What are companies doing with regards to 'My Manager'

What effect will focus on the 'My Manager' factor have?

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

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Firstco.Ltd

At Firstco they have a diverse social committee, made up of a self-elected cross section of employees. The aim of this committee is to organise and arrange a variety of events throughout the year, that all staff are able to attend (either free of charge, or heavily subsidised). They have a budget of £6K available to them each year, with the annual company picnic being one of the most popular and well attended events. Other events include theatre trips, tickets for sporting events, wine tasting, music sessions and barbecues. With a lot of their employees relocating to London for the job, they have found that having a strong social ethos has been pivotal for helping them settle in, make new friends within the workplace and develop ongoing working relationships.

At Firstco they have a diverse social committee, made up of a self-elected cross section of employees. The aim of this committee is to organise and arrange a variety of events throughout the year, that all staff are able to attend (either free of charge, or heavily subsidised). They have a budget of £6K available to them each year, with the annual company picnic being one of the most popular and well attended events. Other events include theatre trips, tickets for sporting events, wine tasting, music sessions and barbecues. With a lot of their employees relocating to London for the job, they have found that having a strong social ethos has been pivotal for helping them settle in, make new friends within the workplace and develop ongoing working relationships.

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eSynergy Solutions Limited

eSynergy are currently working with a local charity called St Lukes, which gives under privileged children in inner London the ability to play sports. Consultants run the lunchtime sporting activities once a week and they also run the school's football team for both boys and girls. Furthermore eSynergy sponsor the end of season football tournament, which is attended by a number of local schools in the area. Through the same charity the company also provide CV writing advice and expertise, as well as providing several work experience opportunities for those involved.

eSynergy are currently working with a local charity called St Lukes, which gives under privileged children in inner London the ability to play sports. Consultants run the lunchtime sporting activities once a week and they also run the school's football team for both boys and girls. Furthermore eSynergy sponsor the end of season football tournament, which is attended by a number of local schools in the area. Through the same charity the company also provide CV writing advice and expertise, as well as providing several work experience opportunities for those involved.

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England & Wales Cricket Board

The England and Wales Cricket Board's mission, vision and values are communicated through Cricket Unleashed. Initially this was launched to key stakeholders in cricket at the AGM. It was launched to all employees at the employee's event in 2015. This was special because it brought all employees and teams under one roof for the first time. It marked a change in the way the organisation wanted to do things going forward – collaboratively and as a team. It included an address from the CEO Tom Harrison and the Director of Cricket Andrew Strauss. The values were also communicated at the annual Christmas Event. It was launched by two of ECB's values ambassadors, who had helped the People team throughout the process and provided excellent assistance and advice throughout. Furthermore the Board designed some visually inspiring logos to bring the statements to life. They now use these across their paperwork and within their processes to reinforce the messages.

For an individual who has moved up internally within the business one to one mentoring is organised to support them with the challenges they are faced with. These challenges are related to colleagues and stakeholder's perception of them being more ‘junior' within the business. Internal work experience is also made available throughout the organisation, enabling colleagues to shadow individuals in other departments and businesses, as well as encouraging personal and professional growth.

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East Riding College

The East Riding College Employee Personal Development Award is for £175. Staff can use this financial award to pay for any course or qualification that they would like to undertake for their own personal development. These do not have to be related to their role within the college, e.g. joinery for beginners, chocolate workshop, flower arranging, creative Photoshop or French for beginners. There is also a £50 Staff Development award. Staff can use this award to contribute to the cost of both work and non-work related qualifications. The college will use appropriate external funding to fund qualifications to support staff development, for example Level 2 Initial Advice & Guidance Award and Level 2 Mental Health Awareness Course. If no external funding is available, the college will offer a reduction of up to 10% on the course fees. The college will provide paid time off for exams and exam preparation, as well as flexible working so staff are supported to amend their working hours to accommodate teaching times.

There is an annual Summer barbecue and Christmas party for all staff. There is always a theme for the barbecue, enabling staff to dress up and get into the spirit of the event. Last Summer the theme was 'South Sea Islands'. There was a range of grass skirts, sun hats and even a surf board all adding authenticity to the day. There is a prize for the 'best dressed' employee. The Christmas party will include a challenging quiz. The various teams chose their own unique names and a considerable amount of friendly competition develops. These events take place at the two college sites in Beverley and Bridlington and are for all staff, the majority of whom attend, including the Directors. These events are held at the end of the Autumn and Summer terms after the students have left, so enabling the staff to fully relax after a very taxing 10 to 12 weeks. The college holds an annual staff conference which is compulsory for all staff to attend. The morning programme is planned so Directors can explain the current position of the college and also set the scene for the year to come. The afternoon workshops support the theme of the conference and from a selection of at least eight workshops staff will chose three that are most relevant for them to attend. The variety of workshop topics ensures that there are relevant topics for both teaching and support staff.

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CS Healthcare

CS Healthcare employ a reward and recognition framework for their employees. This assesses what reward should be given to an employee or team based on their contribution to the Society. It also looks at an employee's behaviour based on the company's five key behaviours and performance. The criteria looks at whether an employee or team has performed over and above the required level for their job, if they have demonstrated all the key behaviours positively and if their behaviour is consistently good in their contacts across the Society. Employees will be eligible for rewards on different levels. This process will ask Line Managers and the Senior Management Team to nominate an individual or team with final sign off from the Chief Executive, who will then decide what level of reward will be given.

CS Healthcare brought in a Chiropractor to assess all employees that wanted a free consultation. As the company are an organisation where employees are sat at their desks most of the time they wanted to ensure they had an opportunity to get checked and sort any painful issues they may have had. This was very well received and gave the Society the opportunity to show they care about the wellbeing of their employees. CS are also introducing Resilience Training for employees to give them the tools to cope resiliently with stress. They have increased the lunch break period to promoted breaks to ensure employees can get away from their desks and feel refreshed. This is important for employees wellbeing as well as enhancing productivity. They are even introducing Mentoring and coaching at work, with the aim of providing additional support for staff to ensure they receive all the help they need.

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Cranstoun

All of Cranstoun's Managers have taken part in a management development programme. Following the programme, support is provided through management and supervision structures and also informally through peer-support. They have invested in an external coach to support their Senior Managers to hopefully affect positive change and support them to achieve to their potential. The coaching has been hugely beneficial and bought about noticeable changes, with follow up sessions being provided to enable Managers to revisit their goals and maintain momentum. The performance of Cranstoun's Managers is reviewed via monthly supervision meetings, which lead incrementally to an annual appraisal. Performance is assessed through a variety of Key Performance Indicators including service performance, where services are monitored monthly against agreed targets with commissioning bodies. Additionally residential and rehabilitation services are also assessed against occupancy levels and organisational KPI's, where Managers are assessed quarterly against a number of organisational KPI's including staff retention, staff attendance, volunteer numbers etc and audits, where internal Quality, Performance and Results teams carry out annual audits on a range of working practices broadly in line with the Care Quality Commission standards. Performance is 'traffic lighted' and shared at a senior level, with supportive action plans agreed amongst Managers.

All of Cranstoun's Managers have taken part in a management development programme. Following the programme, support is provided through management and supervision structures and also informally through peer-support. They have invested in an external coach to support their Senior Managers to hopefully affect positive change and support them to achieve to their potential. The coaching has been hugely beneficial and bought about noticeable changes, with follow up sessions being provided to enable Managers to revisit their goals and maintain momentum. The performance of Cranstoun's Managers is reviewed via monthly supervision meetings, which lead incrementally to an annual appraisal. Performance is assessed through a variety of Key Performance Indicators including service performance, where services are monitored monthly against agreed targets with commissioning bodies. Additionally residential and rehabilitation services are also assessed against occupancy levels and organisational KPI's, where Managers are assessed quarterly against a number of organisational KPI's including staff retention, staff attendance, volunteer numbers etc and audits, where internal Quality, Performance and Results teams carry out annual audits on a range of working practices broadly in line with the Care Quality Commission standards. Performance is 'traffic lighted' and shared at a senior level, with supportive action plans agreed amongst Managers.

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CIL Management Consultants

Every employee is included in CIL's generous company bonus scheme. A bonus is paid three times per year, in September, March, and a smaller Christmas bonus in December. The amount received is a function of company performance, the individual's grade and the individual's own performance. People are told about their bonuses personally by one of the Partners, and everyone receives a personalised letter summing up the key projects and achievements from the last six months. Through the bonus scheme, employees receive an uplift on their salary ranging from 20% of base (at Analyst level) to 100% (senior managers).

CIL have a comprehensive internal training programme that aims to support people on their career journey from Analyst through to Partner. Everyone starts with a thorough two-week induction fortnight, which focuses on the core skills that one will need as a consultant and how they apply them on CIL projects. The fortnight finishes with a mini-team project to simulate the kind of work people would do on a typical project. After induction fortnight they have c.40 training modules that support people with their journey to Consultant. During this time there is also a lot of emphasis placed on self-teaching and using the people around you to help coach. CIL encourage new joiners to be curious and ask questions of those around them. For Consultants and above they have a series of lunch sessions with guest speakers from friends amongst their client base. These sessions are intended to introduce Consultants to themes outside of the core day job but also to help them get a good feel for what CIL clients really look for in their work. To help people progress to Partner, CIL have an excellent sales training programme that focuses both on presentation techniques but also sales habits and processes. These are delivered by specialist external training companies.

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Cambridge Consultants Ltd

CC have an open air lounge area, which provides a quiet and tranquil environment for their employees to relax in, either at lunchtime or during other quiet times. The company also host free weekly yoga sessions after work. To ensure that mental health is looked after as much as physical, CC have a free and confidential counselling line available to all their employees 24 hours a day, 7 days a week. CC actively encourage employees to use this service if they are experiencing stress or other difficulties, whether work related or personal. Cycling is very popular and to ensure CC employees are safe whilst cycling to and from work the company provide reflective cycling jackets so they can be seen easily by other road users. They also provide them with drying facilities, showers and freshly laundered towels. CC organise for the bicycle ambulance to visit the site and undertake work on employee's bikes to ensure they are maintained properly and roadworthy. The company also pays for their time and the employees pay for any parts they use. They even provide a cycle workshop for staff to undertake minor repairs during the day and provide spare bulbs and other small items. CC also offer to pay £100 towards new glassed if needed for VDU work, which is in addition to paying for the eyesight test.

CC have an open air lounge area, which provides a quiet and tranquil environment for their employees to relax in, either at lunchtime or during other quiet times. The company also host free weekly yoga sessions after work. To ensure that mental health is looked after as much as physical, CC have a free and confidential counselling line available to all their employees 24 hours a day, 7 days a week. CC actively encourage employees to use this service if they are experiencing stress or other difficulties, whether work related or personal. Cycling is very popular and to ensure CC employees are safe whilst cycling to and from work the company provide reflective cycling jackets so they can be seen easily by other road users. They also provide them with drying facilities, showers and freshly laundered towels. CC organise for the bicycle ambulance to visit the site and undertake work on employee's bikes to ensure they are maintained properly and roadworthy. The company also pays for their time and the employees pay for any parts they use. They even provide a cycle workshop for staff to undertake minor repairs during the day and provide spare bulbs and other small items. CC also offer to pay £100 towards new glassed if needed for VDU work, which is in addition to paying for the eyesight test.

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Calderdale Metropolitan Borough Council

CMBC are using the 70:20:10 model of learning to provide a base for employees to shape their learning. The organisation is just about to publish a revised Learning and Development Policy for the first time in several years, which they will use to underpin the development of a culture of self-directed learning. The emphasis is on seeking out learning instead of relying on paid for structured programmes of learning. CMBC also have a coaching and mentoring programme which has been in place for three years. They have built their own pool of workplace coaches and mentors that anyone in the council can request to have time with. They also run a ‘Day in Your Shoes' campaign, which aims to get employees connecting with one another across teams and learning from others about what their services do. This is promoting cross-council networks and helps employees to understand what goes when it comes to delivering CMBC services to the public.

CMBC are using the 70:20:10 model of learning to provide a base for employees to shape their learning. The organisation is just about to publish a revised Learning and Development Policy for the first time in several years, which they will use to underpin the development of a culture of self-directed learning. The emphasis is on seeking out learning instead of relying on paid for structured programmes of learning. CMBC also have a coaching and mentoring programme which has been in place for three years. They have built their own pool of workplace coaches and mentors that anyone in the council can request to have time with. They also run a ‘Day in Your Shoes' campaign, which aims to get employees connecting with one another across teams and learning from others about what their services do. This is promoting cross-council networks and helps employees to understand what goes when it comes to delivering CMBC services to the public.

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Cadline Ltd.

Cadline's vision, mission and values were agreed upon seven years ago. It was decided not to agree upon these solely at a leadership level, so instead the company organised an offsite company event where they had a primary business objective of letting the team develop their ideas. The morning was spent developing the vision and mission statements and in the afternoon the team decided which core values best represented what the company embodies. As well as this the team went further and developed a set of behaviours, ensuring it was clear to every member of staff how to demonstrate these values in day to day interactions with one another and with customers alike. In order to maintain the team's enthusiasm and commitment Cadline decided to embed the values in the performance management system. Every year within each employee's objectives there is a ‘Values' objective, which requests that at each appraisal point the individual submits evidence of how they have ‘lived' the Cadline values of Integrity, Teamwork, Expertise or Passion. Through this process they reinforce the business statements and values to all. Furthermore new employees have a leadership induction scheduled where they spend a morning with one of the Leadership Team. During this induction the bourness statements and values are presented and discussed. This is then reinforced throughout the wider company induction with the HR Manager and Line Manager.

The Senior Management Team are extremely visible to all staff and also have a friendly approach. They have an open door policy and lead by example. As part of the company's induction a corporate presentation is delivered to all new staff members, which is always conducted by a member of the Senior Management Team. During these the values of the business are described in more detail. Regular meetings are also conducted with all staff to keep them well informed about the business. Due to the various office locations and offsite training each month a webinar is presented by the Senior Management Team called Teamtalk, which informs the business about progress, profits, HR, sales, events and anything else they should be aware of. The webinar is recorded so if any staff were unable to dial in they are able to view it later. Cadline want everyone to feel engaged, regardless of their remote location, and therefore ensure regular visits occur to all offices by Senior Managers and HR alike.

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