What are the dynamics of your employer-employee relationship? This mutually beneficial relationship is a delicate one and managing these relationships is vital to the success of every career and organization.  Strong relationships lead to accomplishing personal, professional, and monetary goals for employees, and increased bottom-lines for employers. 

The foundation upon which these relationships are built is mutual respect. The degree of closeness in these relationships depends on both the employer and the employee. Some employers opt to keep their employees at a distance and, in doing so, ensure that there is no confusion as to the hierarchy that exists between them. Others elect to become friendlier with their employees, seeing this as a way to promote a more flat team culture. While neither option is entirely right or wrong, it is a leadership style that attracts or repels different employees based on their comfort levels.

The mutual reliance of performing a job well done to obtain compensation is a simple concept. So why are there so many leaders with employee problems, and even more employees with leader problems? The employer-employee relationship develops over time. Setting clear expectations from the beginning of any relationship and establishing ongoing communication about career aspirations and career paths available is essential. It’s also important to understand what type of manager an employee needs to excel. I believe it’s both parties responsibility to adapt and meet in the middle. However, leaders can stop the cycle by refusing to teaching turkeys to climb trees and start hiring squirrels. Desire is half the battle, or is it? Culture fit and technical competencies will predict a mutually beneficial relationship.

What is an appropriate employee and employer relationship? Ask 10 leaders / employees and you will get 10 different answers. Determining how your potential new employee or employer’s relationships will fare varies — everyone needs to ask more questions. Behavioral based questions and situational examples should be given and received by the hiring managers and the candidates who are interviewing. No two relationships are the same, but they all drive results – good or bad.

“The relationship we have with our people and the culture of our company is our most sustainable competitive advantage” — Howard Schulz, Founder of Starbucks

Chris Carlson, Aureus Group Regional Manager, CPC

About Chris Carlson, CPC & Aureus Group Managing Director
Chris is an experienced executive in the staffing industry. She has extensive experience in developing and implementing operational analyses and programs and has assisted hundreds of firms streamline processes and upgrade the competencies of its workforce. Finding innovative ways to generate new business and build teams is her passion. She has developed and executed many successful strategic marketing plans. Chris began her career at Aureus Group, a full-service professional recruiting firm, in 1994 and currently serves as the regional manager of Aureus Group specializing in the Finance & Accounting, Systems, and Executive search areas including Healthcare Administration and Wealth Management professionals.

In addition, Chris is a Certified Professional Consultant, and has a Bachelor of Science in Business Administration and a Master’s of Business Administration from the University of Nebraska at Omaha.

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