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
When new values were introduced, the company asked for 'culture champions' from each business area to bring them to life. Competitions, games and fun followed, with great examples of the right behaviours being rewarded.
Managers' performance is measured against appraisals bi-yearly, with a one-to-one held weekly and bi-monthly, and KPIs on a monthly basis. The Kaizen League is also a measurement tool monitored on a quarterly basis.
Pluss holds joint consultative committees which provide staff with an opportunity to feed into company deliberations. They are also seeking to develop a staff forum in the next year which will further amplify the voice of their employees.
As well as being focused on its main business objectives, the company has put into place a comprehensive people strategy to support, develop and nurture their employees.
Leaders lead by example with floor walks, communication and involvement with all projects and initiatives. The leadership team also take an interest in family matters and send personalised birthday and Christmas cards. There's a direct communication channel and staff get good work/life balance initiatives.
There's mentoring from people who already have the relevant qualifications. The HR Manager has an A1 Assessor qualification so they can guide the apprentices through their apprenticeship in conjunction with a training provider.
An employee assistance programme offers staff telephone and face-to-face support on anything that could be causing stress inside or outside of work. All employees are encouraged to speak with HR in confidence on any matter, whether work related or not.
The Orega Academy is a company-wide initiative operating as a series of interactive group development days. Sessions are created with an overall strategy in mind of aligning employees' skills and behaviours with the Orega vision and values.
Implementing a promotion pathway document enabled the firm to increase benefits as people progressed through the business, offering additional healthcare, work-from-home opportunities, and extra holiday. This gave employees a clear route to the top.
James sits on the sales floor alongside everyone else, to demonstrate an approachable leadership style. He regularly visits other offices to ensure people are happy and settled, taking time out to check on individuals, and genuinely caring about staff wellbeing.
A staple programme is quarterly health and wellbeing days. Classes include yoga, reflexology, massages, mindfulness, managing stress in the workplace and spinal checks. Staff also make their own smoothies and replace cake in the kitchen with healthy snacks.
Octopus likes to reward the exceptional. The ‘Superstar Awards', nominated by anyone from a person's manager upwards, reward at least one team or individual per month with tailored gifts based on their taste and lifestyle. There's a speech and a personal letter from their senior.
Staff are rewarded for hard work in a number of innovative ways. They are given the chance to stay in a villa for seven nights, with the opportunity to bring along family and friends at no cost. The details of the villa are on a private website that is only accessible to employees.
Members of staff have access to free external 24/7 counselling services and helplines through the company healthcare plan. Nwes encourage a good work-life balance for all staff, and regularly runs after work de-stress sessions for staff to take part in.
Every Christmas, the NHF hold a celebratory event that features a number of employee awards. This is an opportunity to recognise all the hard work that colleagues have done. Staff are encouraged to nominate their colleagues, and winners can receive a variety of prizes.
All managers take part in a management development programme, which aims to ensure employees are managed fairly, consistently and given appropriate support. Managers are equipped with the skills to have engaging conversations with staff to ensure all aspects of their wellbeing are considered.
MuleSoft have the most competitive employee stock purchase programme legally allowed. There's a 15% discount and two-year lookback period so all employees can benefit from the company's success, even if their shares haven't vested.
In the last engagement survey, people reported wanting more mentorship opportunities. They created a mentorship program pairing executives with individuals, giving them a framework work through together. They've also created a volunteer programme called Muleys Give Back.
One of the behavioural traits is to 'talk first, email second' to improve interaction within the agency. The agency advocates face-to-face interaction, although there's an email group called 'fun' for informal communication on work emails.
MC&C develop their support staff within their specialist fields. Finance staff get full study support towards professional qualifications. This has meant increased financial knowledge across the team, which means senior team members are less involved in day-to-day tasks.
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