Catch up now
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
Shaylor Group's recognition and reward strategy is based around the consistent management approach of praise and thanks for good work and performance. Recognition is seen as a key motivator, hence the focus on praise and encouraging “what can we do better” rather than stifle the proactive and innovative ideas and contribution of individuals and teams. This approach was confirmed during their Investors in People assessment. Recognition is given both verbally and through personal emails and letters from the CEO and Directors. Wider recognition is given in celebrations posted on the intranet, e.g. thank you letters from clients, passing a successful audit, achieving 100% customer satisfaction, attaining a high score in the Considerate Constructors scheme, entry to the national site manager of the year award etc. Examples of press releases, client letters and cards of thanks are often shared to highlight individuals' successes.
Shaylor Group's recognition and reward strategy is based around the consistent management approach of praise and thanks for good work and performance. Recognition is seen as a key motivator, hence the focus on praise and encouraging “what can we do better” rather than stifle the proactive and innovative ideas and contribution of individuals and teams. This approach was confirmed during their Investors in People assessment. Recognition is given both verbally and through personal emails and letters from the CEO and Directors. Wider recognition is given in celebrations posted on the intranet, e.g. thank you letters from clients, passing a successful audit, achieving 100% customer satisfaction, attaining a high score in the Considerate Constructors scheme, entry to the national site manager of the year award etc. Examples of press releases, client letters and cards of thanks are often shared to highlight individuals' successes.
1 2 1's, open door policy from the top of the organisation.
Staff parties, team/departmental nights out, sports and social club and annual staff awards.
RGL are committed to helping employees to achieve a balance between work and personal life. As part of RGL's health insurance scheme, all employees have access to free cinema tickets and other discounted leisure activities. Flexible working options and generous compassionate leave are also given to employees, when necessary, in order to help with this balance. RGL have an employee assistance programme; all employees are able to access free telephone counselling and information services at any time of day or night. Employees are able to speak to experts in bereavement, stress, depression, bullying, financial problems, relationship problems and other personal or work related concerns. To improve the everyday wellbeing of employees, RGL organise ergonomic workstation assessments to ensure that employees' desks are set up correctly and that their comfort and posture are not compromised in any way. In addition to this, employees can choose to have an on-site acupressure massage every month. This is a massage treatment designed to reduce stress and the build-up of tension in the neck and shoulders. It can also improve motivation and positive thinking. To encourage employees to be active, RGL run a cycle to work scheme and loans for gym memberships.
A twice annual staff presentation is organised to make employees aware of the short and long term vision for RGL. Over food and drinks, Partners update employees on turnover and progress over the past year, important jobs which are being worked on and the direction in which they would like to take the organisation over the next year. These presentations engage employees with the vision of the company and how it can be achieved. Partners demonstrate best practice, and encourage employees to do the same, by attending all firm-wide social and marketing events. They support employees with business development and take employees to client meetings whenever possible. Partners encourage employees to realise their ambitions and support employees in their team who are keen to learn new things. This might involve giving them permission to go to a seminar, to learn a new foreign language or supporting them in securing a place on RGL's Employee Exchange Programme. Partners engage employees by celebrating the success of individuals, as well as the success of the organisation. For example, if a Partner receives positive feedback about an employee from a client, they will circulate it to all Partners, copying the employee into the email, so that they receive the wider recognition deserved.
All staff at Provide have an annual Performance and Development Review when a personal development plan is agreed and implemented. This applies to all their staff across all pay bands, clinical and non clinical. A 6 monthly review is held to review progress with objectives and personal development plans. A range of internal and external training opportunities are available and an annual learning prospectus is produced for staff. A strategic learning and development group is in place whose main purpose is to ensure that learning & development across Provide supports the safe and effective delivery of health care to all their customers and patients and also supports the vision and values of the organisation. A blended learning approach is in place so that staff can learn and update their training in different ways. E learning is in place and can be used for the majority of essential training updates as well as CPD and clinical updates. Monthly lunch and learn sessions are held, using in house specialists or external speakers for a range of topics and updates.
In the last year the company have focused on building relationships between Senior and Middle Managers. In June they held a very successful event called Appreciating Managers where they facilitated lively debate between peer managers on what they valued and what could be improved to make their working lives better. They were also asked what they would like to be appreciated for and a letter was subsequently sent to the delegates by their own manager thanking them for this. As part of the workshop, teams were given a cake, icing, glitter and other decorations and asked to compete against each other to decorate the best cake before eating it at tea break. This exercise was highly successful in getting managers to work together and getting people talking to colleagues they did not know well.
Their managing director does his utmost to engage with staff at all levels in a friendly manner. He's not afraid of being the butt of a joke & their regularly published internal newsletter (PowerNews) often leads with a terrible picture of Darren.
Since their last engagement survey Powertecnique have implemented a dress down Friday policy to allow staff a more casual day in the office. This has improved morale without negatively affecting productivity. A win win! They are also currently in the process of investigating improved private health & pension offerings for their staff. A company wide pay review is also due to be commenced as pay was raised as a concern from the latest survey.
Junior consultants are given rewards such as tailor made suits, watches and pens when they achieve certain milestones in their career. This has proven particularly successful allowing them to feel successful and to have visible reminders of their success. These rewards are very sought after. They have also run incentives for colleagues around additional training and enhanced training personal budgets for individuals which have proven popular.
Potensis's internal coaching is very strong. New starters receive 6 months of training and development with a buddy/mentor, formal training, training assignments, weekly reviews and personal projects. This scheme has been really well received by their new starters and has allowed them to hire people with no previous recruitment experience.
The company work closely with a local college as part of a local government initiative called 'Step Up Programme'. This involves presentations to students, workshops and work experience for students aged 16 - 18 they have been involved in this scheme for the last two years. The company are also involved with local universities and attend Graduate Recruitment Fayres across the UK.
Line Managers often take their teams out for meals on completion of very hectic work schedules. A young lady in her mid 20's has been part of their talent management programme for the last 6 years and on completion of Part III Architect Programme the company has awarded her with a promotion as well as a bouquet of flowers and article in the Group wide company magazine. One Employee who won substantial work for the company was awarded a fully paid weekend away with his spouse.
Plastribution has recently moved into new larger open plan offices, which has provided employees with the chance to take relaxing breaks in their working environment, create meals, obtain snacks and free squash in the adjoining kitchen and enjoy a light, warm and well ventilated workplace.
A suggestion for an in-work tuck shop – this has now been now implemented and snacks are available via an honesty box in the offices kitchen. Creation of social committee to coordinate events and activities on behalf of employees. Supported time for charity, social commitments.
The company have a suite of Management Development Programmes to assist their existing and aspiring managers and supervisors in developing skills and knowledge to equip them for current and future managerial roles. Two programmes are accredited with the Institute of Leadership and Management (ILM), and tailored to aligned them with their managerial competencies and values. Their third programme is a bespoke modular Leadership Development Programme, coupled with 360 Degree feedback before and after with coaching and support provided. Considerable time is invested for studying, day release, and coaching over a 5 month period for each Programme. Celebrations are held at the end of each programme, with the presentation of certificates and a monetary recognition reward.
Their organisation's Primary Purpose of Opening Doors, Enhancing Lives has a variety of medium term priorities driven by Delivery Outcomes for the Community. These are categorised under 2 key themes, one of which is Enhancing Resources and Governance to ensure they deliver high quality, cost effective and efficient services. One of their key Business Plan priorities therefore focuses on Value for Money and Boosting Productivity. Examples include: Homeworking introduced for 20+ staff to allow better quality of life, saving time and mileage costs going unnecessarily to hot-desking facilities. An app was written to access their HR system to enable mobile users to request holidays and see their wage slips using a tablet and personal computers – removing the need for paper copies and needing to login from a work PC. Automated the collation of information on ‘Notices Seeking Possession' saving 1hr a week compiling stats for housing. A new process agreed with British Gas to immediately transfer gas and electricity supply to BG when a property becomes void, thereby ensuring utility supplies are working allowing work to be carried out immediately on the property by their contactors. This ensures quicker entry and turnaround of void properties, avoids time wasting chasing to get utility supplies transferred.
Founding partner has set up Labs workshops for all analysts to mentor and develop talent. Senior management don't ask anything of their teams that they would not do themselves. Senior Management encourage work across departments and readily share their resources across depts. for the greater good of the company.
OrderDynamics provide Time Out Tuesday's - a complimentary massage service for all staff every Tuesday in the office. They also provide complimentary fresh fruit smoothies all year round made on site. They provide a keeping fit allowance that's not just a Gym subsidy. It's an allowance of £25 each month that employees can use towards anything they do which makes them feel healthy - taking the kids swimming, paying for Boris Bike fees, even towards their family fresh veg & fruit bill each month. We pay 50% of onsite Yoga class fees.
Looking for more information on our solutions? Let us know how we can help and the right member of our team will be in touch shortly.
