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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
BEN runs appraisal and supervision training sessions to ensure that Managers feel confident with the appraisal process and understand the value of it. This ensures they appraise fairly and effectively, agreeing SMART objectives with their team members and reviewing these regularly by means of follow-up meetings and annual appraisals. They also review their appraisal forms and guidance regularly, taking into account feedback from both managers and appraisees, to ensure the process stays effective and relevant. BEN encourages its managers to manage on a personal level, operating an open-door policy to cultivate a culture of open communication and trust.
BEN runs appraisal and supervision training sessions to ensure that Managers feel confident with the appraisal process and understand the value of it. This ensures they appraise fairly and effectively, agreeing SMART objectives with their team members and reviewing these regularly by means of follow-up meetings and annual appraisals. They also review their appraisal forms and guidance regularly, taking into account feedback from both managers and appraisees, to ensure the process stays effective and relevant. BEN encourages its managers to manage on a personal level, operating an open-door policy to cultivate a culture of open communication and trust.
The organisation provides free fruit for employees and also have a free counselling service which is provided by BCW's Health Care Providers which allows staff to have up to six counselling sessions which are in total confidence.
Employees are rewarded for excellent performance by providing incentives for high achievers. Bonus payments and Salary Reviews are also given on an ad hoc basis.
Aspire Outsourcing encourages its people to have a healthy lifestyle and diet, and promotes fitness and general wellbeing within the workforce. People certainly don't feel that their health is suffering because of their work. Work deadlines are realistic, and people rarely feel that the organisation takes advantage of them. Recruitment might sometimes be viewed as a high-pressure industry, but at Aspire Outsourcing, people don't feel under too much pressure to perform well either.
Aspire Outsourcing encourages its people to have a healthy lifestyle and diet, and promotes fitness and general wellbeing within the workforce. People certainly don't feel that their health is suffering because of their work. Work deadlines are realistic, and people rarely feel that the organisation takes advantage of them. Recruitment might sometimes be viewed as a high-pressure industry, but at Aspire Outsourcing, people don't feel under too much pressure to perform well either.
In November 2012, a team of willing gentlemen took part in MOvember. The Company matched all funds raised to a maximum of £500. The Company makes these decisions on an ad hoc basis depending on the cause and in consultation with COM2. Self Unlimited is a charity which supports adults with learning difficulties. Artelia have run volunteer days at several of the charity's sites helping out with gardening, fence building and general maintenance. They have also provided professional advice on construction and property matters on a pro bono basis.
Following the aquisition in 2012, Artelia recognised a need to develop the UK HR Department, to accommodate the expanding workforce. Rather than recruiting, Artelia made the decision to offer a development opportunity for the in post HR and Payroll Manager, Sarah Dier. Sarah was already part qualified, but needed further training to increase knowledge and skills to support the business. She jumped at the opportunity and is now enrolled on the CIPD Post Graduate Diploma in Human Resourse Management. This is a 2 year study programme that includes 6 hours of classroom study a week. Artelia are fulling supporting Sarah, both financially and by enabling her the time off she needs to attend class and exams etc. A win win situation!!
Shirin Dehghan awarded 'Top Woman in Mobile' by Real Business; Shirin Dehghan wins inaugural ‘Women in Business' Award. This year saw Shirin Dehgan of Arieso win Female Entrepreneur of the Year. She has drive, commercial acumen, customer focus and communicates and lives values including the importance of execution and delivery.
Several technical staff with ambition to move into commercial/sales roles have been supported including relocation where required. Managers make it very clear how specific projects and deadlines are connected back to meaningful business objectives that contribute to entire teams bonus. There is a general open culture, anybody can talk to the senior managers about anything and regularly do.
Westmill have pay reviews, pay benchmarking and recognition awards for those performed well.
Westmill have a strong Action Learning approach. This works for them for two reasons. Firstly, the company want their people to be part of their future therefore engage every single employee in a process to derive the Mission and Behaviours. This is action learning because it is the line managers and their leadership team who create and deliver the process to do this. This builds important skills around project management, facilitation, leadership and listening on a real business issue rather than in simulated training exercises. Westmill people learn and develop key skills and the business benefits from the work they are doing on a real business issue.
TCHA encourage their managers to lead by example and to inspire and motivate their teams. Their managers all utilise a company specific competency framework for appraisals and one to ones. They also have 360 feedback in place and regular team meetings and working groups.
TCHA encourage their managers to lead by example and to inspire and motivate their teams. Their managers all utilise a company specific competency framework for appraisals and one to ones. They also have 360 feedback in place and regular team meetings and working groups.
The company employ two permanent fitness instructors who work in the Bracknell office gym. They also pay gym membership for employees in all other offices. Their on-line health and well being portal gives access to a comprehensive wellness information centre, which addresses a wide range of medical and well being issues, and their interactive online lifestyle programme. Towry entered 112 employees in 16 teams in last year's Global Corporate Challenge, and between them they clocked up nearly 56,000 measuring their daily step, swim and cycle count. The daily step average of 12,926 per person (5.15 miles) was an 11% improvement on last year.
The company employ two permanent fitness instructors who work in the Bracknell office gym. They also pay gym membership for employees in all other offices. Their on-line health and well being portal gives access to a comprehensive wellness information centre, which addresses a wide range of medical and well being issues, and their interactive online lifestyle programme. Towry entered 112 employees in 16 teams in last year's Global Corporate Challenge, and between them they clocked up nearly 56,000 measuring their daily step, swim and cycle count. The daily step average of 12,926 per person (5.15 miles) was an 11% improvement on last year.
The entire organisation is rewarded for their hard work through an attractive incentive system which is two-fold; offering generic rewards that everyone competes for, and personalised prizes that ensure a heightened sense of employee satisfaction. By setting generic achievable targets on a weekly, quarterly and one off basis - consultants work towards rewards such as an exotic holiday for their entire team, Mont-blanc pens, Friday beers, sports car racing days, spa weekends in 5 star hotels, additional holiday time, Ipads or lunches at Michelin-starred restaurants. An additional 'money can't buy' luxury experience, that has been tailored to suit a particular high performing individual's interests, is given out on a quarterly basis. For instance, Alka Graham (mother of two) generated £1m revenue for TJC and was presented with her choice of reward (a family trip to see her favourite band in Paris), by TJC's CEO at a company-wide function. Not forgetting other integral members of staff, the administration and operations teams are also exposed to this target system if they meet their KPI's or are nominated as Employee of the Month. Recognition and appreciation is integral to the business and was reflected in last year's low attrition figures. Smaller day to day accomplishments and innovative acts are highlighted to the company at large via congratulatory company-wide emails, which encourage both the team and individuals to succeed.
The company use a career road map to ensure that each consultant knows in which direction their career is going, what they need to do to get there, what coaching will be offered to help them and what awards will be accrued when they reach their goal. Employees are rewarded through bonuses and incentives which encourage them to work at maximum capacity. After every year of service, the Directors take the individual employee for congratulatory drinks and discuss their successes. Listening to the employees ambitions, the Director(s) suggest potential development and further avenues for exploration. Employees are made aware of opportunities to develop in terms of promotions or sideways movements.
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