invisible ink: the psychological contract and the employee
TRANSCRIPT
© 2021 UKG Inc. All rights reserved.
Invisible Ink: The Psychological Contract and the Employee Experience
Julie Develin, MSHRD, SHRM-SCP
Hi, I’m Julie
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• Sr. Partner, HCM Advisory at UKG, Inc.
• 17+ Years Executive Level HR Experience
• Graduate school professor and program coordinator in HR (McDaniel College)
• Writer, Speaker, Webinars, Consultant, Mentor
Our Plan
✓ Definition
✓ Violations
✓ Management
✓ Tools
✓ Looking Ahead
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Life Happens. Work Happens.
WorkOutside interests
Work
Old view of work Today’s view of work
Outside interests
Employee Experience Expectations
See the Whole Employee
More Flexibility & Options
Digital Collaboration
Overcommunication&
Transparency
Consistency
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• Created in our Mind
• Assumptions
• Experiences
• Ethics and Values
• Purpose and Meaning
Mental Maps
The Psychological Contract
Employee
Expectations
Everyday
Experiences
Psychological Contract = The relationship between an employer and its employees, concerning mutual expectations of inputs and outcomes. The fairnessor balance as perceived by the employee.
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✓Covert
✓Imprecise
✓Implicit
✓Unstable
✓Dynamic
Invisible Ink
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Work Pay
Employee Inputs(Employer Needs)
Rewards Given by Employer(Employee Needs)
Hours workedEffortLoyaltyLeadershipSacrificeRiskCommitmentResults
Safety & SecurityTraining & DevelopmentRecognitionGrowthWork-life BalanceStatusBenefitsFlexibility
https://www.businessballs.com/building-relationships/the-psychological-contract/
Visible to Each Side
Pink: Market InfluencesPurple: Iceberg rises w/ maturityGreen: Influences affecting perception
Trust in The Modern Workplace
Earned or Given?
Belonging & Mental Health
Employer of Choice
In Person & Virtual Work
10 https://workforceinstitute.org/
Managers
Recruiters
Systems & Processes
Coworkers
Who & What Can Violate a Psychological Contract?
Consequences of a Violation or Breach
Anger, Betrayal
No Trust
Lower Commitment
Job SatisfactionLowered
Withdrawal
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Build and Keep TrustGoal SettingModel the Behavior
Feedback Opportunities
Job Security Concerns
People Managers: Key to the Experience
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“Hi, how are you?”-Everyone, Everyday!
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• Yes, it’s a thing, too!
• No, it’s not ALL on the employer.
• Look inward, ask questions.
• Be honest with yourself.
But Wait, What About the Employee Obligation?
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Rousseau’s Renegotiation Strategy
Explain why the old psychological contract is no longer appropriate.
Involve staff in developing transitional arrangements to anticipate necessary changes.
Propose and negotiate new psychological contracts.
Implement new psychological contracts in words and actions.
Rousseau, D. (1995) Psychological contract in organizations: understanding written and unwritten
agreements. Newbury Park, CA: Sage.
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Tools to Assist with the Psychological Contract
Communication
AI & Data Training
Technology
• Have a plan & defined protocols
• Cut through the clutter
• Make important messages repetitive
• It’s not what you say, it’s how you say it
Communication
HR’s Role In Managing the Psychological Contract
• Employee Tools & Technology
• Approachability
• Branding
• Two-way Communication
• Expectations
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Intentionality Ensures Well-Being
ANALYTICS POLICY CHECK-UP GAPS
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There is no one size fits all solution
The psychological contract is constantly
evolving and changing
Contract violations and breaches can be
repaired
We all play a part in psychological
contracts at work
Well informed managers hold the
key
UKG Logo and Tagline
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