Part 2: The Expectations Paradox
“The challenge is not just fixing what’s wrong, but also managing employees who expect too much too quickly.”
The counterpoint, reflected in comments from LinkedIn users in November 2024, is often overlooked. While many employees raise valid concerns, a rise in “entitled attitudes” has created an expectation for some that employers should constantly cater to every need. This shift in mindset can complicate retention strategies and even undermine an organisation’s culture.
Through Sage’s eyes, the complexities of workplace dynamics become clearer.
Rising Employee Expectations
The shift from ‘perks’ to ‘givens’—like flexibility and remote work—reflects evolving employee expectations. But as Sage observed, some demands may feel unrealistic against business realities.
“Valid asks,” Sage says, “but expectations must align with contributions.”
For leaders like Sage, the rise of entitlement—a disconnect between expectations and deliverables—creates friction and complicates retention strategies. It often felt like employees expected constant concessions without understanding the constraints of running a business. One incident stood out in Sage’s mind—a team member who requested a promotion after just six months on the job, despite struggling with basic deliverables.
“I want my people to grow, but growth has to be earned. It’s not just about what the company gives you—it’s about what you bring to the table,” Sage explained.
What concerned him the most was the emergence of a blame culture, fostered by this dynamic, where accountability is often absent. As complaints spread unchecked, dissatisfaction grows, and morale plummets.
“People complain but are not willing to take responsibility for their role in the problems. If everybody just quits when things are hard, who is left to create the culture they seek? Culture is co-created, not dictated. While leadership sets the tone, accountability for a positive environment must also come from each individual…”
Balancing Both Sides and Improving Retention
The reputation of any organisation is shaped not only by its treatment of employees but also by how it handles employee expectations. Employers must be clear about expectations from the start. Prioritise employee well-being, mental health and mutual respect and set realistic career development goals and offer growth opportunities.
“It’s important for companies to set clear boundaries and expectations about work hours, responsibilities, and the support available.”
Meaningful policies and consistent application of those policies matter way more than the ‘cupcakes and beanbags’ culture. While such perks can enhance the environment, they alone cannot build a strong, sustainable culture.
During crises, the best-performing companies prioritise employee well-being. Sage reflected on his own organisation’s journey through COVID-19 and recent economic challenges. ““Retention is about culture, not perks. Employees thrive in environments that prioritise growth, balance, and respect. During the downturn, we didn’t just survive; we showed our people we had their backs, supporting them through hyperinflation and shortages,” he recalled with pride. It was this commitment—clear, compassionate, and consistent—that built loyalty in the hardest of times.
At the same time, employees must be encouraged to engage in open, constructive dialogue, take ownership of their career progression and contributions and be proactive about seeking feedback and addressing concerns.
“Instead of just posting complaints, employees need to offer solutions or engage in problem-solving.”
Strategic Business Partnering
HR holds the critical responsibility of crafting policies and practices that address systemic gaps while promoting fairness, inclusion, and growth.
Sage and Juno identify an opportunity for corporate communications to play a transformative role by fostering honest conversations, bridging gaps between employees and leadership, and amplifying stories of shared success.
Together, these functions can:
- Facilitate Dialogue. Launch Q&A forums and interactive platforms where employees feel safe voicing concerns, seeking clarity, or providing constructive feedback.
- Celebrate Successes. Design and spotlight merit-based recognition programmes that reward and promote accountability, with storytelling campaigns that highlight achievements.
- Build Transparency. Use internal platforms to authentically showcase initiatives, team achievements, and cultural values, ensuring employees feel seen, heard, and valued.
Ultimately, lasting change requires aligning these efforts to reinforce a culture where both leadership and employees take ownership of creating a thriving workplace. By fostering shared responsibility and mutual respect, organisations can navigate the complexities of modern employee expectations while protecting their reputation and strengthening retention.
The views and opinions published here belong to the author and do not necessarily reflect the views and opinions of the publisher.
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