New Robert Half research finds almost half of Canadian workers feel supported, but director at RH says there's still work to do
If you’re lucky enough to have one of the best bosses in the world, be sure to thank them this week.
Today marks International Boss’ Day and new research from Robert Half reveals how working professionals in Canada feel about their bosses.
Research found that almost half of Canadian workers feel very supported by their bosses when it comes to taking time off for illnesses (51 per cent), taking vacation (49 per cent) and taking time off for personal or family related matters (44 per cent). Bosses also seem to be performing well with their employees for matters like supporting a healthy work/life balance (61 per cent) and encouraging professional development (47 per cent).
Despite the findings, Tara Parry, workplace expert and director at Robert Half emphasizes that employees' relationships with their managers are “just fine”. This "middle of the road" sentiment highlights a complex, evolving dynamic between employees and managers. That’s why she believes in the importance of having a good boss who can understand and relate to their employees’ wellbeing.
“You can be a good boss, but you can very quickly be a bad boss, too,” she says. “That's why it's really important to be mindful of the power and influence that you have.”
Parry asserts that successful management hinges on one critical factor: communication. For either role to function effectively, open and consistent communication is essential. While managers are responsible for supporting their staff, setting clear expectations, and addressing issues before they escalate, employees must also communicate their needs and challenges. When communication breaks down, relationships deteriorate, leading to frustration on both sides.
After all, additional statistics found nearly half (47 per cent) of professionals would consider leaving a job they otherwise enjoy due to a poor relationship with their boss. While this doesn't necessarily mean they don’t currently have bad relationships with their managers, Parry explains, it does indicate the potential impact a poor managerial relationship can have on an employee's decision to stay or leave their place of work.
Mike Shekhtman, senior regional director at RH, outlines a few key strategies managers can implement to drive employee satisfaction. For one, managers should focus on providing strong leadership with empathy and have a clear direction for the company's vision. He attests that good managers who can lead with empathy are crucial, as many people leave their managers rather than the company.
“If you have really strong leadership in place and your leaders can lead with the level of empathy, it can provide really good direction in terms of where the company is going,” he says.
He also suggests getting and combining confidential feedback from employees through surveys to better understand what they are looking for and how the company can pivot to meet the respective needs.
Additionally, he also encourages being creative with recognition and appreciation for employees, even with tighter budgets, emphasizing that regular acknowledgment and gratitude for employees' efforts and contributions is crucial.
Parry notes that while formal recognition programs, such as employee awards or bonuses, are important, informal acknowledgments are equally critical. Simple gestures, like a verbal "good work today" or even a “thank you”, can go a long way in making employees feel appreciated. Parry points out that in hybrid work environments, the importance of recognition is amplified.
"It doesn’t have to be costly to make someone feel valued," she says, suggesting that small actions, like a quick call or a note of appreciation, can also have a big impact.
While communication is central to healthy manager-employee relationships, Parry also underscores the importance of recognizing the inherent power dynamic at play. After all, managers hold significant influence over their teams, and how they wield that power can either empower employees or create a toxic environment.
She encourages managers to use their positions to foster empathy, understanding, and encouragement. At the same time, employees need to feel confident in offering constructive criticism, particularly in structured environments like performance reviews. "If you never tell them, they don't know to change," Parry says, to remind employees the importance of speaking up, but in appropriate and respectful settings.
At the end of the day, she asserts a lack of communication, unrealistic expectations, and a failure to recognize employee contributions can quickly erode the boss-employee bond.
"If you went to work every day and felt like you were battling a brick wall or felt underappreciated and undervalued and yet you're working really hard or don't feel listened to, I would heavily consider moving on,” she says. “This is a day to give pause and think about the influence this person has in your life. Hopefully it's positive, but if it's not, communicate, communicate, communicate.”
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