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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
Business and Enterprise North East have an Environmental Group drawn from a range of staff from across the business who undertake their role on a voluntary basis. Their role has involved the development of the Environment Strategy which sets out their long-term commitment to the environment. It describes success, proposes performance targets and identifies issues and solutions to overcome them and covers, carbon management, sustainable procurement and consumption, protecting the environment and people strategy.
Business and Enterprise North East have an Environmental Group drawn from a range of staff from across the business who undertake their role on a voluntary basis. Their role has involved the development of the Environment Strategy which sets out their long-term commitment to the environment. It describes success, proposes performance targets and identifies issues and solutions to overcome them and covers, carbon management, sustainable procurement and consumption, protecting the environment and people strategy.
Employees are supported in a variety of ways and can work from home if need be. They offer flexible hours to suit their personal needs and view all employees as individuals and treat them according to their specific individual needs. The Board lead by example and promote a healthy lifestyle. They encourage all staff to do the same.
An open door policy is in operation and Directors work in open plan environments at Head Office and the majority of site offices. The Directors are very visible in the organisation. They carry out regular site visits and attend all regional meetings and social events. Regular cluster and regional meetings are held where employees can ask the Directors questions
Although there is no specific budget Azzurri does hold social events to increase team spirit which are fun including a bowling night, ‘Azzurri's Got Talent', a charity fundraising barbeque and quiz nights along with annual Christmas parties.
Although there is no specific budget Azzurri does hold social events to increase team spirit which are fun including a bowling night, ‘Azzurri's Got Talent', a charity fundraising barbeque and quiz nights along with annual Christmas parties.
David Alberto makes it his business to visit centres regularly and speaks to all employees when he can. He is known as an inspirational leader in Avanta. His open door policy encourages all to speak with him whenever they need, take ideas to him and any Suggestions offered are taken seriously. David's invitations to events are spread widely so everyone has an opportunity to attend where possible. David starts any Induction day off with a presentation of the company, with an open and answer question and answers session. He has created an open culture and close family feel to Avanta, and has maintained this through a strong period of business growth. The current SMT started working with David in 2004, when the business started and they have continued to be part of this growing company alongside David, working as a team to build the best possible business that they can.
David Alberto makes it his business to visit centres regularly and speaks to all employees when he can. He is known as an inspirational leader in Avanta. His open door policy encourages all to speak with him whenever they need, take ideas to him and any Suggestions offered are taken seriously. David's invitations to events are spread widely so everyone has an opportunity to attend where possible. David starts any Induction day off with a presentation of the company, with an open and answer question and answers session. He has created an open culture and close family feel to Avanta, and has maintained this through a strong period of business growth. The current SMT started working with David in 2004, when the business started and they have continued to be part of this growing company alongside David, working as a team to build the best possible business that they can.
Autodesk is part of an extremely competitive global business environment. Their continued success as an organisation is dependent upon their ability to hire and engage great people throughout the world whose talents allow them to produce the best products and deliver the best solutions in the industry. There are many elements, like compensation and benefits, work environment and time off, that enable them to convince extraordinary people to decide to seek them out and once at Autodesk, stay with them. Their Total Rewards programmes are designed to help Autodesk accomplish their goal of attracting, retaining, and engaging the very best employees.
One Autodesk employee "banked" their volunteer hours and spent some time participating in a volunteer program in Salvador, Brazil. The placement was working at a Sisters of Charity day care centre in one of the favelas (shanty town) on the outskirts of Salvador. These centres were set up through Mother Teresa's mission to care for the poorest children in the community and provide them with food, shelter and love. The employee's role at the centre was to help with feeding, playing (using development activities as far as possible) and washing. Other employees have participated in career coaching and workshops in local schools and community centres.
The company ensure that they explain to employees why they have the budget for pay and bonuses. Angel Trains reward their high performing employees well, aiming to pay upper quartile compensation. They also offer competitive benefits including a defined benefit pension scheme or 15% contribution of salary, 30 days holiday for most employees and free permanent health insurance. Average training spend in the UK tends to be £300 per head, whereas in Angel Trains it averages over £1,800 per head.
Senior managers and the executive attended a 'fit for leadership' course which includes a full health assessment. All staff are offered discounted health screening through BUPA. If employees have a medical appointment they are given flexibility to attend. Angel Trains actively encourage a good work/life balance. They offer flexible working to accommodate personal circumstances. Angel Trains also hold a learning lunch, where they had a nutritionist come in to talk to employees regarding their general health and ways to manage stress. They offer a free employee assistance programme for employees to call for confidential advice. The company are also involved in the cycle to work scheme.
The organisation have team lunches to celebrate birthdays and other special occasions or achievements. The council encourages staff to put themselves forward for external awards and recognition. Wherever appropriate staff from the team will be sponsored by the council to attend award ceremonies and events. They are running three pilot schemes for "an even better place to work" programme which will be rolled out across the council in the New Year. This is an inclusive and innovative programme to assist staff to manage their morale and motivation and build better relationships within the team.
The Council's safety adviser gives advice and support for quitting smoking and holds a budget to fund smoking cessation products. We have lunchtime fitness classes at the Council such as ‘gut busters', Pilates and yoga. They have run several health screening days where staff can have their cholesterol, blood pressure, BMI and bone density. They also have a range of flexible working policies including non standard working hours, flexi-time, flexible working for parents and carers and paid time off for urgent family leave. They also hold events such as ‘Bring your children to work' day.
The organisation review their salary structure on a regular basis and deal with anomalies. They also ask for regular feedback through supervisions and balanced scorecard reviews.
The organisation review their salary structure on a regular basis and deal with anomalies. They also ask for regular feedback through supervisions and balanced scorecard reviews.
Employees serious about losing weight are offered moral support. Time off is supported if an employee feels this is appropriate for managing stress, otherwise managers are encouraged to offer support on an ongoing basis. It is recognised that this is a real issue for some employees and time off/support from manager is provided. They provide a fully equipped fitness centre with new equipment that is available to staff to use any time outside working hours as long as the site is open, free of charge.
Employees serious about losing weight are offered moral support. Time off is supported if an employee feels this is appropriate for managing stress, otherwise managers are encouraged to offer support on an ongoing basis. It is recognised that this is a real issue for some employees and time off/support from manager is provided. They provide a fully equipped fitness centre with new equipment that is available to staff to use any time outside working hours as long as the site is open, free of charge.
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