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Fair Decisions at Work: A Practical Guide to Workplace Fairness for Managers
Managers make people decisions every day – from selecting employees for opportunities and assessing performance to managing workplace concerns. While most managers strive to be fair, emotions, assumptions and personal judgement can sometimes influence decisions without us realising it.
With Singapore’s Workplace Fairness legislation strengthening protections against workplace discrimination, how can managers tell when a reasonable management decision may become a workplace fairness concern? How can they separate facts from assumptions when making people decisions? And how should they respond when an employee feels that they have been treated unfairly?
This practical and activity-based programme helps leaders and managers translate workplace fairness principles into everyday management practice. Through realistic workplace scenarios, discussions, case challenges and reflection, participants will examine their own judgement, practise making fair and supportable people decisions, and develop greater confidence in responding to workplace fairness concerns.
With Singapore’s Workplace Fairness legislation strengthening protections against workplace discrimination, how can managers tell when a reasonable management decision may become a workplace fairness concern? How can they separate facts from assumptions when making people decisions? And how should they respond when an employee feels that they have been treated unfairly?
This practical and activity-based programme helps leaders and managers translate workplace fairness principles into everyday management practice. Through realistic workplace scenarios, discussions, case challenges and reflection, participants will examine their own judgement, practise making fair and supportable people decisions, and develop greater confidence in responding to workplace fairness concerns.
Objective
At the end of the programme, participants will be able to:
- Explain the key principles of workplace fairness and their responsibilities as people managers
- Recognise situations where employment decisions may give rise to workplace fairness or discrimination concerns
- Examine how emotions, assumptions and biases may influence managerial judgement
- Apply relevant and objective considerations when making people decisions
- Respond appropriately when employees raise workplace fairness concerns
- Adopt practical behaviours that promote fairness and inclusion within their teams
Outline
1. Understanding Workplace Fairness
Learning through: Fair, Unfair or It Depends? – participants examine everyday workplace situations and challenge their initial perceptions of fairness.
2. Checking Our Judgement
Learning through: Facts, Feelings or Assumptions? – participants examine how the same workplace situation can lead to very different conclusions and practise Pause – Check – Consider before deciding.
3. Making Fair People Decisions
Learning through: Manager’s Decision Challenge – participants work through realistic employment scenarios and decide whether they can objectively support and explain the manager’s decision.
4. Responding to Concerns & Building Fairness
Learning through: What Would You Say or Do? – participants practise responding to workplace fairness concerns and identify practical actions they can take to strengthen fairness within their teams.
- What does fair treatment at work really mean
- When does treating employees differently become a workplace fairness concern
- How to distinguish between legitimate employment considerations and potentially discriminatory decisions
- What role do managers play in creating a fair workplace
Learning through: Fair, Unfair or It Depends? – participants examine everyday workplace situations and challenge their initial perceptions of fairness.
2. Checking Our Judgement
- How can emotions, assumptions and biases influence our judgement of employees
- How to separate what we feel and assume from what the evidence tells us
- How to consider different perspectives before reaching a people decision
- How to challenge our initial judgement before acting on it
Learning through: Facts, Feelings or Assumptions? – participants examine how the same workplace situation can lead to very different conclusions and practise Pause – Check – Consider before deciding.
3. Making Fair People Decisions
- How to make people decisions based on relevant, objective and supportable considerations
- How to apply workplace fairness principles to common employment decisions
- How to improve consistency and objectivity when assessing employee performance
- When legitimate business or job requirements may justify different treatment
- How to check and explain the basis of a people decision
Learning through: Manager’s Decision Challenge – participants work through realistic employment scenarios and decide whether they can objectively support and explain the manager’s decision.
4. Responding to Concerns & Building Fairness
- How to respond when an employee raises a concern about fairness or discrimination
- How to listen, clarify and respond without becoming defensive
- When managers should manage the situation and when HR should be involved
- How to translate workplace fairness principles into everyday management behaviours
Learning through: What Would You Say or Do? – participants practise responding to workplace fairness concerns and identify practical actions they can take to strengthen fairness within their teams.
Who should attend
Managers, supervisors, team leaders, HR professionals, and anyone responsible for making workplace decisions, managing staff, or promoting fairness and inclusion at work.
Profile of Norintan Shariff
Norintan Shariff is an experienced Learning and Development professional, adult educator and facilitator with over 18 years of experience in training and development, complemented by more than 30 years of corporate and leadership experience across the service industries.
Having held senior leadership and regional management roles, Norintan brings extensive workplace experience into her facilitation. Since moving into Learning and Development in 2008, she has designed and facilitated programmes in leadership and people management, human resource management, emotional intelligence, communication and relationship management, service excellence, workplace learning, job redesign and business management.
Her facilitation style is interactive, practical and application-focused, using workplace scenarios, discussions, reflection and collaborative activities to help learners connect concepts to real workplace situations. As a Genos International Certified Emotional Intelligence Practitioner, she also integrates emotional intelligence principles to strengthen self-awareness, communication, collaboration and workplace relationships.
Norintan holds a Master of Training and Development from Griffith University, a Bachelor of Business Administration from the University of South Australia, and a Higher Diploma in Hotel Management from SHATEC. She is also qualified in adult education through DACE and ACTA.
