The biggest challenge for all managers – especially those new in post – is ongoing relationships with your staff. Fortunately, those with experience are happy to share their knowledge with the country’s young bus managers
It’s the hardest job, but can also be the most pleasurable: managing people. Opening the Young Bus Managers Network (YBMN) seminar on personnel, co-patron Roger French observed that when he joined the industry he thought it was to run buses. “Within a couple of weeks I discovered that I’d joined a people business.”
The gathering, at the Confederation of Passenger Transport’s (CPT) Chancery Lane HQ, London, brought together young mangers from groups alongside independents, for a most illuminating day, with a modest payment for lunch being the only charge.
Intimate forum
This seminar was in response to feedback from the YBMN conference, asking for a specific session on people management.
An intimate forum with just under a dozen delegates enabled this tricky subject to be covered in depth, using presentations, group discussion and workshops.
Laura Smith of solicitors Backhouse Jones set out the legal requirements of disciplinary and sickness procedures, taking the audience through the ‘does’ and ‘don’ts’ of both.
“These are core areas that young managers will be involved in,” she says. “It’s important that you stick to the core principles set out in the ACAS Code of Practice. You should print it and read it.”
While this is guidance, rather than legislation, employment tribunals can adjust awards to employees by up to 25% for “unreasonable failure” to comply with the code.
At the heart of keeping the right side of the law is the need to keep contemporaneous records.
She also set out the correct processes, from the initial investigation, through to dismissal, if warranted, along with the appeal process and how internal hearings should be conducted.
Scenarios
To put the theory into practice, delegates considered scenarios including significant early running; alleged non-issue of tickets and a rude driver.
“The importance of CCTV coverage cannot be underestimated, as this can often prove allegations one way or another,” she said.
Sickness is another thorny problem. “The non-management of absences causes problems at all levels. Your sickness policy is your first port of call.”
How best to handle short and long-term absences was explored, along with what steps to be taken if an employee has to be dismissed.
“It’s vital to carry out this correctly; failure to do so could see a tribunal award compensation for future loss of income, which could easily reach £50,000 for one case, plus your other costs.”
Inspiring
The positive aspects of people management; how to inspire and motivate, were laid out by former Thamesdown MD John Owen, before workshop groups were tasked with producing five actions.
He shared 10 top tips for managerial success, from which delegates developed a plan of two practical actions to apply in their jobs.
The final staff aspect – communication – was explored by First West of England MD James Freeman. “Communication is simply how we pass information, thoughts and ideas, between us. And, there is no easy answer.
“The challenge is how do we get people to think the things we want them to think, to get them to do the things we want them to do?”
Communications is “incredibly easy but also very difficult. Messages can go wrong.”
He gave examples of simple successful communications – both internally and externally, highlighting the success of the simple message of Bristol’s ‘Poo Bus’ – a bio-methane gas bus using Avonmouth’s anaerobic digester.
Newsletters
One of the most effective is a weekly staff newsletter, which he uses, but he credits former Brighton & Hove MD, Roger French with the model.
He also used a personal anecdote to give an example of when communication isn’t effective. “What I said wasn’t what the person heard. I learned that you need to check that your message has gone home.”
In these days of social messaging he added: “If you don’t communicate, then someone else will fill the gap. When you don’t say things, someone else will say something for you, and you have no control over them.
“You need to be open and honest. This is really important and helps when delivering bad news.”
He closed by explaining how to write a presentation and answering customers in writing. “Communication is what people understand that counts, which is not necessarily what you say.”
routeone Comment
Delegates went away with notepads filled full of useful information. Being a manager can be lonely, especially where staff matters are concerned.
Therefore, being able to benefit from those with extensive career experience – or in the case of Backhouse Jones, experience working for operators and representing at tribunal – will help them to avoid the largest of elephant traps.
While much of what was discussed was under ‘Chatham House’ rules, so cannot be reported, the wisdom that was imparted, meant that it was time very well spent.
And, the attendees went home with specific actions that they could implement in their own roles.
FIND OUT MORE: ​What is the YBMN?
The Young Bus Managers Network was founded in 2008 and helps the industry breed and encourage the next generation of leaders.
Supported by the Chris Moyles Scholarship Trust, its patrons are Roger French – former MD of Brighton and Hove – and James Freeman, MD of First Bristol and West of England.
It holds two conferences every year. Details at www.youngbusmanagers.org.uk
