2014

Jim McCann

MGS

2/28/2014

WELLBEING

Responsibilities Achieving the BTTF Vision will require the full commitment and support of Senior Managers to drive information transformation in their own areas of responsibility to create real operational and business advantage. The general tenets to be followed by Managers are:

Adhere to‘Guiding Principles’ in all information activity.

Active participation in information governance to ensure BTTF activities (gathering,

dissemination and assessment) remain coherent, including working with the other Process Owners to support cross- departmental information requirements.

Continuously develop Information Management maturity as the foundation to improve

Information Management and Information exploitation capability.

Comply with extant Information Management and Information Assurance legislation,

policy, rules and regulations. Back to the Floor MANAGEMENT: Successful implementation of new management Back to the Floor (BTTF) arrangements

should be a high priority for all companies and Organisations Prompt feedback and

recording of significant findings of BTTF activities is a key part of this,

.

SENIOR MANAGERS

As part of their responsibility for setting the strategy, policy and rules relating to their BTTF

activities, Senior Managers should also;

• cascade the information requirements relevant to Line Managers and functional

area Managers, and must specially:

• Identify the information needed in relation to, or generated by, the BTTF process,

including Management Information.

• Require that information is managed throughout its lifecycle in accordance with

information policies set by the Management Boards.

Set any additional policy or rules and provide the delegations needed to govern the

management of function-specific information, consulting other Process Owners who may

be affected.

Review and monitor reports from the Information Asset Owners who are responsible for

regularly assessing compliance and reporting against their individual policies and rules.

Ensure that the strategies, policies and processes for their functional area enable best use

to be made of the information, including by departments and other stakeholders such as;

Health & Safety,, Security and IT Departments

Line Managers,

STAFF

Committees and Forums

In their reports, Committees and Forums, provide assurance of effective information

compliance and identify any information risk. Provide the necessary functional expertise

and guidance to assist the Senior Managers in formulating information policies and

procedures related to BTTF activities

Further guidance;-

To achieve best practice it is recommended that:

Short pre-activity briefings are held before undertaking ‘BTTF’ activities.

These should include active and reactive monitoring information, ideally in the form

of a ‘performance progress chart,’ in addition to a focus on local issues, concerns

etc.

Senior managers lead ‘BTTF’ activities and that they are periodically monitored for

success

Employee health and safety representatives are involved with ‘BTTF’ activities

At least some part of the activity should engage operational employees

Opportunities are taken to encourage, recognise and commend good practice in i.e.

health and safety

Health and wellbeing hazards are given equal importance and time as safety

hazards

Senior management question substandard conditions, practices etc. in depth

All senior managers receive general health and safety training in management and

communication skills

All senior management undertaking ‘BTTF’ activities receive specific awareness

training in health hazards, recognising stress and Equality and diversity.

Training in specific ‘BTTF’ procedures reflects the necessary hazard, risk,

standards and management systems knowledge required by the activity

The team should be supplemented with Staff who possesses expertise or are SMEs

A short debrief is given to team members away from the shop floor at the end of the

activity.

Summarised feedback is given to employees at the shop floor by the senior

manager before he/she leaves

Relevant learning points and good practice are disseminated across the

organisation

Benefits are identified and used to motivate new senior managers especially when

barriers do occur

Barriers are identified and, where possible, strategies put into place to overcome

them

Senior Managers should use their influence and Leadership to encourage

participation by all Staff.

A guide to building trust communicating and motivating staff

Your company has already placed a great deal of ‘trust’ in Managers and

Staff

Building trust and motivation

How to make people want to work well.

How to align employees’ goals with those of the business.

Trust is about making people believe that what you are doing will not cause harm

Motivation is based on giving people an appropriate combination of rewards.

Employees need;

An awareness of the possibilities for them at work and

The freedom to choose options and goals.

To be part of the team

To be valued.

People have their own priorities in relation to the

rewards they get from work.

Rewards may include;

Money, Bonuses or overtime

Recognition, promotion

Friendships, social contact

Security, wages

The challenge of new projects or a sense of doing

something worthwhile and

‘Making a difference’.

No ‘us and them’

As a Manager manipulating and bullying people simply

does not work. It leaves employees demotivated.

The key to successful trust & motivation is

Your attitude.

Treat employees as partners.

Keep people informed about business performance and

management decisions.

Be prepared to explain

Ask employees for their views before making

decisions which affect them.

Ensure that employees receive the right training

and equipment for the job we are asking them to do.

Build up an atmosphere of trust and

teamwork, not defensiveness and fear.

Motivating employees An organization, office or site run on fear is a miserable place to work, full of people who avoid making decisions in case they are wrong.

Avoid blame – and acknowledge that mistakes are an inevitable part of the learning process.

Keep communication open and honest.

Encourage people to ask for help when difficulties arise.

BTTF for employees,

Encourage employees to do most of the talking during

these sessions, by using open questions like: “How well do you feel you are doing?”

Give feedback Be honest, if you don’t know the answer tell them you

will find out. Get back to them as soon as possible

Take an interest in people’s lives. Be prepared to chat about the things your employees are interested in. Listen actively to whatever people have to say. Be consistent, and fair, in your approach.

Build team spirit Hold meetings to plan BTTF activities establish goals

and discuss any special events and deadlines. Hold debriefings.

Share any news and problems and give employees credit for their achievements.

Do your homework on the site you are visiting

If employees understand problems, they often come up with solutions themselves. The employee also needs to know why this

matters so much.

FEEDBACK Remember why you are giving feedback. The objectives

are to improve performance, help learning and build employees ’trust, motivation and self-esteem. Any feedback

that does not contribute to these goals is counterproductive.

.

Strategic Alignment To ensure optimum use of information and

Information Technology to enable delivery MGS business

INFORMATION MANAGEMENT

Assess risks and opportunities,

RISK REGISTER

H&S

RISKS

E&D

Compliance

OPERATIONAL

RISK or

ADVANTAGE

An empty File is a lonely file, neither informative nor

revealing.

Share information across your Company

EQUIPMENT

ADMINISTRATION

ROSTERS

Systems of

Work

WELFARE

Uniform

PPE