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My Manager - How employees feel about and communicate with their direct manager
The quality of direct line management really impacts engagement, after all the latest stats suggest that 7 out of 10 people leave their manager and not their organisation.
Great managers should be selling the direction and vision of the organisation, helping others see how their role impacts the bigger picture, ultimately influencing the factor My Company. Good Managers recognise the importance of growing and developing their people, which means the My Manager factor also has a significant impact on the factor Personal Growth.
When it comes to My Team, great managers build great teams, but world class managers also focus on connecting teams throughout the organisation. Managers can heavily influence the Wellbeing factor by helping to positively restore a work/life balance, managing employee workload and recognising that employees have a life outside of work
Paragon is committed to affordable warmth and has improved insulation and fitted more energy efficient boilers in many properties. This not only reduces resident's fuel bills but also the impact on the environment. All waste paper from offices is recycled and energy meters have been installed to ensure energy is used more efficiently.
The organisation is currently developing extensive leadership and management development programmes which will run throughout 2009. All managers are provided with sound tools such as competency framework, staffing policies, rewards packages, advice and support.
The organisation is pro-active in health and safety practices. This includes personal workstation assessments which look at posture, levels of stress and the work life balance. All managers are trained in their responsibilities and attentiveness in health and safety responsibilities. The Employee Assistance Programmes are available to all staff and their family members and annual health awareness days are held.
Benefits and development opportunities exceed those of similar-sized companies and many staff cite this as one of the main reasons they stay at OPP. Everyone has a personal development plan, agreed with their manager each year and includes a commitment from OPP to support each individual's growth. As part of its people strategy OPP recruits, where possible, internally.
Muntons plc have negotiated reduced membership fees at the local sports and leisure centre which covers gym, swimming and class based activities. They also have a company indoor cricket team which is made up of employees from all sectors of the business. As well as providing occupational health services they also plan to introduce "Bike to Work" and "Wellbeing" initiatives.
Employees are rewarded with a profit-related bonus scheme and 8% was awarded this year. Notices and/or personal letters of thanks are also issued when special achievements or efforts have been made.
An open door policy is in operation. Feedback is given to employees for their hard work and specific processes are set up for sharing successes.
There is a flat management structure. Incentives are given to incorporate team performance and individual contribution. They hold team nights out and monthly wrap ups.
Their general managers and senior field management team undertake a BA (Hons) degree programme in leadership and management. Again this is undertaken at work.
The majority of their management team have been promoted from crew members. They have structured career paths and training programmes which enable individuals to progress through from the Crew Development Programme to the Management Development Programme.
They believe their senior leaders should be highly visible and should communicate in a personable way. The breadth of channels and methods of engagement speaks volumes. Their range of engagement tools includes executive lunches, coffee mornings, divisional briefings, specific intranet sites, e-zines, podcasts, webcasts, branch TV broadcasts, DVDs such as Scottish Widows Our Story, Lloyds TSB radio recordings which employees can dial into via telephone..
They believe their senior leaders should be highly visible and should communicate in a personable way. The breadth of channels and methods of engagement speaks volumes. Their range of engagement tools includes executive lunches, coffee mornings, divisional briefings, specific intranet sites, e-zines, podcasts, webcasts, branch TV broadcasts, DVDs such as Scottish Widows Our Story, Lloyds TSB radio recordings which employees can dial into via telephone..
Constant training needs analysis is undertaken monthly with employees, which includes discussions on personal growth and the options to take qualifications. NVQ is the backbone of training for all LOT staff. Staff are also given the opportunity to be seconded in to stretch roles to help and support them in their chosen career path.
Constant training needs analysis is undertaken monthly with employees, which includes discussions on personal growth and the options to take qualifications. NVQ is the backbone of training for all LOT staff. Staff are also given the opportunity to be seconded in to stretch roles to help and support them in their chosen career path.
LEWIS is based on meritocracy. A team member is promoted when they have earned it, not because of how long they have been in the role. Career plans are provided for all staff at all levels to guide and direct them in their growth and development with the agency.
LEWIS is based on meritocracy. A team member is promoted when they have earned it, not because of how long they have been in the role. Career plans are provided for all staff at all levels to guide and direct them in their growth and development with the agency.
People managers join the LeasePlan Drive to Perform programme. This is a six-day programme of activities, specifically tailored for people managers, providing them with the skills and support necessary to become excellent coaches and managers. It concentrates on helping managers develop the ability to better understand differing strengths within their teams.
LeasePlan acknowledges the importance of identifying and reducing workplace stress. A formal policy aims to provide: a proactive method for identifying the causes and symptoms of stress; clarity on roles and responsibilities to reduce the causes of stress and a structured framework to enable managers to provide consistent and effective support to employees.
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