Acronym

Almost a year ago, someone asked me this question seeking a young professional's perspective. It has literally been burned into my mind since, and I find myself passing it on to colleagues out of curiosity. To be honest, it's hard to articulate and frame this question succinctly for the association community.

Given the evolving workplace, changing employment models, and current pressure most organizations face, there are a few important factors to consider. The 2020 Workplace indicates this is the first time in history we've had 4-5 generations in the workplace simultaneously - so it shouldn't come as any surprise that we all bring personal expectations and assumptions for what we'd like our jobs to entail and provide. But what happens when organizations continue to face the harsh realities of shrinking budgets, in turn asking staff members to be more productive, more collaborative, and more everything, regardless of whether they are in an exempt or non-exempt position/capacity? Motivating and communicating with each individual about their unique role and responsibility is key, but is that enough to prevent possible expectations from arising? Isn't this a key area impacting overall employee morale?

To clarify, I don't mean any hierarchical implications by referencing exempt vs. non-exempt. Depending upon the nature and function of each individual position, the salary vs. hourly classification can be based upon a variety of factors and legal criteria. As part of Dan Pink's Drive philosophy, he notes that regardless of job function, we are motivated by three main factors: Autonomy, Mastery, and Purpose. What we do, how we're able to do it, and why we do it. Countless case studies advocate for this philosophy, and how organizations that empower employees at all levels have reaped the benefits in areas of organizational morale, productivity, and staff retention.

Many associations have utilized this motivational model for years, and are great examples to illustrate the philosophy in action. Everyone is a vital contributor and source of knowledge. But does this lead to a new expectation from employees regarding their job classification and function?

• Do you have non-exempt staff who contribute equally (or in some cases more) yet are frustrated without access to a more flexibile schedule or autonomy that an exempt position may afford? Frustrated with additional work without access to overtime compensation?

• Do you have exempt staff continually frustrated or resentful towards non-exempt staff for the hourly/overtime paramaters they function within, while continually being asked to push the boundaries of work capacity because it's a required part of the job?

• Do you find yourself identifying with one of these frustrations regularly?

• Are these just inherent, unavoidable byproducts of any workplace that will factor into overall morale in the workplace?

Based on your experience, what do you think? Are we inadvertantly creating exempt expectations for non-exempt employees? If so, is it a result of generational implications, or just an inherent part of the workplace?