When it comes to recruiting and retaining employees, bad bosses are many companies’ biggest obstacle. Another problem: Bad bosses often don’t realize what they’re doing.

It all comes down to respect. When managers respect employees, employees will respect managers. And that creates a productive workforce that will stick around.

Here are the most common ways bosses unconsciously sabotage that mutual respect — and how HR can help them change:

1. Blaming others instead of taking responsibility

It’s obviously trouble for a supervisor to blame a subordinate when something goes wrong instead of taking the fall. But some managers get around that by pointing the finger at other departments, suppliers or higher-ups. And that can look just as bad to employees.

2. Refusing to make timely decisions

Managers never want to take action hastily. But some bosses think they appear thoughtful and deliberate, while staffers just see them as hesitant and wishy-washy.

Employees want leaders who take action, not bosses who drag their feet.

3. Being untrustworthy

Managers can’t keep everything employees tell them confidential (for example, if there’s a harassment case involved). But especially these days, staffers might come to bosses with sensitive topics, such as personal financial woes.

Once a manager relays those discussions to a colleague, you can bet word will get around — and the boss could permanently lose every staffer’s trust. It’s up to the supervisor to know what’s to be kept under wraps.

4.Accepting free passes

If there’s one thing employees hate, it’s double standards. For example, when they screw up, there are consequences — but too often, when bosses make mistakes, nothing happens.

Not that it’s anyone’s businesses what goes on in someone else’s personnel file. But when managers drop the ball, they need to make it clear to subordinates that they aren’t getting a free pass just because they’re higher up in the organization.

5. Hogging credit

Too many managers rely on scheduled events to tell staffers how much they appreciate their efforts. But to truly share the credit, bosses need to make it a point to talk frequently about employees’ accomplishments, both in public and one-on-one with the employee.

One or none, according to most managers. One-fifth said they throw resumes away after spotting a single mistake, according to a survey by temp agency Accountempts. Another 28% said two typos would cost applicants an interview.

So there are plenty of sticklers out there, but surprisingly, 19% of supervisors said they’d still consider a resume with four or more errors.

The survey also revealed some of the most common mistakes employers see, such as:

• “Dear sir or madman”
• “I’m attacking my resume for you to review,” and
• “Following is a grief overview of my skills.”

Where do you stand on spelling and grammar mistakes? How many do you have to see before dropping a resume in the trash can?

Let us know in the comments section below.

Managers only hire the right person about half the time, say Geoff Smart and Andy Street in their book WHO: Solve Your #1 Problem.

The good news: They say many bad decisions can be avoided.

While no manager will get it right every time, here’s a four-step process Smart and Street believe will lead to better hiring choices:

1. Prepare – Before filling a position, managers should write a scorecard with specific skills the position needs. Having all the needed qualifications organized beforehand will help keep everyone involved in the process on the same page.
2. Always look – Keeping an eye out for talent isn’t something to do only when there’s a job to fill. The authors say the search for potential employees should always be on a manager’s mind. That’s where good networking skills come into play.
3. Interview – Smart and Street recommend a four-step interview process, beginning with a quick phone screen, moving to an in-person screen and a final round with the primary decision maker, and ending with in-depth reference checks.
4. Personalize the sale – Convincing candidates the job is right for them requires some knowledge about the person. When managers try to make the sale, they should be aware of the candidate’s family needs, long-term goals, etc., and structure the offer accordingly.