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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.
Non-sales staff are now rewarded for making 'sales' through a new initiative. Those who upsell to customers or successfully recommend a service are recognised on a gamification platform with cash rewards. This new way of working is helping the company better meet customer needs and improving the interaction between the sales team and frontline engineers.
A training programme for Team Leaders and aspiring ones – Lead 2 Succeed – is equipping colleagues with the right skills and knowledge to progress. It's so far helped four colleagues get promoted to these roles. A peer-to-peer mentoring scheme is also boosting confidence amongst technical engineers.
The Community Engagement Group organises fundraising events and volunteering days to support charities and community groups close to Telappliant's sites. Activities have included charity golf days, a virtual London to Paris bike ride, litter picks and career talks and reading days in local schools.
The organisation is committed to reducing its energy consumption, water usage, waste disposal, and carbon footprint practically and cost-effectively. Through initiatives such as recycling waste, lighting sensors, smart power switches, transitioning to paperless offices as well as energy-efficient air conditioning units.
The Leadership team set the standard in terms of conducting 1:1 meetings with all direct reports every month, part of which relates to values, which include accountability and open lines of communication. Additionally, the MD and directors meet with all new starters as part of their induction framework to illustrate and instil the company values.
As a business, Quill Pinpoint hosts quarterly meetings with all employees to bring people together remotely, it also has annual meetings, bringing everyone together face to face. These meetings include a summer social event with families and friends and regular quizzes via teams.
Employees struggling with their mental health or specific issues can access telephone, online and counselling support via the company's Employee Assistance Programme. There are factsheets and HR support on topics such as financial wellbeing and menopause, and manager-level staff benefit from private healthcare, including online GPs. Team members also get free meals on shift.
The 'Heart of Oakman' is the company's bespoke reward and recognition scheme. It celebrates colleagues who live the values and go beyond the call of duty with instant, branded rewards chosen specifically for them and accompanied by a personalised message. The gift and the story behind it are then shared group-wide for all to see.
The Oakman Group has a proud history of supporting local community organisations and national charities – including a £25,000 donation to the Epilepsy Society. Now the company's taking a more venue-based approach to charitable giving, letting the team choose who they want to support. Good causes include hospices and animal shelters, lifeboats and food banks.
ISG is broadening its talent pool, helping people into a career whatever their experience. It has a strategy to get more women and people from different ethnic backgrounds – under-represented in the industry – aware of opportunities and able to access them. It’s also keen to welcome ex-military, ex-offenders and those returning to work.
Managers are encouraged to develop through formal training and feedback. Following the employee survey, managers of three or more people receive a personalised report against the key factors of management excellence, feeding it into their personal development plans. They can also access three-level management training programmes from first-line management to senior leadership.
In 2022, employees raised over £490,000 for charities worldwide – £335,000 during the global annual ‘Move for Charity’ fundraising week. ISG also procures responsibly to maximise spending with social enterprises. And its teams get involved with local schemes, from virtual reading sessions with primary school children to donating coats for vulnerable families.
Employees working from home can expect regular check-ins to ensure they're working within their contracted hours and not using home working to manage their sickness. There are also open discussions on workplace loneliness, and celebrations always include remote workers, whether lunch allowances or virtual quizzes.
All employees can access a full-skill development platform via the HiB Academy. And every team member gets two hours a week during work time for their learning and development, recognising how tricky and burdensome it can be to juggle study with work and home life.
HiB supports charitable and community initiatives through its community panel. It uses its annual budget for various initiatives, from providing fencing and gates to boost security at a Warwickshire recreation ground to sponsoring kits for local sports teams. And it's provided complimentary products for homeless accommodation in Birmingham.
Employees now have access to a workplace health programme with annual health checks, online GP appointments, counselling sessions and other benefits, including health screenings and gym memberships. The company is also happy to pay if employees want to take a gym class together or hire a venue for a game of football.
Employees are recognised for their efforts and hard work with rewards and incentives. There are bonuses for passing exams and team nights out for hitting targets. And if staff recommend a candidate for a role, they can get £500, £1000, or more (depending on the seniority of the position) if they’re appointed.
Charity and community are part of the fabric at Fitzrovia IT. In the last 12 months, employees have participated in two 10k runs and raised £2000 for the MS Society. The company is always happy to match the donations or sponsorship raised by its employees.
Charles Tyrwhitt has implemented many sustainable measures to reduce its environmental impact, such as eco lightbulbs, making its brochures fully recyclable, and has offset its remaining emissions, making the business carbon neutral for the first time. It has also incorporated a "Plastic action group" who have reduced the amount of plastic used in its packaging.
Charles Tyrwhitt recognises the importance of development to its colleagues and has recently launched a new learning platform to give colleagues easy access to self-service learning and development material. To raise colleagues self-awareness it has taken the entire workforce through their individual "Insights" profiles, which will support their working relationships with each other.
Devoted to supporting the mental and physical wellbeing of its colleagues, Charles Tyrwhitt has a number of trained Mental Health First Aiders who are on hand to help and direct colleagues who find themselves in a difficult time. Providing personal support and multiple resources online means that everyone has access to the help they need.
Warner’s introduced “change agents” to ensure that actions based on feedback from staff were implemented. One team member from every area of the business was enlisted and progress was shared at monthly town-hall meetings. Another new initiative is giving paid half-days off to staff to give something back to the community.
During the past 18 months, Warner’s has invested in supporting personal growth through promoting self-awareness in preferred ways of working and discovering any potential blockers by using the Myers-Briggs Type Indicator. It has also run team days with a guest speaker.
The company focuses on positive biodiversity impacts in line with its "nature positive" mission. Initiatives include Operation Honeybee, a campaign launched with its Honeybee gin that aims to educate and engage stakeholders to join the company in finding ways of alleviating some of the pressures facing pollinators.
Palmers is a mindful business – signed up to a 'Mindful Business Charter.' It promotes staff wellbeing and considerate communications with clients and other contacts. Staff can attend a six-week mindfulness course and a nutrition and wellness seminar and are free to use a quiet room for meditations or "time outs".
The Entertainments Committee arranges events to help employees get to know each other socially, from the annual party, trips to London and the theatre to BBQs with games and challenges. There are also charity events, including marathons and themed days. And a team-building Palmers' football team competes with other local businesses.
Local people, local businesses, employees and their families are invited to Palmers' annual Christmas carol concert in aid of its charity of the year. The firm hires a choir and band and hosts a poetry competition for school children – the winners getting to recite them to the congregation.
New starters get an induction session and ‘welcome box’ related to their new role, including a notepad, gloves, travel mug… and a sweet treat! They also get a buddy to support them while learning their new position. There are also plans for an ‘onboarding’ portal, bringing together helpful documents and FAQs.
The Group promotes internally whenever it can, supporting its people with training to gain the skills and confidence to go for the next level up. There are apprenticeship schemes and a graduate scheme giving individuals experience in the departments they want to work in. And the organisation will fund professional and degree-level qualifications.
Jigsaw Homes Group aims to be carbon neutral by 2050 through its ‘Be Zero’ sustainability plan. It has a sustainability coordinator who will deliver training to all employees during 2023 on how to be more environmentally responsible, such as through carbon literacy training, so they can channel this into their roles.
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