OK, hands up those people who have had a nightmare boss? You’re smiling, aren’t you? Remembering that boss years ago who made your working life miserable, unpleasant and largely disappointing.

OK, next hands up those of you who’ve had a good boss? Still thinking? That’s bad luck because they are out there.

The Australian Financial Review recently showcased some of the best under the heading of ‘Companies Where People Want to Work’. Interestingly small-and medium-sized businesses figured more prominently on the best bosses list.

Sure, biggies like ING Direct, Swiss Re, American Express, Dell Australia and Bain International were give the thumbs up by their employees, but compare the budgets and the opportunities and it’s impressive that any of the smaller companies made it at all.

One of the greatest CEO’s of the twentieth century, Jack Welch of General Electric, used to cut 10% of his staff each year and he reckoned he did it to do his company and those sacked a favour. “They would often thank me,” he says. “They weren’t happy and they needed a push.”

In fact, bad bosses are sometimes in the eye of the beholder. You see, it’s human nature to remember the bad, and not the good. It’s our way of making sure that we learn from our mistakes. But should you ever become a boss, remembering what you liked about your ‘good boss’ is what will make you an even better one.

The power and the passion
According to Hewitt Associates, who run the Best Employer Awards in Australia and New Zealand annually, one of the distinguishing features of the winners of those awards are the much lower rates of employee turnover and higher retention rates.

Typically, the best employers show an average voluntary turnover of 11.4%, compared with 15% at other companies. This can only mean one thing – happy and content employees.
Good bosses understand the vital ingredient in the execution of their business strategy is the passion and commitment of their people.

Highly effective leaders in these organisations work hard to connect employees to the business through effective communication, offer employees challenges and growth through their day-to-day work and future opportunities and build a differentiated high-performance culture that harnesses the power and passion of employees.

The study also showed that there is a widening gap for organisations who deliver on the promises made to their employees. Of the Hewitt Best Employer organisations, more than 70% of employees feel their company delivers on its promises compared to more than 40% for other organisations.

So what are the best ways to retain good workers? Certainly one way is to play by the rules. Government regulations set out strict guidelines on the responsibilities an employer has towards their employees.

Running a tight ship
According to the law and specifically the Occupational Health and Safety Act employers need to provide a safe working environment for their staff. While this will vary depending on your business, there are certain rules that all bosses need to abide by.

Here are some of the more obvious, and perhaps less known rules:
o Review risk assessments and control measures
o Provide instruction, training and information
o Provide supervision
o Provide and maintain personal protective equipment
o Obtain information
o Provide for emergencies
o Provide amenities
o Maintain amenities and accommodation
o Provide first aid facilities.

A good boss must be able to negotiate with staff. One of the most common mistakes employers make is to assume that everyone is motivated by more money.

Misunderstandings occur when we assume that everyone is motivated by the same things we are. When someone offers us more money when what we really value is flexible time, the result is still dissatisfaction.

It’s important to understand that different people are motivated by different things. So a good boss finds out what motivates them rather than offers what motivates you.

Reaffirm your commitment to the relationship and understand the phase of life an employee is going through. Are they looking for promotion? Or do they want to plateau for a while to give more time to their family?

Who’s the boss?
Here are some important questions for a boss to consider:
o When was the last time you rewarded staff with time off when you saw them working long hours to complete a project?
o When did you last write a personal thank-you note letting staff know how appreciative you are for them completing a task on time and within budget? Reward your staff when they excel.
o Have you taken time out to have lunch with staff – not necessarily taking them to the best restaurant in town but spending time with them so you get to know them a little better? This could be used as an opportunity for giving positive, constructive feedback.
o Do you take your staff for granted by not meeting your deadlines and meeting times but expect them to meet theirs? Show strong leadership – remember, a fish rots from the head down.
o Do you have avenues for your employees to vent their frustrations — regular meetings with their managers; suggestion boxes; etc? Can they freely give feedback without feeling that their job could be in jeopardy?
o Are the conditions your employees work under satisfactory?
o Do you take the time to enter your business in awards so your employees can share in the joy of winning?
o Are you proud of your work and your business and do you openly communicate this to staff? Do you staff only see your serious side?
o Do you give adequate pay increases when the business has financial wins?
o Do you give staff job titles which make them feel proud?
o Do you communicate in a clear and open manner or are you aloof?
o Do your employees know what’s expected of them at all times? Are you business systems sounds so employees know their job and to whom they’re accountable? Have systems in place so staff know what their job is and how it can be done effectively.
o Have you ensured that you have covered off all legislative requirements in respect to occupational health and safety, harassment, discrimination, surveillance, etc?

By Peter Switzer, published on 29/07/2008

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