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
The organistaion pursue a policy of supporting charities close to the heart of the Center Parcs brand, they focus support on children's and environmental charities and have long standing arrangements with several charities for terminally ill children, providing much need holidays for seriously ill children and their families. Recently adopted the Great Ormond Street Hospital Children's Charity as their main corporate charity. They have two purpose built Nature Educational Centre's and a biodiversity programme which protects species, plants and wild flowers and they engage local naturalists to carry out ecological monitoring on all villages. In addition to this they run a 'Community Hero' programme, which recognise's employees who do work for local charities and community groups.
The organistaion pursue a policy of supporting charities close to the heart of the Center Parcs brand, they focus support on children's and environmental charities and have long standing arrangements with several charities for terminally ill children, providing much need holidays for seriously ill children and their families. Recently adopted the Great Ormond Street Hospital Children's Charity as their main corporate charity. They have two purpose built Nature Educational Centre's and a biodiversity programme which protects species, plants and wild flowers and they engage local naturalists to carry out ecological monitoring on all villages. In addition to this they run a 'Community Hero' programme, which recognise's employees who do work for local charities and community groups.
CA has a range of toolkits/support available for managers via their management academy site on their learning management system. CA have been running a series of management coaching programmes where each manager gets three personal one on one coaching post programme. They also run a mentoring scheme where employees are given a mentor they can speak confidentially with. All Managers are encouraged to join professional appropriate organisations and to attend seminars and conferences.
CA has a range of toolkits/support available for managers via their management academy site on their learning management system. CA have been running a series of management coaching programmes where each manager gets three personal one on one coaching post programme. They also run a mentoring scheme where employees are given a mentor they can speak confidentially with. All Managers are encouraged to join professional appropriate organisations and to attend seminars and conferences.
They have a dedicated team of a dozen people representing advisers and back-office staff who meet on a regular basis to champion the organisations efforts to reduce their impact on the environment. They have various monitoring programmes set up to monitor use and consumption, including mileage, energy consumption and paper consumption, against their targets. All programmes are updated on a weekly/monthly basis on the intranet site. They also recycle paper, glass and plastics. Internally they now use 100% recycled paper, purchase 100% recycled print toner cartridges for main/shared office printers and use 100% renewable electricity. They also strive to give back to the local community. They have adopted a charity to sponsor for the year ahead, have offered cardiac first aid courses to willing staff as a public service and have conducted a range of student placement opportunities which allow students to gain value from experiencing core business activities in a dynamic working environment.
Employees are recognised for their achievements in many ways. Individual recognition, for example, for the most generated leads, is given within individual teams; peer recognition is posted on the company intranet site and individualised letters of recognition accompanying the pay review letters are also sent.
Burnley Borough Council are in the process of developing a total rewards booklet which will be designed to give employees a full breakdown of their salary and benefits package. Benefits include final salary pensions, equal pay structure, market supplements, generous leave allowance, flexi-time and incremental pay scales.
The Council was awarded funding to plant a million trees in the Forest of Burnley. The bid was prepared by a member of staff from the Planning Service. They have developed a Carbon Management Plan which includes advice on how all local organisations can embed carbon management into their own organisations and the Council itself is following this plan. They have also signed the Nottingham declaration on climate change and also signed the 10-10 initiative pledging to cut their carbon footprint by 10% by 2010. This is on top of a wider pledge to reduce carbon emissions by 25% by 2013. In signing up to the 10-10 initiative the Council took a leadership role and actively challenges other organisations to follow suit.
This organisation provides both formal and informal activities such as recognition of teams' success is given through celebatory dinners and away days. Employees with long service are invited to attend a long service award lunch and for those employees retiring there is a retirement party held.
This organisation provides both formal and informal activities such as recognition of teams' success is given through celebatory dinners and away days. Employees with long service are invited to attend a long service award lunch and for those employees retiring there is a retirement party held.
The Leader of this organisation operates an open door policy throughout the organisation and encourages interaction with open plan floor arrangements. The Leader and senior management also interact with employees through organisational walks, participation in charity fundraising events in-house and regular departmental meetings.
Buhler Sortex promote wellbeing within the organisation through a range of different programmes such as a no smoking policy where employees have been offered assistance to give up smoking, eating healthily and providing healthy options in staff canteen. There is also a sports club that provides activities such as salsa dancing, badminton and football. They have a flexible approach to accommodate personal or medical appointments through time credit under flexi time rules and provide opportunities where employees' families are invited to events such as family open day, children's parties and staff dinner dances.
Bottomline Technologies Europe Limited supports a wide range of charitable activities and offer a ‘give as you earn' through payroll. To encourage charitable activities employees receive charity sponsorship for marathons and the total raised by the employee is matched by the company through their company contributions. With many of their charitable donations made to local charities and organisations, they also provide financial support to the Reading Boys Boxing Club, through both direct donations and through hire of the facility for fitness classes.
Bottomline success plays a tremendous part in the high morale of the employees and as more employees are being rewarded with stock options, they are also shareholders and therefore personally invested in the company's success. This organisation recognises that employees sometimes work long hours and hard to achieve excellence, with this in mind they understand the importance of work/life balance and operate a flexible working policy, time off in lieu and attendance at family events.
The company give a lot back to the community and provide regular annual support to international, national and local charities and ad hoc support to staff involved in charitable activities. They also support local schools by providing prizes and trophies each year to pupils. In November and December alone they attended and provided monetary prizes and trophies to four local secondary schools for pupils who have excelled in Science and Technology. They also organise educational events in schools and accept a number of work experience pupils each year from eight local secondary schools. As well as this BMT support a large number of charities throughout the year and every year they provide paid time off and facilities for homeless food parcels to be collected and delivered whilst also making up Christmas boxes for children in deprived areas of eastern Europe.
The Company promotes and encourages a healthy lifestyle for all staff. They pay staff up to £200 per year for sporting activities and gym membership and provide interest free loans for bicycle purchases as well as providing cycle racks, showers and lockers for kit. As a preventative measure they also hold two workshops per year entitled Stress and Lifestyle Management presented by a qualified general practitioner. The company monitor the number of hours employees are working by ensuring that employees starting work early or finishing late sign in and out. To discourage long working hours the building is only open from 7am until 7pm and is closed at weekends.
Managers participate in an International Management Development Programme which encompasses 5 key skills workshops: Build the Team; Develop the Team; Lead the Team; Lead the Business; Navigating the Matrix. Amgen provide a dedicated area of their intranet as a Manager 'Toolkit' providing resources on career development of staff, recognition and reward and recruitment tools.
Annually, Amgen supports one national charity plus one charity local to each site. The nominated charities are reviewed annually. There is a Corporate Social Responsibility Committee and employees are invited to submit their nominations for charitable support to the CSR Committee. Issues associated with Amgen's impact on the environment are managed through the Facilities Operations team. The team regularly reviews Amgen's environmental programme and looks for new ways to improve their efforts and reduce their impact on the environment. Ideas are discussed at the Staff Consultation Forum. Amgen currently have a recycling programme and have switched many of their stationery products over to recycled alternatives. Amgen monitor the levels of waste that they produce, looking at recyclables versus waste going to landfill. Amgen also monitor their power usage so they can review the impact of any energy initiatives. The travel policy has targets set to reduce things like single car occupancy and Amgen run travel surveys to understand how their staff travel to work.
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