Back to the floor for managers

1. 2014
Jim McCann
MGS
2/28/2014

2. 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,
.

3. 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;-

4. 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

5. 
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.

6. 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.

7. 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.

8. 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.

9. .
Strategic Alignment
To ensure optimum use of information and
Information Technology to enable delivery MGS
business

10. INFORMATION MANAGEMENT
H&S
RISKS
RISK
REGISTER
OPERATIONAL
RISK or
ADVANTAGE
E&D
Compliance
Assess risks and opportunities,

11. 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