”
HR must also have the courage to confront high performers whose behavior is harmful. Protecting toxic individuals, even when they bring strong results, undermines the entire team. Long-term success depends on culture as much as output.
The Bottom Line
Favoritism is a quiet culture killer. Whether it is rooted in unconscious bias or unclear performance criteria, it is up to HR to identify the signs, coach leaders, and create systems that ensure fairness. When employees believe in the integrity of their workplace, they stay engaged, motivated, and committed. That benefits everyone.
Source: msn.com