What effect will focus on the 'My Manager' factor have?
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
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Utilities
SUEZ recycling and recovery UK
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.
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.
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.
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.
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.
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.
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.
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.
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.
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 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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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