Why 40% Of U.S. Employees May Quit To Escape Favoritism At Work
Favoritism at work can undermine team morale.
Favoritism at work isn't just an annoyance. It's driving a significant number of American employees to quit their jobs. According to a recent SideHustles.com survey, 40% of U.S. workers have considered leaving their jobs due to perceived favoritism, with one in 10 actively planning to quit this year. This problem is particularly insidious because most affected employees suffer in silence. Nearly 75% of workers don't feel comfortable reporting favoritism to HR, fearing negative repercussions. It's also a more common occurrence than you might think. Nine out of 10 employees report witnessing favoritism in their workplace, with 25% saying it happens "all the time," according to the survey.
But just how pervasive is this issue, and what forms does it take in the workplace? Let's examine how favoritism at work manifests itself and explore strategies organizations can implement to create more equitable environments.
Favoritism at work takes many forms. Most commonly, employees observe special treatment (61%), unfair work assignments (44%), and inequitable access to flexible scheduling or remote work opportunities (41%). These patterns create clear divides between the 'favored' group and everyone else, fostering resentment and undermining team cohesion. In terms of industries, the technology, education, and healthcare sectors show the highest rates of favoritism. Interestingly, in-office workers are 24% more likely to observe favoritism than their remote counterparts, suggesting that physical proximity may amplify these dynamics.
Before you can address favoritism at work, you need to recognize the warning signs:
When you allow favoritism at work to persist, the negative impact on workplace culture is considerable:
These statistics reveal how favoritism erodes trust within organizations. Without trust, employee engagement declines, innovation stalls, and top talent look elsewhere. Favoritism at work even drives entrepreneurship, with one in five Americans switching to freelancing or starting their own business specifically to escape workplace inequity.
Based on employee feedback from the survey, these approaches are most likely to reduce favoritism within your organization:
Establish transparent standards for advancement by documenting specific skills and qualifications needed for each role in your organization. When employees clearly understand the requirements for advancement, they typically develop greater trust in the promotion process, even when decisions don't favor them personally.
Create systems that monitor favoritism through 360-degree feedback, specifically addressing fairness perceptions. Performance metrics should also be implemented to evaluate leaders on how equitably they develop team members. Organizations that incorporate equity metrics into leadership evaluations report significant improvements in perceived workplace fairness over time.
Develop anonymous channels for employees to report concerns, such as surveys, third-party ethics hotlines, or digital suggestion boxes. Studies show these systems can significantly increase misconduct reporting, particularly for issues involving power dynamics like favoritism.
Create transparent processes for applying to training programs and educational benefits, ensuring development opportunities are available to all qualified employees. Organizations transitioning from manager-nominated training to open application systems often report increased participation from previously underrepresented departments and improved skill diversity across the organization.
Develop and enforce policies that address personal relationships in professional contexts. These should cover hiring, promotion, assignment allocation, and performance evaluation processes. Require employees to disclose any relationships that might influence workplace decisions. Implement alternative reporting structures when necessary to ensure fair treatment and prevent favoritism at work.
Favoritism at work represents more than an interpersonal challenge. It's a significant business risk that threatens employee retention, engagement, and organizational performance. By implementing transparent criteria, holding leaders accountable, and building equity into your systems, you can create a workplace where success depends on contribution rather than just connection. Your employees—and your bottom line—will thank you.
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