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
Each piece of work given to a staff member is formally reviewed by a more Senior Manager, thereby providing very regular feedback. Appraisals are carried out twice yearly for all staff, ensuring that all employees know what is expected of them, and receive feedback on the macro level.
Sometimes the simple ideas which have stood the test of time are the best, so the company place great emphasis on their appraisal process. Appraisals take place twice in the year, and focus not only on an assessment of performance and areas for development, but also on engagement and career potential. Technical and soft skills are assessed by reference to 'Career Maps' - freely available documents which lay out the requirements for staff at each of seven levels within each of their professional practice functions. Every appraisal is read by a representative from the HR team, and one from the Training and Development team, so that support can be given on an individual level to the appraiser as well as the appraisee.
Performance related bonuses are offered across some key areas of the business e.g. sales. An annual bonus is given to all members of staff at Christmas as a thank you for their hard work over the festive period. The company allocates money to each department so they can enjoy a meal out together. A small Christmas Eve party is held for all staff providing drinks and nibbles along with a gift for everyone. When an employee has contributed something really worthwhile they will always use the in house publication to print an article about them.
Lunn's has always provided financial support to worldwide disaster appeals. They are also proud of the fact that they have provided stable employment over the past 30 years through which N Ireland and Belfast city centre in particular was considered a hostile place with violence that was reported around the world.
The company now have personal development plans for all employees and all job roles. This has seen a great improvement in staff engagement and productivity.
The company carry out their own staff survey every April as well as the Best Companies in October. Each dealership has a staff group that work with managers to improve staff satisfaction. All dealership staff receive an update presentation every three months regarding the company. This is usually followed by food, drinks and socialising.
As a company they have a "giving back committee" who work with the HR team to bring fund raising ideas to fruition, supporting events such as Children In Need and Red Nose Day. In the last financial year they have donated £156,944 to various charities. The company have also rolled out ‘just giving' which is where employees can donate to any charity they want to via payroll which comes from their gross salary, they save on PAYE deductions.
As a company they have a "giving back committee" who work with the HR team to bring fund raising ideas to fruition, supporting events such as Children In Need and Red Nose Day. In the last financial year they have donated £156,944 to various charities. The company have also rolled out ‘just giving' which is where employees can donate to any charity they want to via payroll which comes from their gross salary, they save on PAYE deductions.
Managers recognise and reward employees. They recognise over achievers and consider the level of support individuals will need to achieve their tasks. They review this regularly asking for feedback on how they feel things are going and also make communication a priority through regular team meetings and 1-2-1's and Personal Career Discussions are offered to all their direct reports. They are open to receiving information from others, asking questions and responding to feedback and have an open door policy. They also organise team events and nights out to enable team members to socialise.
Managers recognise and reward employees. They recognise over achievers and consider the level of support individuals will need to achieve their tasks. They review this regularly asking for feedback on how they feel things are going and also make communication a priority through regular team meetings and 1-2-1's and Personal Career Discussions are offered to all their direct reports. They are open to receiving information from others, asking questions and responding to feedback and have an open door policy. They also organise team events and nights out to enable team members to socialise.
As part of POPs across the business, Managers will hold informal monthly and more formal quarterly and annual reviews with their team members. During these meetings Managers ask what support their team member would like - what do they find tricky? Are they confident? Can more support be provided? Informally Instant has a very open plan environment, everyone has the same equipment and is visible and totally approachable in the office. Instant genuinely cares about employees wellbeing and want success for each other.
As part of POPs across the business, Managers will hold informal monthly and more formal quarterly and annual reviews with their team members. During these meetings Managers ask what support their team member would like - what do they find tricky? Are they confident? Can more support be provided? Informally Instant has a very open plan environment, everyone has the same equipment and is visible and totally approachable in the office. Instant genuinely cares about employees wellbeing and want success for each other.
ING Direct provides Lifeworks which is an employee Assistance Programme; they also offer counselling services and alternative therapies every quarter for their employees.
Inchcape's CEO encourages empowerment and colleagues' acceptance of responsibility for the creation of solutions to business challenges. He also encourages a commercial attitude with the willingness to take acceptable risks in decision-making.
Inchcape's CEO encourages empowerment and colleagues' acceptance of responsibility for the creation of solutions to business challenges. He also encourages a commercial attitude with the willingness to take acceptable risks in decision-making.
Structured hyphen induction programme in addition to the wider Adecco Group Induction. Internal menttoring and coaching. Manager and employee work together on the personal development plan which is linked to the core competencies of the job role and identifying the skills gaps that may exist. These are reviewed during the ad hoc and mid year reviews. The Manager also takes the opportunity in these meetings to ensure that the individual is happy in their role. This provides an opportunity for discussion around an individual's wellbeing or any personal concerns they may have at work.
The senior management team took part in a roadshow to improve employee engagement across hyphen. The team visited each on site team to give them a platform to ask questions to management but also provide them with key insight into initiatives / financials etc. This has been extremely well received and hyphen will be looking to make it a regular event going forward.
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