Published on March 2, 2014
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 H&S RISKS RISK REGISTER OPERATIONAL RISK or ADVANTAGE E&D Compliance Assess risks and opportunities,
EQUIPMENT Uniform ADMINISTRATION PPE ROSTERS WELFARE Systems of Work An empty File is a lonely file, neither informative nor revealing. Share information across your Company
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