Professional Counselor Associate Ryan Joseph Kopyar, LMHCA, RCC, CPT & CSN is an acclaimed Emotional Intelligence and Mental Health Expert and International Keynote Speaker. A transformational figure in the fields of psychology and personal development, Kopyar is also  author of  “Unlock The Power of Your Mind: How to Change Your Life by Changing Your Thoughts” and “Big Boys Do Cry: A Man’s Guide to Navigating Emotions and Showing Up More Vulnerable in Relationships.” Connect with Kopyar online at ryankopyarholistichealing.com.

The employee-employer relationship is one that almost every human being has engaged in at some point in their life. Today, approximately 161 million Americans are employed and actively engaged in this relationship.

For many decades, there was, generally speaking, mutual respect in the relationship. Employers valued employees by compensating them with fair pay, affordable healthcare benefits, stable employment and opportunities for ‘moving up the corporate ladder.’ Employees reciprocated this generosity from their employer with being consistently hard working and providing many years of loyal service to their company.

However, in the aftermath of the devastating effects that the COVID-19 pandemic had on the economy, shifts have occurred in the narrative of the employee-employer relationship. Employers have faced a myriad of obstacles and turbulent economic conditions which have caused some businesses to drown themselves — ultimately leading the company to go out of business.

Other businesses are managing to ‘hold on to the side of the ship’ and are trying to figure out how to strike a healthy balance of employee satisfaction and company profits.

To add even more complexity to the mix, some employers are urgently working to fill gaps of uniquely skilled employees, while other employers are ‘right sizing’ their staffing needs as business has cooled off post-Covid.

The U.S. Bureau of Labor and Statistics projects highest demand within the healthcare industry, as well as in the technology space. With the incredible demand for labor in these industries, many businesses find themselves short-staffed and pulling every lever they can to drive more potential employees to their company. For other employers, stubbornly high rates of inflation, rising wages, along with elevated fuel and raw materials supply costs, have left businesses trying to figure out how to maximize production and minimize wasteful spending more than ever before.

In either case, businesses today are being squeezed from all angles when it comes to maintaining profitability and continued expansion. Unfortunately, this has led to a tremendous amount of pressure on employees to over-perform in their roles, or take on multiple roles that go beyond that which was explained to them during the initial hiring process, prompting the conversation relative to the employee-employer around “acting your wage.” In simple terms, “acting your wage” means that an employee is providing a level of service to their employer that is commensurate with their pay and mutually agreed upon work duties and responsibilities.

Of course, there are cases where an employee may not be “acting their wage,” in the sense of underperforming in their job. This has likely been the case for hundreds, if not thousands, of years and it is reasonable to assume this will, in some way, stay the case for many years to come. However, in the current economic conditions, the scales are tipping far more toward the employees being pushed to perform “above their wage” and to do far more than what they are paid to do.

This can lead to employee burnout, resulting in decreased levels of performance, employee disengagement and overall job dissatisfaction. Employee burnout leads to the adoption of unhealthy coping mechanisms, which can be deleterious to the mental, emotional and physical health of the employee. None of the aforementioned effects are healthy for the employer’s bottom line. In fact, the Centers for Disease Control and Prevention (CDC) reports that productivity losses linked to absenteeism cost employers $225.8 billion annually in the United States. Suffice it to say, it is important to re-examine the employee-employer relationship and bring into focus what it means to “act your wage.”

As with any relationship, healthy and effective communication is the key to the longevity and fruitfulness of the relationship. Therefore, it is imperative for employers and employees to maintain open lines of communication.

This conversation within the employee-employer relationship starts from the very first interview. It is imperative for both the employee and the employer to have a mutually clear understanding regarding job duties, company expectations and culture, employee compensation and other employee benefits.

The employee and employer having upfront and straightforward dialogue during the interview process and prior to the employee officially being hired, mitigates confusion and being ‘over sold’ a job and also sets clear boundaries on what is and is not to be expected during the employment relationship.

If at any point during the employee’s employment, the employer requires an employee to fulfill more than one role, this dialogue should be re-opened. At that time, employee and employer should discuss both the pros and cons for the company AND the employee. Additionally, this open dialogue should address what increased compensation might look like for the employee, for taking on these new roles and responsibilities.

As stated previously, the issue of employees underperforming and not “acting within their wage” has been around for some time. However, in today’s economic environment, it is far more common to see employees going above and beyond “acting their wage” without receiving appropriate pay or recognition.

This can contribute significantly to individuals feeling undervalued and deciding to leave the employer, leading to poor reports related to job dissatisfaction and making it more difficult for employers to fulfill vital vacant positions, which can stifle company growth.

Moreover, the Society for Human Resource Management (SHRM) reports that the average cost to onboard a new employee is $4,129. Therefore, employers should make every attempt to improve the interview and onboarding process, not only for improving employee satisfaction while on the job, but for mitigating the downside financial liabilities related to failed onboarding attempts.

Improving the Interview Process and Mitigating Shift Shock

It can be argued that overly enthusiastic human resources departments and the competitive nature of today’s economy contribute to what is commonly known as “shift shock.”

“Shift shock” can be defined as the notable and uncomfortable difference between what an employee was explained that the job was going to be during the interview process and what the job actually entails once officially hired and in the role. This is certainly not universally true, or the sole cause of “shift shock.” However, based on my experience as a professional counselor associate, who works closely with individuals struggling with anxiety, overwhelm and depression, job dissatisfaction is almost always on the top of the list for mental health related concerns.

Individuals often report feeling they were “overpromised and under-delivered” in terms of their interview process. This can include not clearly being explained the compensation package or other job-related benefits, inaccurate job descriptions, and overall difference in original job requirements from the initial interview to when the individual actually begins working in the field or at their desk.

In the fierce competition for qualified employees, HR and hiring managers may overstate the benefits or glamourize certain aspects of the job, or even downplay the more difficult aspects to attract potential hires. Unfortunately, newly hired employees may discover that the actual job responsibilities differ significantly from what was discussed during the hiring process. This discrepancy can leave employees feeling jaded, deceived, and as if their time has been wasted. It can also contribute to high levels of turnover for the employer.

I believe it is crucial for both potential employees and employers to engage in open, honest and straightforward dialogues about their expectations regarding various aspects of the job, including performance, compensation, company culture and work-life balance. This transparency can help build trust and foster a better understanding between both parties and drastically cut down on “shift shock.” I&FMM.