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- Should things look like a match, we will reach out…
- …unfortunately, we have chosen to move forward with other candidates whom we feel best fit our needs…
- This position has been filled.
- …if your qualifications are commensurate with the posting requirements, we will contact you.
- …you will not be among the finalists…
- …your application will not be considered further…
- …we have decided to move forward in a different direction and will not be offering you employment with [company name]
Organizations have one principal, overarching, and ethical responsibility: to treat stakeholders well. This includes employees, clients, shareholders, and community members. In the spirit of creating organizations that are worthy of human habitation, organizations have several ways to make this happen through leadership and organization development, organizational metrics, recruiting and selecting, training and development, and incentives, to name just a few.
To run organizations humanely, compassion should be interwoven in the aforementioned and other organizational initiatives. Compassion has two parts: (a) understanding others’ unpleasant emotional, cognitive, and physical states, and (b) desiring to diminish, mitigate, or, when possible, eliminate unnecessary adversity which lead to unpleasant states (Atkins & Parker, 2012). Atkins and Parker empirically linked compassion linked with several favorable individual- and organizational-level outcomes, including healing, relationship quality, relational resources (e.g., trust, value, respect), and interconnectedness. When we adopt an it’s-not-personal-it’s-just-business attitude toward others, it removes the humanity from organizations and excuses its members from feeling for and, when possible, appropriately responding to others’ difficulties. Compassion, sympathy, and empathy in organizational work may be ways to counteract tendencies to be transactional rather than transformational in our relationships.
As you inventory your personal tasks and responsibilities as well as those within the group of which you are a part or lead, aim to align your practices on the side of compassion. This does not mean that you will meet every need for every person all the time. Rather, it means that you will instill in yourself and others a culture of compassion, where you proactively anticipate and rise to meet the needs of others. Your increased efforts will have multiplicative effects both within and outside the organization.
Atkins, P. W. B., & Parker, S. K. (2012). Understanding individual compassion in organizations: The role of appraisals and psychological flexibility. Academy of Management Review, 37(4), 524–546. doi:10.5465/amr.2010.0490
Dhiman, S. K. (2007). Running successful organizations humanly: Lessons from the trenches. Journal of Global Business Issues, 1(1), 53–58.
Wheatley, M. (2006). Leadership and the New Science: Discovering Order in a Chaotic World. San Francisco, CA: Berrett-Koehler.