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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Team members have been given more face-to-face time with their managers, after they asked for it in a staff survey. Based on feedback, the company also implemented more regular and relaxed meetings, as well as twice-yearly performance reviews, giving staff a space to discuss their experiences and ideas and build stronger relationships with managers.
Regular "lunch and learn" sessions mean teams can get together to share knowledge and boost team spirit and collaboration. They are also a valuable way of supporting professional development as mentoring from the senior team, including the chief executive, Alan Price, is on offer.
The association has recently launched a new performance framework and provided training for all managers. Its people business partners have a specific customer base, which enables them to act as supportive critical friends with each manager within that. Part of this includes providing bespoke training for people-related processes.
In response to the financial burden the pandemic was placing on people across the country, Accent was instrumental in setting up the More Than Homes campaign. It seeks to raise £1m for the Trussell Trust, an organisation that supports the UK’s largest network of food banks. The campaign has become a sector-wide initiative.
Chief executive Neville Lorimer walks through the office so that he can see people on their hybrid working days and, so that no one feels left out he stops to have informal chats with them. He is aware of what is happening in each department and is on hand to advise and guide the team.
Last year, ConMed created Embark, a management development programme, which contains learning and competency elements. It covers all aspects of management development, including training on recruitment, onboarding, performance conversations, individual development plans, maximising talent, team building, employee relations and welfare, and recognising and dealing with bullying and harassment.
Staff are split into squads, and new ways for teams to work and innovate together are constantly explored. New product features are shared at clinics, when ideas can be presented and suggestions made. Informal social activities across the squads improve team collaboration and build relationships within them and the company as a whole.
Funding support to gain professional qualifications is offered to managers — the company is helping its finance manager to gain professional accountancy accreditations. New line managers are coached in people-management skills.
Last year's Best Companies survey revealed that staff, particularly those in the support (non-teaching) roles did not have sufficient development opportunities. As a result, the trust conducted a training-needs analysis and is in the process of building a development programme.
Middle leaders in the trust's schools have been involved in the development of a trust-wide curriculum, which has been important in recent Ofsted inspections. Senior leaders have the chance to be involved in improvement boards for another school as well as their own to widen their exposure to other ways of working.
Inzpire sets aside a large proportion of its marketing budget to donate to charitable causes, and as well as providing financial support also provides assistance elsewhere if requested. In 2021, the company provided funding to the Julian Campbell Foundation, as well as offering up the skills of employees to drive the foundation forward.
Inzpire has ditched annual performance appraisals for regular, timely and constructive feedback as part of its management style. It believes this is a more effective way to celebrate success, address individual development needs, nip problems in the bud and deliver better results for customers.
Managers in city locations are given funding to organise social events. These may involve the community, such as a beach clean in Falmouth. During the summer turnaround, when students leave, unwanted items are given as donations to the British Heart Foundation, food banks and animal charities.
Results of the last survey were presented to the senior leadership team and then all staff. Managers use a presentation of the results at team meetings to promote discussion and give feedback on proposed improvements. The colleague forum refines actions further and discusses the next steps.
Staff have been working hard in the urban garden on the college's Hele Road site to make it "bee friendly" and will receive a plaque of recognition for their work to support the local bee population by planting areas and creating a suitable habitat.
All new managers at the college are assigned a personal mentor, which is usually someone from a similar role but from another area of the organisation. All members of the leadership team are offered sessions with an external coach, which they can use for professional support or help with managing challenging situations.
In order for employees to continue their own personal development and ensure they are learning and developing in a way that suits their role, Action Sustainability uses a competency framework to set out an individual career path for every role.
Managers are offered support in their roles through coaching and mentoring. There is also a peer sharing initiative for connecting with and talking to other managers in the organisation.
After the pandemic forced different ways of working, the organisation is now trialling agile working practices in those teams where the nature of the work undertaken allows it. All newly appointed employees will be invited to participate in the trials.
As well as having an Employee Assistance Programme in place for employees' wellbeing needs, the organisation gifted each member of the team an extra day's annual leave between Christmas and New Year in recognition of their hard work during the Covid-19 pandemic.
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