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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Architect & Surveyor
HLM Architects
The organisation holds social events, quizzes, drawing classes, dinners, desk yoga, netwalking, and inclusive-tea breaks and it has hosted family events including colouring competitions, shed building, and garden design. It has also introduced Walk Out Wednesdays where employees leave their desks and go on a walk together.
The HLM Academy is designed to enhance progression through a variety of channels to suit different learning preferences. All employees are enrolled from day one. The Academy is uses two frameworks. The Skills framework outlines emotional and technical skills needed. The Behaviour framework sets out core behaviours and how colleagues should engage with each other.
Work-life balance is promoted at Hawksmoor, with management ensuring that employees do not have to hide parts of their personal lives. This approach promotes a healthy balance between work and home life, reducing stress and positively impacting personal health and performance.
At Hawksmoor, managers play a crucial role in maintaining a positive work culture. Through specific training programmes, managers learn how to effectively communicate, offer support and care for their team members, ensuring each member feels valued and trusted.
The organisation supports colleagues personal growth whether their choice is to develop in role, progress into other roles in the team, or change ‘career’ within Hastings. It does this by offering employees the opportunity to enrol in professional programmes, apprenticeships, graduate schemes, and internal and external mentoring to on-the-job?training
Hastings Direct has different levels of leadership development, including Operational Leadership Excellence (OLE) – a 12–18-month leadership programme that is focused on building skills, knowledge and confidence to better coach customer facing teams. It also offers Leading 4 Growth – a module-based programme aimed at senior leaders and keeping the group aligned to company strategy.
Staff are asked to complete annual e-learning modules on diversity and inclusion to ensure that FourNet's culture is supportive of everyone, regardless of ability or background. Managers attend training on subconscious bias. The company supports Women in Technology initiatives and has increased the percentage of women at all levels within the business.
FourNet recognises that line managers have a significant impact on the satisfaction, productivity, innovation and wellbeing of staff, so it has set up a management development programme to enhance its leaders' skills that is accredited by the Institute of Leadership and Management.
Developing team members is embedded as a core expectation of line managers and regular 1:1 meetings are expected. More formally, the company supports professional subscriptions and CPD, be that in insurance or professional specialisms. It tracks key talents and these processes feed into both the Benefact Emerging Talent Programme and the Benefact Leadership Development Programme.
Benefact Group runs a leadership programme for middle to senior leaders identified through the talent process as having future potential. This is a modular 18 month programme that covers Leadership and Emotional Intelligence, Innovation Tools, Financial Decision Making, Strategic Analysis and Collaborative Working Methods, delivered across 3 residential events.
The organisation is committed to promoting employees’ growth and development. Once per month, an external coach comes in and anyone across the business can participate in the sessions with them. DCM also has an annual away day for team building and development, and away days to encourage growth and inspiring ideas.
Managerial development is offered via a learning and development partner, You Can Now, which offers classes, talks and sessions to build core skills, as well as access to MasterClass, a set of online classes which enable people to develop personal interests and skills.
The organisation has adopted a spot salary model; it pays for the size of the role, not the person in it. Each role profile is evaluated by a panel and then external market data of average salaries is applied based on geographical location and sector-specific comparisons.
Curo’s managers are trained through its SHINE leadership programme to engage their managers in key ways to become future leaders within the business. This programme includes interactive sessions from keynote speakers, a series of masterclasses, peer support through action learning sets, seminars providing space for self-reflection, and action planning.
Managers are identified through succession planning programmes and are provided with compulsory formal management training and leadership training for future leaders. There is also an in-house training programme that covers broader management activities like interviews and PDRs.
Senior leaders at Croudace Homes are instrumental in fostering a positive culture by consistently modelling organisational values and communicating them regularly through staff conferences, newsletters, and meetings. They also embed these values into key policies and PDRs, recognising employees who exemplify them.
A new management development programme has been developed and delivered this year. Topics covered included: Understanding our Why, Managing People and Relationships, Building High Performance Teams, Managing Performance, Stress Awareness. Each topic gave practical take aways and has helped new managers feel confident and understand the importance of their role as a people manager.
Benevolence is one of Convey Law’s core values and support to charitable activities is a key element of its culture and process. Every client has the option of donating £10 at the end of their property transaction into their charity lotto through their non-profit organisation the Conveyancing Foundation which to date has raised £1,104,561.
Employees at Chess can achieve a higher basic salary through the company’s learn2earn scheme. Through Perkbox, the organisation’s people are rewarded monthly via their manager with £20 Perkbox credit to spend where they wish. Chess also runs length of service financial awards for 10 years (£500) and 15 years (£1,000).
Chess’ People Support and Knowledge Team run quarterly 'leaders training update sessions'. These provide leadership training and updates on Best Practice. It also launched Personal Development Plans via its new HR system. These PDP's allow people to document their short, medium and long term career goals and select what tools/resources they will require to succeed.
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