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 monthly Simply the Best awards honour staff who have demonstrated PeoplePlus's three trademarks – True North, Own It, Improve to be the Best. Winners receive a financial award and an invitation to the annual awards evening at Warwick Castle.
PeoplePlus has launched an internal management development programme, called Improve to be the Best, for every line manager. The four-week programme is focused on employee engagement and the service-profit chain. The company also offers a range of internal apprenticeships leading to recognised management qualifications.
PeoplePlus has a long-running partnership with the Prince's Trust, which includes staff donating the pence from their salaries to the charity via the Pennies From Heaven scheme. Also, employees receive a paid day off for volunteering, which many used last year to offer pandemic-related help to charities and local people.
Global CEO Werner Lieberherr set up a monthly online meeting to update all employees on company-wide activities, including the impact of Covid-19 on the business. This takes place live, virtually, and people are free to ask him questions directly on any topic.
Employees have been inspired by the level of trust the company placed in them after it went from being 100% workplace-based to the vast majority working from home. Landis+Gyr trusted its people to continue to perform and they delivered – and, in many cases, exceeded expectations.
The Macmillan World's Biggest Coffee Morning – the cancer charity's biggest fundraising event – took place virtually this year with employees encouraged to grab themselves a cuppa and a slice of cake and join the online chat to have a natter with colleagues.
Kaplan significantly increased its two-way communication with the top 50 managers to ensure they had all the information they needed to cascade to their teams. In the early weeks of lockdown, a team status tracker quickly identified those under the most pressure. Once everyone settled into a new rhythm this was stood down.
Every year, the Kaplan Way Awards programme recognises the most outstanding individual and team contributions in four categories: Student Success, Great Place to Work, Continuous Transformation and Shared Values. Employees submit nominations and a selection panel chooses the UK winners – they are then up for global awards as part of a live broadcast.
KPUK aims to be a valued partner in the communities it serves. The group supports charity partners to build futures for people of all backgrounds and circumstances. Employees are empowered to support local good causes through paid volunteering days and fundraising activities.
Leaders talk to staff using Microsoft Teams and encourage cameras to be on for every meeting for more engagement. The whole company gets together in a virtual forum every week for an update from Head of Operations Sarah Tanner and MD Natalie Llewellyn about new starters, initiatives, projects and any other news.
Jellyfish employs people with the view of developing them. New joiners can be entry-level runners, apprentices and graduates and there is extensive on-the-job-training and real-life experience. Some staff study and are supported to do so and mentors are assigned to people, too.
The company implemented the 2.6 challenge during lockdown to raise money for mental health charity Mind. Employees could run, walk or cycle, using 2.6 as a measure. One inventive member of staff even walked up and down their stairs for 26 minutes.
Unique to Clicky is that Agency Director Laura Hothersall used to be a coach and mentor –she is still a mentor for the The Girls Network, which aims to inspire and empower girls from the least advantaged communities. Coaching is thus the backbone for Clicky's management style.
All staff have personal development plans, with technical and behavioural training plans, and a monthly manager training programme that used to feature the usual aspects of management – such as delegation and colleague-to-manager leadership styles – has been updated to include coaching on agile and remote working.
Clicky staff took part in the Women's Voices event, part of International Women's Day in March, that that saw some of the most talented professionals from across the media and the creative industries share their expertise with 30 charities that campaign and advocate for women, girls and those who identify as female.
The first company-wide virtual learning summit was such a hit it that senior leaders kicked off a whole month of learning, bug hunting and phishing for National Cybersecurity Awareness Month. Employees could learn something new and show off their skills in a challenge – and won swag for participating.
To strengthen team bonds while working remotely, Auth0 has tried out new ways for people to interact to beat isolation. One successful aid used by employees has been Donut, a Slack tool randomly connecting three people for a meeting to get to know each other.
Employees at Auth0 have the option of donating money or volunteer hours to causes close to their heart. Throughout the pandemic, when so many people in the community were struggling, Auth0 gave its software product free to organisations on the front line fighting the effects of the coronavirus.
The company reviews its business mission and goals at quarterly all-staff meetings. Regular interaction with everyone is key for the leaders to reinforce the organisation's values. The organisational development team meets regularly with the chief operating officer and employee suggestions and comments are discussed, to ensure the company meets staff expectations.
ANS works with staff to develop goals and plans that allow career paths to flourish and people are rewarded through salary increments. Internal recruitment and promotions are preferred over recruiting externally to ensure as much organic growth as possible.
In the ANS Lip Sync Battle, directors battled it out to raise nearly £1,000 for charities such as the Manchester Youth Zone. In the summer, a sister youth zone, HideOut Youth Zone, opened. Instead of splitting its annual £25,000 donation between the two, the company doubled the money.
Senior managers use Facetime to call and talk to individual employees, especially those in thee vulnerable category, to check in with them. The feedback was that the calls were enjoyed by staff and a good way to get to know managers better.
Every individual goes through People Performance Management and measured on how they go about their job and what they do. They are graded against Development Needed, Achieving Standards and Exceeding Expectations and their salary and benefits package is linked. Development Needed grades are given a personal development plan.
Teamwork is important to First Contact and staff are encouraged to take part in charitable ventures, including supporting St George's Crypt, which offers help to homeless people, Westways Open Arms, drop in facilities for those in need, and a beach clean-up near Scarborough.
All managers at Zen are enrolled onto a Living Leader programme. The programme is very different to other programmes, it looks at the individual as a whole, rather than the person in work. It explores empowerment, responsibility, appreciation and communication – all qualities for helping people to build powerful relationships with everyone they meet and speak to, both inside and outside work. Due to the huge success and feedback, this is now being rolled out company wide.
Zen pride themselves on the positive impact they have on their local community. They actively get involved in projects aimed at supporting and developing the local community. This includes sponsoring individuals and events and working with local charities, schools and educational authorities.
All managers at Zen are enrolled onto a Living Leader programme. The programme is very different to other programmes, it looks at the individual as a whole, rather than the person in work. It explores empowerment, responsibility, appreciation and communication – all qualities for helping people to build powerful relationships with everyone they meet and speak to, both inside and outside work. Due to the huge success and feedback, this is now being rolled out company wide.
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