My Manager
My Manager

People Managers Matter

7 in 10 employees leave because of their manager - not the company. Strong manager relationships boost engagement, reduce turnover and drive growth
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JMW Solicitors LLP

Staff were given a £500 bonus at Christmas, and in June, they were given an extra week's pay. To help with the rising cost of living, staff are offered interest-free loans for transport and supermarket vouchers. The firm pays at least the living wage, rather than the minimum wage.

Senior managers have been designing a line manager training course that incorporates its values and expectations. It provides tips and real-life experience to underpin the learning. All managers are offered a mentor from a different area of the business, level of seniority and length of experience.

JMW's training team delivers task and knowledge-based training. Staff also have unlimited access to webinars, via a training portal, and the chance to attend external courses. During the past 18 months, the firm has signed up eight staff on apprenticeship programmes and developed an in-house trainee development pathway.

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Law

deverellsmith

At monthly “feed the 50(00) events”, one team has to cook for the rest of the office. The events give staff the opportunity to interact with others during a long lunch. Updates, business trends, and so on, are discussed at fortnightly barstool meetings. Monday morning “launches” start the week, while 3pm Friday “wraps” end it.

Deverellsmith has an ambassador for sustainability, who volunteers to lead initiatives that ensure the business and its staff have a more positive impact on the environment. He has organised events to promote environmental responsibility, such as tree planting and a beach clean, and is working on waste-management within the company.

Managers have been undertaking a six-month programme based on six core leadership competencies: self-awareness; agility; sales; data; coaching and digital skills. The company has also introduced a “future managers” programme.

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Recruitment

PebblePad

Team building days are conducted periodically. A team gets together in the office to spend time with each other, review their workloads and discuss next steps. The days include a team lunch and provide the chance to learn together and boost team spirit.
PebblePad has a wellness policy offering two days per year for employees to focus on self-care. There is also a 'Wellbeing Workgroup', a team of volunteers from across the business who raise and discuss wellbeing initiatives, including mental health first aiders at work, a wellness policy and raising awareness of World Mental Health Day.
As part of a move by to improve organisational clarity, new staff are given a buddy. The buddy provides discreet, non-judgemental pastoral support and helps them to acclimatise to the new environment. For the rest of the team, quarterly "all-hands-on" reviews bring the opportunity for senior leaders and team members to ask questions.
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Technology

Gazelle Global Consulting

Restructuring at Gazelle has lead it to conduct surveys among staff with the aim of improving ways of working. Employees were also asked to take part in shaping the company values. Monthly updates help to create transparency and clarity.
Regular training meetings with the learning and development department keep managers up to speed with what is expected of them. One-to-one sessions and performance reviews also help to boost their skills.
Opportunities for staff to grow and develop new skills provide the foundation for better employee experiences, the company believes. It supports this ethos by creating a management culture that fosters communication and training. Managers are encouraged to ask staff if they need help.
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Recruitment

Torchbox

The company launched its first Torchbox academy for entry-level roles. It aims to appeal to candidates from diverse backgrounds and encourage people to apply regardless of their backgrounds by using a CV-less approach. Information about this approach was posted in a wide variety of places to target a larger pool of candidates.
Lattice, a performance-management system, provides a framework and the tools to guide managers in how to work in a positive and consistent way with their teams. A learning library comes with each tool, providing tips and resources. The new head of human resources is tasked with reviewing the management structure and ensuring clarity within roles.
Torchbox increased its annual leave allowance this year and introduced flexible bank holidays to allow people more control over their work-life balance. It has also introduced a holiday buy-and-sell scheme to give people with different lifestyles the time away from work that they need.
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Marketing & Media Agencies

SUEZ recycling and recovery UK

Working with the Golden Tree community interest company, a "Managers’ Guide to Supporting Wellness" was produced. It gives advice on how to spot someone displaying signs of poor wellbeing, along with how to start what may be a difficult conversation and how to show understanding and provide support.
SUEZ published an online learning catalogue this year. It provides information about the different types of learning available to everyone, by role and grade. The catalogue helps to support conversations about personal development plans and contains opportunities to help staff develop in their current role or progress to the next level.
When it realised some staff were struggling financially, the company introduced an innovative savings scheme. New joiners are automatically enrolled, making payroll saving the default option. They can opt out, but the company expects at least 22% to become regular savers, rather than the 3% before the scheme started.
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Utilities

Socitm Advisory

Days to build physical and mental wellbeing through outdoor activities are hosted at the Socitm Woodland. A Strava club encourages people to be active and there is a book club to encourage more cerebral activity. Lunch and learn sessions cover a variety of topics, including menopause support and managing during the cost-of-living crisis.
Last year, a leadership development programme was launched. It is designed to support the management team and develop them into future leaders of the business. The programme is written and delivered by leaders and blends online learning with workshops. Internal and external mentorship will support participants.
The virtual kitchen has proved popular since it was launched. It gives all staff a place to drop in, hang out and build team morale. Daily huddles and weekly retrospectives have been introduced throughout the business to ensure good communication and information sharing.
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Consultancy

RootWave

Being outdoors is proving a great way to get everyone together, encouraging staff to try something new and learn more about each other. This has included rounders matches, BBQs and even meditation in bell tents, getting everyone relaxed and focused ahead of employee engagement sessions.
A leadership development programme is being trialled by the leadership team and senior managers before it's rolled out across the business. It's bite-sized and focused on learning through reflection, implementing best practice and discussing key leadership and management topics.
Employees are in control of their personal development. They set the level of support they feel they need from their manager and own their career development conversations. Managers are there to clarify goals and coach employees to be successful in their roles.
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Construction & Engineering

QMS International

Staff are recognised for a job well done, whether that’s a simple ‘thank you’ on internal social platforms or a prize for completing a project or reaching a key milestone. A formal reward system now lets employees give tax-free money or gifts to their colleagues for demonstrating the company’s values.
Apprenticeships have been introduced to upskill existing staff and attract new ones. Managers are encouraged to take one in team leadership and are offered one-to-one coaching with an external consultant. They have the chance to share challenges and successes with other managers in special meetings every couple of months.
Recruits are welcomed to the company as part of a small group. Knowing somebody from day one can help them settle in, and they can support each other through the initial compulsory training courses. New employees also get to meet colleagues in each department so they understand how work flows from start to end.
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Consultancy

MCG Group

The MCG Group introduced 2 new monthly newsletters. The first from the CEO "A note from Colm", sharing people highlights, updates and sector performance plus initiatives it is driving that link to its overall vision, purpose, mission and strategy. The second from the COO Grant named "The Central Scoop", updating employees on core Central Services.
Every employee receives an annual appraisal during which they are asked to give feedback on their manager’s performance. In addition, sales staff have quarterly review meetings focused on financials which feed into a defined reporting process which flows directly into sector review meetings and subsequently group board meetings.
All team members have been given reusable face coverings made from upcycled marine litter, as part of the MCG Group's commitment to National Geographic's Planet or Plastic pledge to prevent a billion plastic items from reaching the ocean. Even the logos on the masks use ink from recycled cartridges.
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Recruitment

Loch Lomond and The Trossachs National Park

Senior leaders are passionate about what they do and inspire and support staff to improve continually. They demonstrate that wellbeing matters and show that they care about staff and not just about getting the job done. They are always available to chat.
The authority ensures employees have monthly one-to-one sessions with their managers. This time is used as a chance for staff to talk to their manager and make sure their workloads are manageable.
All staff have been involved in designing a hybrid model by completing a survey, having team discussions and giving feedback. The first trial has been completed and sessions have been set up to discover how it is working and what suggestions staff have to make changes to it.
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Not For Profit Body's

Leathwaite

With charitable work at the heart of the firm, Leathwaite continue to host a range of charitable and community initiatives such as the firm's 'Going the Distance' initiative and 'Run in the Dark" event held in November, to raise funds and awareness for their charity partner, Hope and Homes for Children.
As part of the firms annual appraisal sessions, employees are given the opportunity to discuss their development needs in great detail with their managers and what would be most appropriate in order for them to reach their next level of growth. All employees are also provided with access to a range of training materials.
Leathwaite's "Future Leaders" programme is aimed at those believed to have the potential to be future leaders of the business, working directly with the chair and current senior leaders to develop and articulate their leadership philosophy. Keen to place more of a focus on managerial development, the organisation is redefining its programme of training.
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Recruitment

Kent Union

A bespoke management-development programme includes eight one-day modules covering topics such as performance management, leadership, recruitment, self-understanding and customer service.
Waterless urinals have been installed in the student nightclub and taps that provide instant boiling or chilled water are used in some of the union's premises. Waste paper is donated to the nursery. It has hosted 'Go Green' days, and a farmers' market-style event, where local markets are invited to encourage students to shop locally.
The union aims to support women within the organisation. It will make senior leaders accountable for addressing the barrier to women’s progression, encourage them to role-model inclusive behaviour, promote the fact that part-time working and job-sharing is available and train line managers on how to provide feedback and support those with high potential.
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Education & Training

Creaseys

The Creaseys' team chose the Good Neighbour Project as its charity partner. The project supports vulnerable and isolated people in its community. As part of this, the firm organised an afternoon tea for the charity's clients and their befrienders, and donated money it would have spent on a Christmas tree to the charity.
Best practice and the best approach to team development is discussed in bi-weekly team leader meetings facilitated by the People Department. Managers can ask for specific support from their peers on how to tackle specific issues within their own groups as well as attend training workshops specific topics.
Maintaining a healthy work/life balance is of paramount importance to Creaseys. The firm insist that every team member has a wellbeing objective to ensure a work/life balance that’s right for them, and the wellbeing team have organised various activities for the team, from breakfast treats to yoga classes and a bring-your-dog-to-work day.
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Accountancy

Charlton Morris

Staff who achieve set targets and champion Charlton Morris's values are being jetted off to Marrakech on an all-expenses-paid trip this year. The company says the incentive of an annual trip encourages a collaborative and high-performing environment in which everyone has the chance to be recognised because the reward is based on more than revenue.
The company has raised £12,000 for the Ella Dawson Foundation, a charity that supports young adults with cancer and which was nominated by a staff member. Each department was set a target and ran fund-raising events, including taking part in the Yorkshire Three Peaks challenge, for the charity.
New managers are promoted twice yearly, when they undertake an online management essentials training course. It develops their people-management skills. The company is also integrating LinkedIn Learning into manager development. Directors lead commercially focused training with new managers to enable them to create high-performing teams.
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Recruitment

MadeBrave

Managers have access to a toolkit that helps them to have effective one-to-one meetings, set well-formed goals in their teams, share and manage expectations and give good feedback. They also have wellbeing training, so they can support staff, understand their own limitations and know when to make a referral.
Thanks to its "work from anywhere" policy, MadeBrave estimates its CO2 emissions will be reduced by 73%. It also offers a cycle-to-work scheme. Most of the paper used for print work comes from mills run on renewable energy and the print shops it works with are carbon neutral.
MadeBrave runs team away-days, such as a trip to Copenhagen and a Find Your Brave Weekend, quarterly immersion weeks and team-building activities, along with other opportunities to mingle and have fun. This year, an external provider has been brought in to stage events to help to keep staff connected and engaged.
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Marketing & Media Agencies

Leap29

Every employee is offered a formal training plan upon joining the company, tailored specifically to their career aspirations. This plan, along with a dedicated 1-2-1 mentor, provides them with the right tools and opportunities to progress. Every staff member can attend ‘Wednesday Workshops’, covering everything from new skills to looking after their mental health.
All managers are given an experienced mentor within the business to help and offer guidance. Along with this internal support network, managers and future managers are given access to a Leadership training program. This includes personality-based training where their natural skills are utilised to improve their leadership.
A culture where a healthy work/life balance is strongly promoted is in place at Leap29, and employees are encouraged to take advantage of flexitime, early finishes on Fridays, additional holidays, and regular breaks. Routine check-in calls with managers and the HR team take place to ensure no-one is feeling overloaded.
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Recruitment

Nippon Electric Glass (NEG)

Nippon actively promotes fundraising through its internal Wellness Team. Each year, colleagues are given the opportunity to nominate a 'Charity of the Year', which in 2022 is Wigan and Leigh Hospice. Plans for fundraising events, such as raffles and dress-down Fridays, are underway. The business makes its own contribution at the end of the year.
Managers receive a variety of support to help them in their roles, which can include sponsorship for further education, mentoring programmes, job shadowing, secondments and coaching from both their own line managers and recognised coaches.
To help with succession planning and knowledge gaps within the business, NEG has recently introduced an internship programme, extended the number of apprenticeships it has available and sourced market experts into newly created roles. It’s also introduced internal and accredited leadership programmes and used knowledge sessions to strengthen employees’ understanding of glass.
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Manufacturing

ClickThrough Marketing

Following the success of an additional ‘wellbeing day’ gifted to all employees last year in lieu of activities that would normally be held in the office, the company is repeating the initiative. This sees all employees get an extra days’ leave to use as they wish – everything from nail appointments to long walks.
All people managers attend an internal 'Leading the Way' programme that consists of four key modules covering ‘An introduction to Leadership’, ‘Leader as a Coach’, ‘Leading Performance’, and ‘Leading the Team’. In addition, all managers are offered one-to-one personal training and support whenever needed in their roles.
Working with volunteering provider, OnHand, all employees can spend time volunteering – from planting trees to helping vulnerable people. A commitment to buying locally to support its community sees ClickThrough-Marketing source products from nearby suppliers, including Fair Trade coffee and plants for the office.
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Business Services

Millennium Support

Two of the most popular support groups on the wellness portal of the MyMillennium app are Millie Let's Get Healthy and Millie Mind Matters. The company also has an employee assistance programme and provides other wellbeing initiatives, such as a cycle-to-work scheme and yoga sessions.
Talent programmes are populated through bi-annual reviews. Everyone has a regular one-to-one "developing talent" discussion. Those who are identified as having potential for more senior roles are put forward for fast-track talent programmes that consist of six workshops, coaching and a business project. The learning content is available to all staff.
Managers discuss results of surveys with their teams. The combination of these listening groups and the survey results enables them to create an action plan that is specific to their teams. It has led to managers thinking differently about how and when they hold team meetings, how they communicate and about team-building events.
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Health & Social Care

Revere

As part of its CSR programme, the company encourages its team to fundraise or volunteer for charities close to their hearts – and contributes an extra 50% of the total raised by any team member, up to £250 per year. Employees can also support local initiatives, with one fully paid volunteering day a year.
Regular team and all-company social events are designed to encourage communication and interaction. From a Henley Festival summer party through to go-karting, the events have been popular, helping colleagues form valuable working relationships. To further encourage interaction, employees are invited to share their personal updates, news, and views in a dedicated Teams channel.
Revere has built two separate management programmes - one for more junior managers called Boost Leap, and another for more senior managers called Boost Elevate. These bespoke programmes were designed following feedback gathered from the managers, and focuses on consistent process and best practice when it comes to recruitment, new starters and onboarding.
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Marketing & Media Agencies

Mindful Chef

Each quarter the company runs a Mindful Chef Champions reward programme that encourages staff to nominate colleagues whom they feel have best displayed one or more of the three values — mindful, personal and unafraid. Prizes vary, but the most recent was a meal for two at a fine-dining restaurant.
Staff survey results revealed a gap when it came to team building. As a result Mindful Chef ran a range of events in the office, such as cooking masterclasses, speed dating and games nights, all of which have gone down well with staff.
The company launched its first management training programme, using an external consultant. It consisted of three 90-minute interactive workshops for managers at all levels of the company.
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Food & Drink

LifeSkills Solutions

External education consultants visit every centre twice a year to train and advise staff. The company also uses a Business Coaching Programme to give its managers foundational skills in coaching and mentoring. It also invests in teaching qualifications for trainee teachers and provides Growth Mindset Training to foster resilience.
All Managers receive support through regular phone calls and through zoom online meetings by their line managers/senior management for their roles, workload and for mental wellbeing. This works effectively for coaching and mentoring as well on regular basis to solve any issues and to keep all managers engaged for supporting staff companywide.
LifeSkills have contributed to many of the good causes where funds have been raised, for example one staff member completed a 3-peaks challenge raising over £3,000, whilst others have participated in fundraisers for a Refuge charity to support women and children who have faced abuse and domestic violence, as well as donating items to Ukraine.
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Education & Training

One Beyond

An anonymous suggestion box allows staff to voice their opinions freely, without having to talk to someone. The company receives feedback from it every two weeks. A survey on employee satisfaction revealed that staff were missing the social aspect of working in the office. The company responded by giving staff £30 to buy a webcam.
DCSL's chosen charity is the Phyllis Tuckwell Hospice, in Farnham, Surrey, near the company's HQ. All of its charity events raise funds for the hospice, along with donations that are made for every Best Companies survey completed.
The company's Ella – 100 Days programme was developed for a customer, but DCSL liked it so much it decided to use it. It is a digital leadership development programme that provides the inspiration and practical tools needed to succeed in the first 100 days in a new management role.
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Technology

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