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
Manchester City Council has partnered with the Manchester College and Pure Innovations for 10 years in the provision of Supported Internships for young people with learning and physical disabilities and those with Mental ill health.
A coaching and mentoring approach has been piloted within the Council, which is aimed at enabling their people to develop their strengths and gain the support and feedback they need to achieve their career aspirations and positively contribute to their strategic vision for organisational change.
Their leadership team do not have a separate office, they sit on the floor with everyone else so they are able to engage on a day-to-day basis. Their CEO has a monthly meeting with team members from different levels of the business where they are encouraged to share live work and current challenges.
At M&C Saatchi Sport & Entertainment they have a Brilliance Fund, where every staff member is offered £200 per year to spend on any extra-curricular training course of their choosing that allows them to develop a new skill.
In 2016, Lyreco introduced a Charity Steering Group with the purpose to expand support provided to local communities. Staff submit initiatives they are involved in and Lyreco will donate funds, volunteers or products.
Lyreco advertise all vacancies internally, so the workforce has access to the opportunities available.
Lookers believe onboarding begins before new starters arrive for their first day and continues over several months into their new career. Engagement with new starters begins as they congratulate them on their new role and invite them to complete their essential e-learning before they arrive.
Lookers believe onboarding begins before new starters arrive for their first day and continues over several months into their new career. Engagement with new starters begins as they congratulate them on their new role and invite them to complete their essential e-learning before they arrive.
Littlefish's in-house personalised training scheme, the Littlefish Academy, is led by a dedicated Head of Talent and offers a range of career-specific learning tracks, motivating our employees to upskill.
Regular team building and social activities help build relationships between employees and give them the opportunity to raise issues in a less formal environment, and monthly one to one meetings give all employees the opportunity to raise issues and concerns with their manager.
Lifetime have a comprehensive internal communications strategy over a wide selection of platforms to ensure that their largely remote team feel connected with the business and one another as much as possible.
Lifetime have a comprehensive internal communications strategy over a wide selection of platforms to ensure that their largely remote team feel connected with the business and one another as much as possible.
Life Leisure hold bi-monthly meetings and workshops with external facilitators which help staff to develop their skills and learnings, helping them to develop both for their roles and most importantly for their own personal lives.
Life Leisure work with local trusts to encourage those with learning difficulties, mental health issues or have come from deprived backgrounds to work for them, starting as a volunteer and then trying to find them paid work following this period.
Kuoni offer every employee with two days of volunteer leave a year, giving them the opportunity to give back to something close to their heart.
Each department has an employee rep who sits on the 'your voice' panel. This representative brings suggestions and feedback raised by the employees to the monthly your voice meeting. These ideas are then discussed with senior managers so changes can be made.
Bimonthly meetings bring together colleagues across the organisation to examine and discuss the company's products. They then look at how to deliver them more effectively from a broad range of perspectives.
Bimonthly meetings bring together colleagues across the organisation to examine and discuss the company's products. They then look at how to deliver them more effectively from a broad range of perspectives.
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