People Managers Matter

Benenden's sponsorship of York City Football Club Foundation helped the Sporting Memories group, set up for older fans of the club, to hold vital social get-togethers online after the pandemic started. The Benenden Health Community Fund supported projects including food banks and cookery workshops for young people.

Best Companies survey feedback indicated that staff wanted better organisational clarity and an understanding of how each team contributed to Benenden's objectives. In response, each employee now receives a document that includes strategic objectives, key results areas, key performance indicators and each department's objectives for the year.

Everyone has one volunteering day a year to support the community. Staff helped to research the impact of Covid-19 on youth employment prospects under the Drive Forward programme for young people leaving the care system. They produced a youth opportunity index, identifying sectors with the greatest number of jobs.

Teams have held virtual walking competitions, counting steps to race from London to Paris. Online yoga and fitness sessions have also kept people on their toes. As well as providing a 24-hour employee assistance programme, Baringa has trained people across all grades as mental health first aiders to spot signs of burnout.

The business's UK office has been designed to minimise its environmental impact. The lighting and the appliances are low energy – and low water, where applicable – and have sensors that turn them off when not in use. All Austin Fraser and Austin Vita offices are 99% paperless.

An intranet and communications platform called GWEN (Got What Everyone Needs) was developed and rolled out during the pandemic. This enabled the business to provide instant updates to staff in addition to the weekly videos from the chief executive, which became known as Corona Comms.

The business uses focus groups to review the needs of its workforce and to understand further what should be refreshed to improve employee engagement. On the back of this, the benefits offering, existing family-friendly policies, and how the company gives back were amended, to name just a few areas.

Staff were surveyed to check productivity, mental health and any support desired and the results suggested that 87% of employees felt KG was communicating enough and 90% believed they were receiving the right manager support. While company updates during lockdown were typically business-focused, any direct workforce concerns were addressed.

KPUK aims to be a valued partner in the communities it serves. The group supports charity partners to build futures for people of all backgrounds and circumstances. Employees are empowered to support local good causes through paid volunteering days and fundraising activities.

Every year, the Kaplan Way Awards programme recognises the most outstanding individual and team contributions in four categories: Student Success, Great Place to Work, Continuous Transformation and Shared Values. Employees submit nominations and a selection panel chooses the UK winners – they are then up for global awards as part of a live broadcast.

A transparent, fun, supportive and purposeful culture makes Impero a great place to work. Every quarter, the in-house awards system recognises people with can-do attitudes who embody the core company values that include “we make it possible for our people” and “we make it possible for our clients”.

Staff received Just Eat vouchers and there were gardening competitions, fun-run challenges and other company-wide events to keep team spirits high. Mental health support channels were set up and senior leaders were visible and on hand as people adjusted to remote working.

All managers at Zen are enrolled onto a Living Leader programme. The programme is very different to other programmes, it looks at the individual as a whole, rather than the person in work. It explores empowerment, responsibility, appreciation and communication – all qualities for helping people to build powerful relationships with everyone they meet and speak to, both inside and outside work. Due to the huge success and feedback, this is now being rolled out company wide.

Zen pride themselves on the positive impact they have on their local community. They actively get involved in projects aimed at supporting and developing the local community. This includes sponsoring individuals and events and working with local charities, schools and educational authorities.

XLN have found that Shadowing is the most effective form of support. Their team always feedback that learning by directly following someone with experience in a higher grade role gives them the confidence to step up. It offers the knowledge and clarity of what is expected. It's the simplest way to find out what good looks like and also identify potential areas where they can make improvements to the way the roles are managed.

XLN have found that Shadowing is the most effective form of support. Their team always feedback that learning by directly following someone with experience in a higher grade role gives them the confidence to step up. It offers the knowledge and clarity of what is expected. It's the simplest way to find out what good looks like and also identify potential areas where they can make improvements to the way the roles are managed.

Every year, the business allocates 9% of its profits to share between all employees and is in recognition of the collective success and performance of the business. This profit share payment, which is awarded each year to every employee, was put in place by the Warburton family many years ago.

Their Community Investment programme 'Families Matter' focuses on supporting disadvantaged families. In 2018/19, they worked with over 2,900 organisations and supported over 600,000 beneficiaries.

Virtual1 have introduced a performance management application with the aim to encourage employees and managers to have ongoing discussions around performance and development rather than waiting for appraisals to have these important conversations.

Virtual1 made a conscious decision in the past year to cut down on the amount of paper they use in the office. They transitioned to using Docusign for electronic signatures for the contracts and invoices that they send out.

VioVet leaders don't have offices and choose to sit amongst the employees. They are very open to feedback and encourage people to have open and honest conversations with them.

VioVet reward Warehouse Operatives based on an efficiency measurement. They measure this based on multiple different factors in their role, and the overall score is marked 0-10. For anyone who scores 8 or more over the month, they receive 10% of their basic monthly salary as a bonus.

The business measures the performance of its managers through monthly 121s. Employee retention and wellbeing are prioritised in the same way business performance measures at regular management meetings.

Employees are rewarded for their efforts in a number of ways at Autorama. These rewards include performance related pay and profit related pay.

Utility Alliance are in the process of setting up sports teams in order to help staff get active and also promote team bonding. There will be various teams employees can get involved in.

Any managers who are seen to be under-performing are given help and support from within the business to help them hit target. This works throughout the business, with the ethos setting individuals targets in order to help the company deliver.

Manager performance is measured in monthly one to ones. Full year objectives are set in July/ August each year, this is reported back to HR Committee and trustee board.

Manager performance is measured in monthly one to ones. Full year objectives are set in July/ August each year, this is reported back to HR Committee and trustee board.

It is vital that everyone knows the value of their contribution and given the opportunity to perform at their very best. The performance appraisal process allows for this, as all employees are set five detailed personal objectives to work on throughout the year that link to the overall strategic direction.

It is vital that everyone knows the value of their contribution and given the opportunity to perform at their very best. The performance appraisal process allows for this, as all employees are set five detailed personal objectives to work on throughout the year that link to the overall strategic direction.

Top Banana take internal communication really seriously and try to practice what they preach. They use multiple channels, processes and communication channels to keep maintain and improve team interaction and communication.

There are multiple processes in place to measure the performance of managers throughout the year. As the beginning of each financial year, a management specific KPI is set to measure all line managers skills and behaviours.

The Specialist Works hold two strategy days a year in the UK, one at the beginning of the year in January and one mid-way, in the summer. Everyone in the business is invited to attend and all internationals are flown across the globe to be a part of the day.

The Specialist Works have created a career plan and promotional goals up to management level. Regular reviews,alongside learning and personal development plans means they promote individuals when they achieve their goals.

The Trust run daily team meetings in their properties, two weekly meetings across other departments, weekly leadership team meetings, quarterly full management meetings and twice yearly full staff and volunteer briefing sessions.

Four times a year The Trust run full induction sessions which include an introduction to The Trust, H&S and fire awareness training, an opportunity to meet members of the Leadership Team, view a video from the Chairman and see The Trust videos.

For new parents, The Rum Kitchen ensure to keep them up to date with the latest goings on within the business.

For new parents, The Rum Kitchen ensure to keep them up to date with the latest goings on within the business.

The Rossendale Trust work hard to create the right culture where employees feel valued and important and confident enough to speak up if anything is troubling them.

The Rossendale Trust work hard to create the right culture where employees feel valued and important and confident enough to speak up if anything is troubling them.

To reduce the use of single use plastic cups for hot drinks, Swim England gave all team members a reusable keepcup. They encourage team members to take a picture with their cup whilst they are out and about and share via internal comms.

Swim England hold monthly organisation briefings where the CEO talks about their progress against the strategic objectives, through KPIs and performance targets. The CEO then talks through matters coming up, things of significant interest, such as the leadership group meetings they attend and big ticket items such as the links to Sport England.

Employees are offered an array of benefits, including; an employee assistance programme; performance related pay; staff discounts; and free private healthcare.

Swan is continually reviewing alternative technologies which can be used on new build sites which conform with policy and ensure an efficient and sustainable agenda.

Each year the Club create's a strategic summary document which highlights their priorities and focus across departments for the year.

Each year the Club create's a strategic summary document which highlights their priorities and focus across departments for the year.

Spring have a detailed induction folder which is given to new starters when they join the organisation to ensure consistency and so that everyone has the same experience. New starters are invited to a 'coffee and chat' with the CEO during their first few weeks, to ensure that they get an informal introduction to the business prior to their formal induction training.

Managers performance is measured during 1-2-1 meetings and more formally within annual Personal Development Reviews.