What are companies doing with regards to 'My Manager'

There was an across the board pay reivew of 3% in July 2010. Also a bonus was paid in June 2010 to all employees which was both performance and profit related, depending on job roles. In April 2009 they changed the store bonus to half-yearly: this bonus goes to the whole store team and is entirely based on their store performance. This motivates staff through the knowledge that their own performance determines the success of the store. The bonus is up to 8% of annual salary, including overtime payments, and so reflects their total contribution. At that same time the head offices management scheme was realigned to reflect performance. Junior head office staff who had delivered exceptional performance (as nominated by the Leadership team) were rewarded with a one-off discretionary bonus of up to £1000. The share-save scheme gives all employees the opportunity to by rewarded for their efforts through increases in the share price. They acknowledge that recognitiion for greatness can be as valuable as monetary rewards and the various award schemes which they run give employees and teams the opportunity to be thanked in person by members of the Exec.

Morrison believes in celebrating the success of their people and using their full suite of engagement tools through which to do this. They publicly celebrate success through their internal magazine “Connect”, their intranet “MINT” and also through their recognition scheme, Morrison Stars. They also reward good performance with one off thank yous from senior managers to their staff and actively publish compliment letters from clients in the company magazine.

Line managers ensure that employees work loads are manageable and also monitor how many hours people are working. Also Metro are organising Personal Energy Workshops for all staff which are designed to investigate their personal energy levels through understanding the factors that either boost or drain one's internal energy battery and how the employee can influence their motivation drive and enthusiasm on a daily basis. There are a lot of flexibility arrangements of an informal nature, in operation. Metro have a flexibility policy which covers carers and people with children under the age of 16 or under 18 where disabled. This is where they grant flexibility on a more formal basis. Additionally, Metro have in the past, given extended periods of absence and/or flexibility for personal issues. A good example of this is where there has been bereavement.

Sales employees are rewarded by meeting quota and going to Presidents Club. There are 5 spaces for other employees to join them nominated by their peers - this year the trip is to Cancun. They provide spot bonuses for those employees who are not eligible to participate in an annual bonus plan, a monetary amount awarded dependant on effort.

The company sets aside a sum of money each year and matches funds raised by their staff. As a publishing company their aim is to support charities involved in literacy and reading. They work with a local junior school on a reading partnership scheme.

The Partners act as mentors for the founders of the sister agencies Trinity and Huw Davis Partnership. KNAS offer mentoring to their staff as a way to help them grow a specific skill, deal with a particular issue or tap into a mentor's knowledge. All the Partners and Senior Management Team are committed to acting as mentors, but other people can be mentors too.

Some people in the organisation have their own external mentor and the company will give them time to go and meet with them or allow the external mentor come into the office to better understand the mentees working environment. If an area of development has been identified in a manager and they find a course that they feel will help them to address it then the organisation will either contribute towards or pay for the cost of the course depending on its value. The HR department has created a pack which details how to be an effective manager which is given to all members of the management team. JBW Group will also be developing all line managers this year.

There is a study policy in place. The company have an employee undertaking the MA Human Resources management at Portsmouth University funded by the company. There is a wide range of internal courses run every year. These are advertised on the courses calendar of events and includes courses such as running successful meetings, presentation skills, appraisal skills and HR for managers. They encourage 'stand in' opportunities for employees to stand in for their manager for periods of less than 3 months. This allows an employee to get experience of people management.

Recruitment guides/training initiatives are already in place. There is pay/support for external management qualifications through the HPS educational assistance programme. 360º feedback is currently being rolled out for Senior Management.

Every team are given a subsidy for each employee at Christmas. Conferences are held to bring employees together and local arrangements are made for other social events. Although they do not have a specific budget for fun and social events they do hold Christmas events and summer BBQ's for their employees across the country.