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
Group Positive provides staff with thank you cards, flowers, cakes, champagne and husband and wife weekends to the South of France in appreciation for their work.
Group Positive provides staff with thank you cards, flowers, cakes, champagne and husband and wife weekends to the South of France in appreciation for their work.
All staff were asked to submit suggestions that could improve Greene & Co both internally and in the service the company offers to customers. They have a company colleague rep who staff can talk to in absolute confidence about any problems/issues they may have (be it to do with work or of a personal nature). The colleague rep can feedback any issues to senior management. All staff at Greene & Co have a monthly one-to-one with their manager, and a quarterly one-to-one with David Pollock the MD, where any feedback can be given.
Managers carefully monitor how their team is performing and whether they are achieving their goals. Managers will review progress in one-to-one's, and put measures in place to provide extra training if needed. One-to-one's with managers are also for receiving feedback from staff as well as giving it. Sales techniques are also covered in monthly company training sessions.
Gleeds has an internal team known as "GYM" - Gleeds Young Marketeers - which has been running for circa 20 years. Younger members are encouraged to sign up and take part in the activities designed to help develop a sense of belonging and build up long term internal and external relationships. Activities include a conference (attended by 120 GYM members from across the world) sailing, bowling, wine tasting events with clients and charity marathons. 2011 saw a re-launch of GYM with new members and greater involvement. As well as occupational health provision and employee assistance programmes, they have also run yoga and massage courses at Head Office and their social calendar includes Christmas events, sailing days, team sports, away days and charity fund raising.
Gleeds has an internal team known as "GYM" - Gleeds Young Marketeers - which has been running for circa 20 years. Younger members are encouraged to sign up and take part in the activities designed to help develop a sense of belonging and build up long term internal and external relationships. Activities include a conference (attended by 120 GYM members from across the world) sailing, bowling, wine tasting events with clients and charity marathons. 2011 saw a re-launch of GYM with new members and greater involvement. As well as occupational health provision and employee assistance programmes, they have also run yoga and massage courses at Head Office and their social calendar includes Christmas events, sailing days, team sports, away days and charity fund raising.
In the last 12 months the senior management have started to run regular (but optional) company lunches. These drop-in sessions, each with a specific business focal point, have helped their staff to stay up-to-date with the wider news surrounding the business and have allowed employees to ask questions in an open forum. The lunches have helped staff feel part of the business as a whole, rather than as part of just a team or department. The lunches are very well attended and have created an engagement with the company hitherto unseen in the past.
Freestyle's recruitment process is all about recognising talent and just because you start Freestyle life in a certain role doesn't mean you'll stay there. Previous recruits have started in junior roles and progressed through the company to senior management roles. This is just an example that shows how Freestyle recognises and develops people's strengths and talent.
Dialogue is encouraged between managers and team members. Managers are encouraged to adopt a flexible approach to team members. Allow flexibility in work patterns and allow work from home without significant prior arrangement.
During summer 2011, Ffastfill had a Summer BBQ and Dragon Boating event for all staff and their families. It was well attended and the feedback was great from employees. Ffastfill catered for families including small children where a bouncy castle was available for their entertainment.
They assign each new starter a 'mentor' who coaches each new employee from day one within the organisation. They ensure that the new trainee takes part in each area specific training and on-going development programmes. They have regular contact with the new starter and provide training related support and advice.
Eurostaff Group respect employees' life outside of work: time for family, friends and outside interests/hobbies. Managers have the ability to alter working hours and responsibilities to make working life more flexible. The introduction of the early finish at 3pm on a Friday was a result of realising the efforts of employees. Managers spend one on one time with each employee at least once a week either inside or outside the organisation, in which they discuss personal goals and ambitions, and what they can do to help them reach their potential. Managers set clear key performance indicators for every employee, and are quick to reward high achievements with a market leading incentive scheme including trips to Paris and Las Vegas. Managers and Directors all sit on the sales floor, not locked away in an office. An open door policy is not necessary at Eurostaff as there are no doors. Each individual's opinion and feedback is invaluable and considered. Many approaches and processes were heavily influenced by employee's feedback to managers.
Their approach to reward and remuneration structures is such that an employee's salary reflects the role they fulfil, whilst a variety of bonus mechanisms reflect employees' achievements versus predetermined personal objectives. In addition, all employees are eligible to participate in the Share Incentive Plan and Sharesave Plan and a majority of employees are awarded share options under the company's Executive Share Option Plan. Each year shares and options are awarded under these plans to reflect the importance of staff participation, and contribution towards, the success of the company. Over 80% of staff hold shares in the company either by direct ownership or participation in the plans, and the company's approach towards employee equity participation has been recognised by three “ifs Proshare” awards. In 2006 the Share Incentive Plan won awards for best new share plan and most effective communication of an employee share plan and in 2007 won the award for best overall performance in fostering employee share ownership. Furthermore, the recognition apparent in the “Roll of Honour” is further reinforced through a handwritten letter from the CEO acknowledging the nominee's efforts and thanking them for their contribution to the business.
The company regularly brings the entire workforce together in a single business event in which the wider economic environment, the industry marketplace, recent business results and continuing objectives are presented. This is an important event which allows the entire organisation to meet and socialise whether office-based or field-based.
Their engagement plan comprises many elements implemented in the last 12 months, including a thorough and comprehensive induction programme for new starters. Twice yearly unique “Sharing The Vision” sessions at which they take the entire business off site for half a day to report on progress towards achieving their mission, vision and values. The organisation also holds “Afternoon Tea & Cake with Chairman & CEO” sessions for all new starters. An appraisal programme, refreshed within the last 12 months and their “Client Champion” reward scheme. The leader of Ellis Whittam, Deven Thakrar, is certainly distinctive. It is the unique combination of many traits and qualities that make him distinctive, including his ability to inspire colleagues. His ability to mentor and develop and genuine passion and commitment to achieving EW's Mission, Vision and Values. His tremendous work rate, pace and ambition – all of which are infectious. Deven is also accessible to all colleagues, his active involvement with all teams and attendance at all team meetings. He also has a personable nature, knowing all colleagues by name and taking the time to build a rapport with all of them.
The organisation does a lot to enhance the welfare of their colleagues. They offer many traditional benefits such as a pension, free life assurance, private medical insurance, dental care, optical care, an employee assistance programme, child care voucher scheme, an enhanced service day and unpaid leave package. Ellis Whittam has their own apple trees, colleagues pick their own apples and their committee arranges for those apples to be pressed and bottled. Their home grown organic Ellis Whittam apple juice is then available free of charge for colleagues to drink throughout the winter months. In addition, they have a vegetable patch and produce from it is offered to colleagues with an honesty box. Any funds raised go towards their annual chosen charity. They also organise regular sports competitions including cycle challenges, 'It's a Knockout' and an annual sports day. Taking time out in the fresh air to play and compete together has proven to be hugely successful in enhancing the feeling of wellbeing and morale amongst their colleagues.
e.surv are constantly promoting the carbon reduction programme and encouraging their surveyors to reduce their carbon footprint by driving efficiently.
e.surv's leader is inspirational, understanding and passionate about the company. She has a drive to be innovative, to deliver the best possible service to the customers and shareholder value. All of the senior management team have made a greater effort with staff communication and transparency about their strategy.
Denplan undertake community actions that make Winchester a better place whether this is painting the local theatre, renovating a youth club or helping to clear ground so everyone can enjoy it.
Denplan has put processes in place to ensure that employees are given regular support. A monthly one-to-one form is completed which looks at successes, actions, any issues and also the ongoing support the employee needs. Managers, Supervisors and Coaches were trained in using these forms at a bi-annual business event. Managers then meet with their teams on a regular monthly basis and bi-annually through the formal appraisal process. This enables them to gain an understanding of their team's work-life balance. They are able to conduct flexible working meetings with HR Support, providing inventive solutions to requests.
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