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People Managers Matter

7 in 10 employees leave because of their manager - not the company. Strong manager relationships boost engagement, reduce turnover and drive growth
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The Utility Regulator

During the past year, the organisation promoted a new Kingsbridge Health plan to staff and also worked with Benenden Healthcare to provide information to staff who might benefit from monthly membership. It further supports it employees through Mental Health First Aiders, Inspire EAP, and training on Neurodiversity.
Utility Regulator have held a number of fundraising events throughout the year for a staff nominated charity. Employees have donated money, items, and volunteered their time. The organisation is also an active member of Business in the Community NI, helping to support various charitable activities.
Utility Regulator has introduced a leadership development programme to reinforce need for collective leadership and the importance of basic management functions, and to improve communication on corporate issues, increase awareness of governance requirements, promote cross directorate ways of working and support learning and development.
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Utilities

The Cumberland

The Cumberland’s 'Power Hours' programme provides regular opportunities for personal growth, equipping managers with new skills and knowledge. This initiative encourages ongoing learning and skill utilisation, fostering advancement opportunities within the organisation.
The Cumberland fosters team spirit and a sense of belonging through regular social events such as the annual Christmas party, quiz nights, walks, and shopping trips. These initiatives help cultivate a fun and inclusive work environment.
The Cumberland’s Straight Talk for People Managers ensures that managers are well-informed, enabling them to confidently lead their teams. This initiative promotes trust, support, and care, strengthening the bond between managers and their teams.
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Financial Services

SAUL Trustee Company

SAUL Trustee Company fosters a deep sense of pride in its team, with a strategic goal centred around employee engagement. Its efforts to create a family-like atmosphere where everyone is valued, contributes to a sense of belonging and the feeling of making a difference.
SAUL Trustee Company prioritises employee wellbeing with mental health first aiders, an Employee Assistance Programme (EAP) helpline, flexible working arrangements, and lunchtime workouts. This approach helps balance work and personal life, reducing stress and enhancing performance.
Managers at SAUL Trustee Company play an integral role in supporting employees. They actively participate in social initiatives, hold regular coaching conversations, and check-in with their teams regularly. This approach fosters a feeling of being cared for and trusted within the company.
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Financial Services

The Portfolio Group

The company's managers are developed internally, with a Director mentoring each manager through weekly one-to-ones, providing advice and guidance. Managers are also given the autonomy to lead their own teams, fostering a sense of ownership and responsibility for training and development.
The company provides market-leading commission schemes and offers clear, transparent guidelines on targets and expectations. The annual all-expenses-paid incentive trip, such as the recent one to Monaco, is a reward for achieving targets and is open to all employees.
Team spirit is fostered through shared experiences like the company holiday to Monaco and other regular incentives, including sports and charity events. The "wrap up" meetings bring all three offices together, ensuring every team member is connected and aware of company-wide achievements, successes, and promotions.
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Business Services

Parogon Group

New starters take part in Parogon Best Starts which focuses on the initial induction and welcome to the company. This continues on to upskilling workshops around key focus areas that are delivered through the Skills Trainers and Restaurant People Development Partner. Employees looking for manager training can then enrol in the Parogon Academy.
Everyone at all levels of Parogon Group has an open communication approach to each other. Managing Director, Rich Colclough regularly updates the organisation with videos on important business decisions and various activities happening across departments.
Parogon Group’s Leadership Development programme concentrates on how to deal with all elements of the day to day running of the business. It teaches over a full four day programme that has been tailored into a bespoke system covering the four key areas it believes are essential to achieving success: Clarity, Competence, Compliance, and Control.
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Leisure & Hospitality

Lantra

The organisation arranges a variety of wellbeing and social events for all employees throughout the year in order to build relationships between teams. Furthermore, managers have access to their own social budget to arrange events for their teams, in addition to the corporate budget for social events.
The organisation runs a management training programme to help their leaders develop and better support their teams. The programme is modular, focusing on leadership, managing a team, managing performance, communication, and goal setting
Employee salaries are reviewed every 12 months and they are internally and externally benchmarked. High street vouchers are also awarded throughout the year to celebrate employees who show great performance or demonstrate great behaviours.
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Education & Training

HLM Architects

All managers have received mental health training and stress management training, enabling them to recognise the signs of stress and burnout. This additional level of support recognises that managers may require extra support for their teams and guidance on how to manage difficult conversations, while giving employees the opportunity to have confidential and supportive conversations.
The HLM Academy is designed to enhance progression through a variety of channels to suit different learning preferences. All employees are enrolled from day one. The Academy is uses two frameworks. The Skills framework outlines emotional and technical skills needed. The Behaviour framework sets out core behaviours and how colleagues should engage with each other.
The organisation holds social events, quizzes, drawing classes, dinners, desk yoga, netwalking, and inclusive-tea breaks and it has hosted family events including colouring competitions, shed building, and garden design. It has also introduced Walk Out Wednesdays where employees leave their desks and go on a walk together.
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Architect & Surveyor

Hawksmoor

Hawksmoor’s commitment to sustainability and environmental initiatives showcases their dedication to giving back to society. Their efforts, such as becoming a carbon-neutral restaurant group and reducing waste, demonstrate that their motives extend beyond profit.
At Hawksmoor, managers play a crucial role in maintaining a positive work culture. Through specific training programmes, managers learn how to effectively communicate, offer support and care for their team members, ensuring each member feels valued and trusted.
Work-life balance is promoted at Hawksmoor, with management ensuring that employees do not have to hide parts of their personal lives. This approach promotes a healthy balance between work and home life, reducing stress and positively impacting personal health and performance.
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Leisure & Hospitality

Hastings Direct

Hastings Direct offers its employees a range of wellbeing initiatives, including a Colleague Assistance Programme, an in-house therapy app, Smart Health GP services, Menopause cafes, a Hardship Fund, and men’s talking and listening clubs partnering with The Talk Club. It also has 55 Mental Health First Aiders and 75 Wellbeing Champions.
Hastings Direct has different levels of leadership development, including Operational Leadership Excellence (OLE) – a 12–18-month leadership programme that is focused on building skills, knowledge and confidence to better coach customer facing teams. It also offers Leading 4 Growth – a module-based programme aimed at senior leaders and keeping the group aligned to company strategy.
The organisation supports colleagues personal growth whether their choice is to develop in role, progress into other roles in the team, or change ‘career’ within Hastings. It does this by offering employees the opportunity to enrol in professional programmes, apprenticeships, graduate schemes, and internal and external mentoring to on-the-job?training
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Insurance

FourNet

Weekly team calls have proved important in a flexible working environment and staff are also encouraged to use the tech company's instant-messaging and collaboration tools to improve communication and develop a strong team dynamic and identity. The tools are used throughout the business to encourage communication between teams.
FourNet recognises that line managers have a significant impact on the satisfaction, productivity, innovation and wellbeing of staff, so it has set up a management development programme to enhance its leaders' skills that is accredited by the Institute of Leadership and Management.
Staff are asked to complete annual e-learning modules on diversity and inclusion to ensure that FourNet's culture is supportive of everyone, regardless of ability or background. Managers attend training on subconscious bias. The company supports Women in Technology initiatives and has increased the percentage of women at all levels within the business.
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Benefact Group

All employees have access to private health cover, a 24/7 virtual GP service and a 24/7 employee assistance helpline. The Group has also developed a 'mental health pathway' which links providers together to ensure effective routing to the right professional help first time, no matter who they contact first.
Benefact Group runs a leadership programme for middle to senior leaders identified through the talent process as having future potential. This is a modular 18 month programme that covers Leadership and Emotional Intelligence, Innovation Tools, Financial Decision Making, Strategic Analysis and Collaborative Working Methods, delivered across 3 residential events.
Developing team members is embedded as a core expectation of line managers and regular 1:1 meetings are expected. More formally, the company supports professional subscriptions and CPD, be that in insurance or professional specialisms. It tracks key talents and these processes feed into both the Benefact Emerging Talent Programme and the Benefact Leadership Development Programme.
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Insurance

Digital Cinema Media

DCM has an extensive range of benefits that support and prioritise its staff’s wellbeing. These include monthly access to an independent coach, an Employee Assistance Programme, and as well as GP, mental health, physiotherapy and life and money support via Help@Hand. Everyone also has full access to the MyMindPal app to help handle daily challenges.
Managerial development is offered via a learning and development partner, You Can Now, which offers classes, talks and sessions to build core skills, as well as access to MasterClass, a set of online classes which enable people to develop personal interests and skills.
The organisation is committed to promoting employees’ growth and development. Once per month, an external coach comes in and anyone across the business can participate in the sessions with them. DCM also has an annual away day for team building and development, and away days to encourage growth and inspiring ideas.
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Marketing & Media Agencies

Curo

Curo has a menopause support group called ‘The Menopause Café’. Staff meet monthly over coffee to share experiences and provide feedback to the organisation on things that it could do to improve menopause-related accommodations. The group have recently published the Menopause Guidelines to help colleagues and managers to provide guidance on how to manage symptoms.
Curo’s managers are trained through its SHINE leadership programme to engage their managers in key ways to become future leaders within the business. This programme includes interactive sessions from keynote speakers, a series of masterclasses, peer support through action learning sets, seminars providing space for self-reflection, and action planning.
The organisation has adopted a spot salary model; it pays for the size of the role, not the person in it. Each role profile is evaluated by a panel and then external market data of average salaries is applied based on geographical location and sector-specific comparisons.
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Housing Associations

Croudace Homes

Croudace Homes shows a strong commitment to employee development, with over 10% of its workforce participating in structured training for three consecutive years. The company is a Platinum-accredited member of the 5% Club and was recognised by JobCrowd for its apprentice and graduate programmes.
Senior leaders at Croudace Homes are instrumental in fostering a positive culture by consistently modelling organisational values and communicating them regularly through staff conferences, newsletters, and meetings. They also embed these values into key policies and PDRs, recognising employees who exemplify them.
Managers are identified through succession planning programmes and are provided with compulsory formal management training and leadership training for future leaders. There is also an in-house training programme that covers broader management activities like interviews and PDRs.
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Housing Associations

Convey Law

By having more employees working in the office, it has enabled the Company to bring employees together in groups such as the Book Club, ‘Books, Bevs and Banter’, and introduce the ‘Ministry of Fun’ to plan and organise social activities and themed parties such as ‘ConveyFest’, ‘Back to School’ and the annual Christmas party.
Benevolence is one of Convey Law’s core values and support to charitable activities is a key element of its culture and process. Every client has the option of donating £10 at the end of their property transaction into their charity lotto through their non-profit organisation the Conveyancing Foundation which to date has raised £1,104,561.
A new management development programme has been developed and delivered this year. Topics covered included: Understanding our Why, Managing People and Relationships, Building High Performance Teams, Managing Performance, Stress Awareness. Each topic gave practical take aways and has helped new managers feel confident and understand the importance of their role as a people manager.
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Law

Chess

Chess has an initiative called Future Fit which focuses on the physical and mental wellbeing of its people. On physical wellbeing, it runs theme weeks during which it encourages its people to be active with step counting competitions, couch to 5K, and virtual exercise sessions such as pilates and clubbercise.
Chess’ People Support and Knowledge Team run quarterly 'leaders training update sessions'. These provide leadership training and updates on Best Practice. It also launched Personal Development Plans via its new HR system. These PDP's allow people to document their short, medium and long term career goals and select what tools/resources they will require to succeed.
Employees at Chess can achieve a higher basic salary through the company’s learn2earn scheme. Through Perkbox, the organisation’s people are rewarded monthly via their manager with £20 Perkbox credit to spend where they wish. Chess also runs length of service financial awards for 10 years (£500) and 15 years (£1,000).
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Technology

Impact Futures

The organisation's commitment to employee growth is evident in its strategic development plan and career framework. This includes a structured qualification delivery programme during onboarding and a management development programme that equips leaders to have career conversations and help their teams unlock their potential.
Impact Futures recognises the importance of team cohesion, especially for its remote and hybrid workforce. They strengthen team relationships through a variety of initiatives, including roadshows, 'Dragons Den' pitching experiences, and social events like quiz nights, creating fun and interactive opportunities for colleagues to connect.
Managers at Impact Futures are empowered through a dedicated management development programme. This programme provides training on coaching skills and encourages a consistent approach to leadership. The focus is on inspiring and engaging teams by getting to know individuals, creating a supportive and inclusive environment where everyone feels heard.
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Education & Training

Pixel Inspiration

The company supports employee development through several schemes, including a paid apprenticeship programme that is open to all staff. The appraisal system is used to set and monitor individual development plans, and managers encourage open dialogue to help staff identify and achieve their professional goals.
Regular team meetings help to maintain a cohesive company culture and provide a platform for project direction. The company's two-day in-office policy encourages communication and helps employees develop strong working relationships and a sense of belonging.
Managers at Pixel Inspiration work closely with their teams, using regular catch-ups to set clear expectations and provide guidance. The leadership team models this behaviour by mentoring and guiding staff, creating a supportive environment where micromanagement is avoided in favour of trust and autonomy.
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Marketing & Media Agencies

Outsourced Events

Outsourced Events fosters a sense of pride and value among its employees by creating a supportive and inclusive culture. Monthly meet-ups and virtual check-ins ensure that everyone feels part of the organisation's success story, reinforcing their role in achieving the company's objectives.
Team spirit is encouraged through monthly in-person meet-ups and social events like the summer BBQ and Christmas party, fostering a sense of belonging and camaraderie among colleagues.
Managers at Outsourced Events undergo tailored training sessions with the Head of Learning and Development, ensuring they are equipped to support, trust, and care for their team members, which enhances the overall work environment.
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Marketing & Media Agencies

ADDO PLAY

Over the last 12 months, the organisation Barbie Day, Company Away Day with team building games, Pancake day and Games Day. All employees were gifted a Company branded t-shirt to play 'Get me Out of Here' team challenges, where they also enjoyed a BBQ, and fun awards voted for by colleagues.
All managers at ADDO Play have access to manager focussed learning via its eLearning tool, The Entertrainer. The organisation is also rolling out Mental Health Champions training for all leaders in the business. On the job coaching from HR and workshop based sessions are also offered.
ADDO Play’s Project Possibilities is a scheme that asks employees to share if they feel they can make a difference to the company outside of their role today, or want a new challenge to come forward. The aims of the scheme are to share knowledge, apply new or unutilised skills, providing opportunities to nurture ambition.
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Manufacturing

Sapphire

All the senior leadership team and Directors started at the organisation from the ground up and gained an understanding over of Sapphire's values before being promoted into their current positions. The organisation aims to continue this and has people from various departments currently training to be promoted into the next available management positions.
Sapphire has signed up for Operation Christmas, which will aim to send 200 boxes of presents to children who would otherwise go without. The organisation is currently working with Zellar to review its carbon footprint and it has invested in planting trees in the UK and abroad in partnership with other green companies and suppliers.
All senior leaders have regular group and one-to-one time with performance coach Matt Fowler from Incredible Thinkers who helps to support and challenge managers to become braver, healthier, happier leaders with elite mindsets. This performance coaching has been extended to all recently promoted team leaders and supervisors.
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Accountancy

The Manufacturing Technology Centre

The Manufacturing Technology Centre offers ample opportunities for personal growth. Initiatives like the 'Advanced Manufacturing Training Centre' and the 'National Centre for Additive Manufacturing' allow employees to develop and utilise their skills in a challenging and innovative environment.
The 'Celebrate Success - Team Building initiative' at The Manufacturing Technology Centre encourages team spirit and a sense of belonging. It allows teams to recognise and celebrate their achievements, enhancing camaraderie and fun within the team.
Managers at The Manufacturing Technology Centre ensure a supportive and caring environment for their team. Regular 'State of the Nation' events hosted by the Exec team provide transparency about the company's progress, strategic changes, and financial performance, fostering trust between managers and their teams.
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Education & Training

Surrey Satellite Technology Limited

SSTL have an effective induction process for new joiners. On their first day, the new employee will meet a member of the HR team to run through a welcome pack of information which sets a timetable of what they can expect to happen over their first day, first week and first 3 months.

The Management and Leadership programme is made up of 12 modules which will develop managers skills in the management and development of their direct reports. It will include modules to help with recruitment all the way through to performance and leading change.

SSTL have an effective induction process for new joiners. On their first day, the new employee will meet a member of the HR team to run through a welcome pack of information which sets a timetable of what they can expect to happen over their first day, first week and first 3 months.

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Construction & Engineering

Mears Group

The organisation continues to enhance its communications, ensuring the whole business receives a briefing on the state of the company on a bi-monthly basis, along with a cascade from the Workforce Group. These briefings are also recorded and can be shared directly with teams or individuals where managers are unable to cascade the presentations themselves.
Managers at Mears Group can undertake a range of professional qualifications, including Team leader Level 3 apprenticeships and Operational/Departmental apprenticeships Level 5. It also runs CIPD programmes and its internal management development programmes (Embed and Emerge) are accredited by ILM.
The Group’s culture is derived from Mears’ values, and reinforced through the Red Thread Behaviours (Be Customer Focused, Be Empowering, Be Motivating, Be a Role Model, Achieve High Standards) which are referenced in all policies, initiatives and decisions. They form part of the induction, probation and annual appraisal processes, including 121 discussions.
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Construction & Engineering

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