Giving Something Back - The extent to which employees feel their organisation has a positive impact on society
Giving Something Back focuses on the organisation’s social responsibilities. If key factors such as ‘Leadership’ and ‘My Manager’ are performing well, it can influence the improvement of all the other factors, boosting your overall engagement.
The team has access to a mental health channel on Teams, and there are regular wellness-themed 'Thinking Thursday' sessions to discuss issues such as stress and fatigue. There's also an office gym and regular online yoga sessions. The company has also listened to staff, addressing the issue of increased workload pressure.
New starters get a structured, gradual introduction to the business they’re not overloaded from day one. A mention at Pizza Fridays means everyone is prepared to welcome the new member and knows their role. And workstations, phones and business cards are ready and waiting for them.
The company's working to become a Zero Carbon business in 2023. It has LED lights, low-energy VRF heating and uses carbon-neutral electricity. It also has a green purchasing policy and looks to buy locally. Team members are encouraged to purchase electric vehicles through their car allowances.
A new wellbeing team of reps from across Tees' offices is looking at ways to improve the firm's approach to health and wellbeing. There are regular internal and inter-business sporting events, and employees get a day off for their birthday and enjoy deals and discounts through the company's benefits platform.
With invitations to social events, new recruits are part of the Tees team before they even start. They get a thorough induction schedule to make effective connections from the get-go, and IT training is standard. A team lunch also supports them to have the best onboarding experience.
The new 'Tees Better Future Fund' offers grants of up to £5000 for projects that support learning and education and promote good health and wellbeing in Cambridgeshire, Essex and Hertfordshire. It builds on the good work the firm and its employees regularly undertake, whether charitable Pro Bono work or sponsoring community events.
Sipsmith hosts deep dive workshops led by HR and their managers on their specific team results and with the leadership team to better understand the results and develop an action plan for what improvements could be implemented. The actions taken enabled each team to manage their own engagement improvement plan to their specific needs.
The organisation has a committee dedicated to creating fun for teams to energise and engage them. It organises a monthly drinks event at its own bar on site which is themed differently depending on events, as well as organising an annual team sports day and team awards such as "the values champion".
Everyone in the Sipsmith team sets an annual Sustainability KPI for themselves working with their manager to deliver tangible improvements on their commitment to craft a better future. This means Sipsmith’s teams are actively rewarded through its pay and bonus model for meeting its environmental goals.
With a recognition-led culture, as well as benefits and salary, Searchability has a range of incentives to reward its employees for their efforts. This ranges from commission, achievers meals, weekend trips away, legend of the month awards, and its most recent Be Sound award – these are all led by colleagues.
As part of its wellbeing programme, Searchability has a weekly boxercise class which has encouraged new connections between colleagues. It has continued to host First Friday events which brings the whole company together for social interaction. It also recently held a charity day that included fancy dress and a bake sale.
Searchability has recently installed eco-friendly lighting systems in its offices and continues to support recycling initiatives. Additionally, it has removed plastic cups from its offices and continuously supports plastic waste reduction, giving all employees access to glass or refillable bottles to prevent single-use plastic.
Robinwood Activity Centres develop children as individuals and as members of a team, with safety, enjoyment, and learning are priorities. It aims to respond to customer feedback to provide the best customer experience and to respond to staff feedback to create the best place to work.
Employees are selected based on their values and personal qualities. Having made this selection, it has extensive training opportunities to ensure they develop the necessary skills. All group leaders complete a 6-week induction training course before they take sole charge of any groups of children, during which they are supported by a buddy.
The centre runs a travel to work scheme which incentivises either walking or cycling to work. Staff can raise money for charity by either walking or cycling to work and entering details of this on the staff website. Robinwood make donations which amount to several thousand pounds each year.
Employees enjoy regular events, campaigns and activities thanks to the employee-led and award-winning health and wellbeing group 'Hapus.' It's organised 'Brunch & Babble' sessions, wellbeing walks, online bingo, men's mental health breakfasts and 'Walk in My Shoes' learning lunches to help people find out about experiences and backgrounds different to their own.
Staff now find it easier to identify and request training. They can highlight opportunities at any time rather than having to wait for specific points in the year. RHA supports technical and leadership development and encourages employees to attend networks and conferences. It's investing in training provision to increase the number of courses available.
Staff are involved in numerous projects and fund-raising initiatives. These include walking more than 20 miles to Cardiff to raise money for tenants' Christmas hampers, working with a local organisation to help young people learn construction skills and involving more than 400 people in health and wellbeing sessions, from community walks to chair yoga.
Quanta’s leadership encourage employees to live by company values through its rewards and recognition scheme ‘Qudos’. This recognises employees who exemplify the organisation’s values and is celebrated throughout the business. The senior management team live and convey the values through internal communications and employee reviews of gathering feedback on themselves.
It has introduced LinkedIn learning for those employees who have requested training in specific areas. It has also recently launched a new mentor programme where employees are paired with senior members of the business to mentor and guide them with professional advice, development, and or within a specialist subject matter.
During the last year, it has run collections for the local children’s ward – including an Easter egg hunt. Employees held a number of bake-off events in the office as well as taking part in the dragon boat race for its local hospice.
The leadership team has developed a people charter. It holds an annual conference where all employees are invited to get together in person. It holds monthly team meetings which reinforce company values, mission, and objectives. These meetings have included the opportunity for employees to get involved in people and company strategies.
In terms of pay increases and rewards associated with performance, it offers a completely transparent promotion scheme to all employees. This enables consultants to fast-track their careers and reach Director-level at their own rate. The scheme is designed to be measurable and fair; employees also have promotion opportunities every six months.
Prime People continues to run its Salary Sacrifice scheme supporting a small orphanage in South Africa. One of its London team leaders has recently run a successful charity golf day to raise money for company charities. More employees have also run/walked 50 or 100k of the Thames Path to raise money.
PICs' health and wellbeing forum supports staff with services such as clinical psychology. It's training more Mental Health First Aiders to help employees organisation-wide, and there are plans for an Employee Assistance Programme. Staff are encouraged to take advantage of health service discount schemes and boost their health through the Cycle to Work scheme.
New starters get a corporate induction on their first day supported by a comprehensive handbook with information on structure, training, IT systems and what to expect during their probationary period. The HR team checks in with recruits at two and six weeks to ensure they're settling in and to address any concerns early.
Small changes are helping reduce PICS' carbon footprint. Everything from writing to toilet paper is now recycled, plumbed-in water coolers have replaced bottle systems, a Net Zero lead has been appointed, and it's working with Sherwood Forest Trust to plant hundreds of trees – committing to doing it every year on the organisation's birthday.
In April, it hosted its first Financial Wellbeing Week, highlighting the benefits it offers such as Westfield Health, Aviva Digicare, and its EAP. It has also hosted 'in-office' events such as Time to Talk Day and Brew & a Biscuit sessions to encourage people to come together to check in.
Peel provides a training library of events open to all employees to upskill within their role, from emotional intelligence to developing self-esteem and assertiveness skills. It also provides a Personal Development Plan (PDP) which are tailored to each individual, supporting their specific development needs. This reinforces its commitment to the growth of its people.
Employees took on the Great Manchester Run raising a total of £1,682 for Once Upon a Smile. Employees also took part in a special volunteering day to mark World Environment Day - encouraging worldwide awareness and action for the environment. It also plans to raise money at Tough Mudder and MacMillan Coffee Mornings.
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