“We are family”, “family-like work environment”, “family-managed”, ... Statements that are frequently read and heard in job advertisements or when explaining corporate culture – with the aim of conveying a sense of connection and belonging. Yet such wording can quickly become problematic.
The term “family” triggers something. A powerful magic word that instantly and immediately evokes a package of big feelings. Memories, wishes, longings, ... or pain?
The topic of family is not always exclusively positive. For anyone who hasn't had the fortune of growing up in an all-around happy ideal family, the subject can also involve tensions, conflicts, and trauma.
We have a few questions for employers who use the term family to describe their corporate culture:
What role do you assume as an employer in this “family”?
When you invite people into your family through your recruiting – who are you in that case? The loving father, the caring mother, ... whom the employee perhaps never had? Are you aware of the responsibility you are thereby taking on toward this person?
Who are you attracting with the family promise?
People who already have a strong support system within their own families are probably less likely to respond to your offer than those who deeply long for an intact family. In other words, you are offering an emotional substitute to those who are lacking.
Can you keep this promise?
Ideally, a family connection is an indestructible bond of love. An absolute safety net with no conditions attached. Are you prepared to love your employees unconditionally for the rest of their lives?
What happens if you have to let someone go?
A break in the family is a traumatic event, usually preceded by years of conflicts. Deep wounds that never fully heal. Should a workplace hold this kind of significance in one's life?
Corporate Culture ≠ Family Life
Associations with "family" are "security, protection, unconditionality, love". As an employer, you might be able to fulfill the first two aspects – provided you guarantee your employees lifelong affiliation with your company. "Unconditionality" gets a bit trickier, as you rightly expect something in return from your employees (psychological contract!). And love? Probably only in exceptional cases.
As you can see, we have more questions than answers, and we strongly doubt that the family context holds up when it comes to working relationships. Belonging, being there for one another, and a values-oriented corporate culture must also be possible without invoking the double-edged sword of the family ideal.
How you can still define strong working relationships and foster team cohesion:
