Bol­ster­ing peo­ple

Finweek English Edition - - BUSINESSTRENDS CALL CENTRES - JO­HANN VAN ZYL jo­hannv@finweek.co.za

NUR­TURE YOUR PEO­PLE and there’s ev­ery chance your com­pany will move con­sid­er­ably up the rank­ings of good cor­po­rate gov­er­nance. A new Fitch Rat­ings sur­vey re­ports South Africa’s cor­po­rate gov­er­nance prac­tices have im­proved ap­pre­cia­bly over re­cent years, mak­ing the coun­try rea­son­ably ma­ture com­pared with most de­vel­op­ing mar­kets. But there’s still a great deal of room for im­prove­ment when com­pared with de­vel­oped coun­tries.

For Sa­man­tha Crous, GM of the CRF In­sti­tute, who is re­spon­si­ble for the an­nual grad­ing of Best Em­ploy­ers SA, it’s im­por­tant to im­prove your en­ter­prise’s cor­po­rate gov­er­nance through good fi­nan­cial man­age­ment but it’s es­pe­cially im­por­tant to keep your staff happy – and the pos­i­tive re­sults, which in­clude greater pro­duc­tiv­ity, will be dis­cernible. “Com­pa­nies with good peo­ple man­age­ment have a clear ad­van­tage over oth­ers.”

Crous says good peo­ple man­age­ment strength­ens the lead­er­ship brand and the com­pany’s rep­u­ta­tion.

Steve Tobak, a man­age­ment ex­pert on www.bnet.com, says few bosses are aware they’re bad bosses or may be the prob­lem them­selves. There are few re­ally good bosses, he says, but bosses can go far when they res­o­lutely strive to in­spire and mo­ti­vate their staff. This can be achieved by, in­ter alia, pay­ing peo­ple what they’re worth and not see­ing what you can get away with. “Also re­mem­ber em­ploy­ees learn from those gen­er­ous enough to share their ex­pe­ri­ences and in­sights.”

Tobak reck­ons bosses should also have the courage to be straight with their staff. “Good bosses also ease the bur­den of em­ployee man­age­ment by giv­ing man­agers what they need to do their work.”

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