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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
Extrastaff strongly embrace employee development and empowerment, and empower all employees with the tools and support to succeed in the industry. They believe in promoting internally wherever possible, and at least 30% of the management team were promoted from within over the last year.
Extrastaff strongly embrace employee development and empowerment, and empower all employees with the tools and support to succeed in the industry. They believe in promoting internally wherever possible, and at least 30% of the management team were promoted from within over the last year.
Performance is measured through individual objectives and KPIs, plus delivery of work against company values. Objectives are formally monitored at least twice a year. There's an ‘output-driven' approach to managing performance and staff can choose how and when they deliver these within their role.
Performance is measured through individual objectives and KPIs, plus delivery of work against company values. Objectives are formally monitored at least twice a year. There's an ‘output-driven' approach to managing performance and staff can choose how and when they deliver these within their role.
New employees get one-to-one meetings with the CEO and senior management team, and get support from a more experienced colleague. Employees are encouraged to develop leadership skills through shadowing, while the ‘25 ways to say thank you' scheme rewards staff with random gifts and team lunches.
A birthday afternoon tea with senior managers to improve communication has bred trust and connected employees to the overall vision of the organisation. One day a month, senior management work from different sites, which increases engagement between employees and makes the senior team more approachable.
Clearcast run a CSR programme called ‘Clearcast for Better', and, among other initiatives, they have partnered with Haverstock School in Camden, from whom they take on two interns each year as part of the Career Academy programme.
Clearcast are dedicated to creating a working environment that proactively supports staff who may become stressed and make it easier for staff to tell their manager if they are experiencing stress at the earliest opportunity, so this can be discussed, and an action plan put into place.
Employees are measured against CIM's values of being collaborative, passionate, purposeful, relevant and responsible. The CIM introduced a Question Time-style format, so staff can question a panel on business performance and progress. CEO Chris Daly sits with staff at lunch to hear their views.
The Management Fundamentals programme has six modules, covering people management, performance management, leading change and managing as a coach. CIM have also introduced a programme of continuous management that links organisational strategy and goals to personal objectives.
All associates are encouraged to become involved in planning fun events for their team, such as potluck dinners, birthday celebrations, or charitable activities, because the company believes that a fun and engaged environment with good work/life balance will contribute to their wellbeing.
The Celebration Times is a weekly associate newsletter distributed from head office, used to celebrate associate internal promotions and guest feedback, and for associates to share pictures of fun and imaginative ways they have launched new products.
Last year BPS introduced sit/stand desks, while one Wednesday each month a qualified massage therapist visits the office and offers 20 minute sessions available to everyone at a reduced rate. A recent wellbeing month was also organised, which included sessions on how to meditate.
The Shining Stars level of the Stars programme is the start of the organisation's management development programme. At this stage, members must participate in the following courses: brand awareness, presentation skills and advance level persuading and influencing.
Co-founder and Chief Executive Brian Allanson is a visible leader in the business. Having grown the business from one contract to 70 in its 20 year history, he was welcomed each new team into the business, personally getting to know their abilities, potential and aspirations.
Blue Apple have an Employee Assistance Programme that offers a full range of support to staff, covering finances, family, bereavement and stress. They also carry out regular wellbeing checks and monitor stress informally in one to one meetings.
Their annual incentive trip sees the whole business, from CEO to apprentice, travel to a luxury destination for three days. The most recent trip saw 52 employees from all corners of the UK come together in Palma, Mallorca.
Over 50% of all staff benefit from non-standard work arrangements to improve their work/life balance. For those working in the office, there are Nutribullets to facilitate health-conscious diets, Nespresso machines, acupuncture and homoeopathy sessions, and much more.
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