Managing people is a key part of any small business – but it can be one of the most difficult aspects of the job. We put your questions to our experts!

Jacob Aldridge, International Business Coach, Como Business Coaching, Brisbane, says:

Ultimately, salaries are paid by clients, and every electrical business needs to track the dollar productivity of their team and understand the actual capacity of each team member to generate revenue.

Your crew aren’t entitled to a pay rise if they aren’t bringing in more value to the business. For many team members, that will match annual price rises – when the company puts prices up by 3%, the value a team member delivers is 3% higher, and they have earned a 3% pay rise.

Some team members will deliver a lot more value, for example by fitting in more jobs or achieving more upsells, and it’s reasonable for them to ask for their share of the work delivered. If the owner or manager can’t communicate those figures, however, then salaries become an emotional topic and good team members can leave because they feel disrespected.

I worked with one company where we communicated no pay rises at all. This wasn’t because the company was teetering on a cash-flow crisis, it was because every single team member was underperforming financially. But doing that exercise, and then working with each individual on their own barriers to billing, meant the following year the company averaged 20% pay rises across the board, with one top performer receiving a 30% bump in salary.

Now if a team member asks for a pay rise or tries to demand more money with a competing offer, the business owner can look at productivity figures and agree or decline. More importantly, each team member can now see their productivity figures and use that to request a pay rise – or realise they haven’t done enough to earn one.

An employee has asked for leave at a really busy time. Can I turn it down?

Dr Tanya Finnie, Global Cultural Strategist and Director at Redhead Communications, says:

Yes, you can refuse leave, but only under certain conditions, and you need to tread carefully.

Under Australia’s Fair Work Act, employees can request annual leave, but employers can refuse if the refusal is “reasonable”. What counts as reasonable? Things like a critical workload, other staff already being on leave, or a major project hitting a deadline. You must genuinely consider the request and clearly explain your reasoning if you are declining it.

A flat-out “no” with no justification won’t cut it, and could land you in trouble, particularly if the refusal appears unfair or discriminatory.

That said, timing and communication matter. If the leave was requested well in advance, and the employee followed the correct process, it’s best practice to try to find a compromise. Perhaps negotiating slightly different dates or staggering tasks to accommodate them. A healthy workplace culture respects work-life balance, and repeatedly denying leave, even during peak times, can lead to burnout, resentment, or staff turnover.

Also, consider any underlying issues. Is this employee a primary carer? Is the leave connected to religious or cultural obligations? If so, declining the request could breach discrimination laws.

In short: Yes, you may be able to say no, but do it thoughtfully, with documented reasoning, and explore alternatives first. It’s about balancing operational needs with empathy and legal obligations. Managers who show flexibility, even during crunch times, build trust and loyalty, which ultimately benefits the whole team.

Key takeaway: Only turn down leave if it’s truly unreasonable to approve it, and always offer a clear, fair explanation. Document your decision and approach the conversation with cultural sensitivity and emotional intelligence. You’ll avoid legal risk and foster a workplace people actually want to stay in. A team culture built on trust and open communication makes tricky conversations like this less common, and far easier to navigate when they do arise.

What are some cost-effective team-building strategies I can use in my business?

Eve Nelson, Managing Director, Red Bridge HR, says:

You don’t need to book fancy retreats or splash cash to build a strong team. Some of the best team-building strategies are simple, practical and don’t cost a cent – just a bit of time, creativity, consistency and heart.

Start with toolbox talks that go beyond safety. Rotate who leads them and encourage team members to share insights, how-tos or a recent challenge they overcame.

They are also a great time to celebrate the wins, no matter how big or small. And a great way to build confidence, share knowledge and strengthen communication on-site.

Try a skills swap during quieter periods.. It’s practical, builds respect between trades and lifts the whole team’s capability.

Healthy competition works wonders too. Run safety or quality challenges and reward small wins. Think early knock-off days or picking the next team lunch.

It’s about fun, not pressure.

Mentorship doesn’t need a formal structure. Pairing experienced tradies with younger crew creates natural learning and camaraderie. It also helps new starters feel supported and stick around longer.

And never underestimate the power of sharing a feed. Try a monthly BBQ, sausage sizzle or shout lunch after a big job. Food breaks down barriers and gets people talking.

Finally, give your team a say in how things run. Ask for their input on start times, tool choices, or how to make jobs flow better. When tradies feel heard, they’re more likely to lean in and back each other.

Team building isn’t about big gestures.

It’s about small, regular moments that build trust, respect and connection.

Keep it simple. Keep it real. That’s how great trade teams are built.

Is software useful for managing people or does it take the human element out of HR?

Karla Orth, Owner, Scope & Sequence Consulting, says:

Software can be a game-changer for tradie businesses, but it works best as a tool to support people, not replace them. Running a business isn’t just about ticking boxes – it’s about working with people, and technology can’t fully replicate that.

How can software benefit a tradie business?

Tradies are busy enough without drowning in admin. HR software streamlines payroll, rostering, leave management, and compliance, cutting down on paperwork and errors. Business owners easily waste hours chasing timesheets – something that an HR system can automate in seconds. It also sends reminders for licence renewals, keeping compliance stress-free.

How can software complement the human aspect?

Have you ever had to chase a last-minute sick leave request or mediate a team issue? That’s where the human side of HR matters. Software handles repetitive tasks, but coaching, conflict resolution, and engagement need a personal touch. Instead of replacing people, software frees up time for real conversations and team building. It also improves communication, keeping everyone in the loop.

Tips for using HR software effectively:

1. Pick the right software. Choose a system that fits your needs, like payroll, scheduling, or compliance.

2. Educate your team. Ensure everyone knows how to use it so it actually saves time.

3. Keep the human touch. Use automation for efficiency but maintain personal check-ins.

4. Use data wisely. Leverage reports on attendance and performance to make better decisions.

HR software lightens the load, but let’s be real – people make a business thrive. The best approach is using tech for admin while keeping leadership personal.

What employee benefits should I think about introducing into my business? 

Ashlea Roach, Founder and Managing Director at People Co, says:

When considering employee benefits for your business, it’s important to focus on what will genuinely enhance employee wellbeing, engagement, and experience at work. Gone are the days when a generic benefits offering was enough to attract and retain top talent. Today’s employees are looking for flexibility, personalisation, and support that aligns with their lives both inside and outside of work.

Start with the basics. Ensure your policies around leave, superannuation and workplace flexibility are competitive. These foundational benefits signal to employees that their financial and personal needs are prioritised.

Consider flexibility. This isn’t just about remote work! That’s not an option for many professions, but consider what flexibility you can provide. Things like hybrid models, flexible hours and working patterns, and generous parental leave options are becoming standard in many industries. These demonstrate trust in employees and provide them with greater autonomy to balance work and life in a way that works for them.

Invest in professional development. Opportunities for growth and skill-building — such as technical training programs, leadership coaching, or education allowances — are often highly valued. These not only benefit employees but also support your business growth by building internal capability.

Don’t forget wellbeing. Benefits such as employee assistance programs (EAPs), wellness allowances, or mental health days go a long way in showing your commitment to your team’s holistic wellbeing. These can also help reduce burnout and improve retention.

And of course, ask your people. Conduct surveys or have conversations to understand what your employees actually value. You don’t have to deliver on every request from them, but engaging them in the process tells them you care about them as individuals, and it ensures that anything you do implement will be valued and have maximum impact for your team.

A thoughtful approach to employee benefits isn’t just good for your people — it’s good for business. By investing in your team, you’re fostering a culture that attracts and retains top talent, driving stronger business performance.