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
Assureweb have held a company quiz, a Christmas party and a May Ball which encompassed a staff awards/recognition ceremony. The company have held poker nights to raise money for charity.
Assureweb have held a company quiz, a Christmas party and a May Ball which encompassed a staff awards/recognition ceremony. The company have held poker nights to raise money for charity.
The process is set at organisational level but the managers bring this alive through their day to day management style - managing by walking around, being open and available to coach staff. Regular formal and informal reviews of progress and achievement against goals give opportunities for recognising success. Impromptu 'tokens' e.g. flowers for staff who have worked particularly hard in a specific instance
Imparta had a company paid trip to London Zoo for an evening called 'Zoo Lates'. The evening was fantastic from a team bonding perspective and also a great way for new employees to meet their colleagues in a relaxed environment.
iD Experential's annual trip to Royal Ascot is one of the most eagerly awaited events of the year. In 2012 they hired their own area on the Silks Lawn. Their Christmas party was also a key event which had an 'Only Way is Essex' theme and a special guest appearance from Arg and Lydia, two of the TV shows cast who sang to the agency while they were having dinner . Everyone is already excited for this year's bash, although the theme and location are a closely guarded secret until nearer the time to ensure maximum impact for the agency! Every Friday afternoon iD's social committee iPARTY provides refreshments in the reception area so that the agency can finish the working week together.
Managers review their team members consistently both through and at the end of projects as well as calendared appraisals and monitor performance and support required. Managers also have regular informal meetings with staff both in one to ones or teams in their relaxed office reception area. This fosters an inclusive and comfortable atmosphere in which to support departments on a regular basis. By splitting capabilities into Skills, Knowledge and Behaviours, the managers can focus support in the most focused area. They are aware team members have different needs and look at adapting their management style and level of support or input depending on each individual's needs.
In reality the company has three leaders, Stuart Becker (Managing Director), Russell Langridge (Sales & Marketing Director) & Dale Perry (Finance, IT & HR Director) as they are all equal shareholders in the holding company. HRG believe that by being "one of the workers", by always "having their doors open", by being one of the first in and one of the last out everyday, projects a level of commitment that the employees hopefully respect. The Leaders are always willing to listen to their senior management team or anybody else for that matter and over the years have made many decisions that eminated from beyond the Board. They firmly believe in leading by example, which may not be distinctive but they do feel they do it very well.
In the last 12 months, 100% of staff would have had a pay rise, apart from those who had only just joined HRG. The last pay review was July 1st 2012.
Hermes Field Managers regularly need to interview potential self employed couriers to provide services for them. There are around 150 Field Managers, many of whom took the decision to conduct interviews in the homes of potential couriers. Through feedback from the employee focus groups and team meetings and risk assessments, there was a significant risk to lone working in this situation. The company introduced a policy for Field Managers to interview potential couriers in public places and giving them an allowance to buy a drink etc. Hermes' head office was relocated three years ago and was designed to give employees maximum comfort, from the ergonomically designed chairs and desks, to a subsidised restaurant. The depot network is also constantly being upgraded so that employees across the business have better working conditions. i.e. more space, parking, light, rest areas and meeting rooms.
Hermes offer a selection of bonus schemes and benefits for different grades. One particularly effective way is for their senior managers and middle managers. The company offer a flexible benefits package that allows them to purchase extra holiday/health insurance etc. Hermes also offer a range of bonus schemes that are very effective. The bonus schemes are designed to motivate employees to save costs as well as improve their service. The bonus is awarded upon achievement of targets and extra bonuses are paid for employees who have consistently performed well throughout the year but are not part of a bonus scheme. Hermes also have an employee recognition scheme called the Hermes Champion Awards. Gift vouchers are awarded to quarterly winners who have been nominated by their colleagues for demonstrating commitment to the business values.
The Golder Trust for Orphans was formed to provide support to children and families in Africa who have been orphaned by the AIDS pandemic. The Trust is funded by Golder staff worldwide and provides financial support to Non-Governmental Organisations caring for and counselling families and dependents of people living with HIV/AIDS. To date, their efforts have supported over 1000 children in Africa.
The company conduct an 'Annual Career Development Review'. Within this review personal development and training needs are assessed and a plan for the employee's forthcoming year is put together between themselves and their line manager. The company allows a standard of 10 days training per year, per employee.
As part of the firm's core values, the firm awards one staff member per year with "A great client service award". All those nominated are recognised at a drinks evening where their achievements are listed. Last year's winner won a weekend away for two at a luxury spa hotel. In addition, they have a prominent space on our internal intranet "Foxnet" where great efforts by staff (for both internal and external clients) are recognised.
As part of the firm's core values, the firm awards one staff member per year with "A great client service award". All those nominated are recognised at a drinks evening where their achievements are listed. Last year's winner won a weekend away for two at a luxury spa hotel. In addition, they have a prominent space on our internal intranet "Foxnet" where great efforts by staff (for both internal and external clients) are recognised.
A particularly memorable and enjoyable social event that they recently held, was the Foolproof 10th Birthday Party. This was a really exciting time, where everyone, including ex-staff, was invited to spend the evening at Caistor Hall Hotel in Norfolk to celebrate with food, drink and accommodation expensed by the company. This was a memorable evening, where past, current and future successes were celebrated. This was also an opportunity for Management to announce the exciting news of the acquisition of their Singapore office!
Foolproof is led by the Managing Director, Leslie Fountain. What is distinctive about her approach to management is how she applies her own and the company's values through all levels of the company. Leslie demonstrates how she expects people to work and behave by leading by example. Leslie is continuously on the office floor and sits within the open plan office, to support a true open door culture. Leslie takes opportunities to add her own touches to individuals' work and engages in creative discussions to broaden the employees' views on projects. In summary, Leslie's management style encourages Foolproofers to adapt a more open and creative approach to work as demonstrated by her.
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