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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
Managers are supported with workshops and regular coaching sessions provided by an external coach. Participants are also encouraged to regular engage with their cohorts to mentor and coach each other during the programme.
The most anticipated event on the SRG calendar each year is the company conference. Everyone in the business takes the day out of the office to come together to discuss business results and strategies for the upcoming year, followed by a glamorous annual awards dinner.
Bentley, the office dog, takes his role of morale ambassador very seriously and employees are encouraged to use their breaks effectively. A spacious, fully equipped and convenient rest zone and kitchen area is available to all employees.
SportPursuit offer a lunchtime run club, workout Wednesday and yoga class each and every week. Recently they organised the SportPursuit Sports Day, where mixed teams from all departments competed in seven different activities in their local park.
Formal annual reviews happened twice yearly at the end of year and mid year. Outside of this the Managing Director has frequent one-to-ones with the management team and KPIs are monitored. Employees are encouraged to give feedback on their own managers as part of the annual review process.
Formal annual reviews happened twice yearly at the end of year and mid year. Outside of this the Managing Director has frequent one-to-ones with the management team and KPIs are monitored. Employees are encouraged to give feedback on their own managers as part of the annual review process.
The Ignite Performance framework focuses on an employee's job role, objective and behaviours. It's a colleague-run process with managers offering support through bi-yearly meetings and monthly one-to-ones, allowing the employee to measure and acknowledge their current performance and work with their managers to improve.
Colleagues are actively involved in shaping Remploy through the Employee Benefits Trust (EBT), the elected ownership council. They use Google Communities for employees to share best practice and have a magazine (Talkability) to keep everyone abreast of developments.
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.
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