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 annual ‘Spark Life Wellness Week' provides tools to employees to promote wellbeing. This includes nutrition, exercise, mindfulness, financial wellbeing, massage and even the benefits of wild swimming.
‘Spark Labs', a cross-brand brainstorm initiative, encourages employees to support the business by offering ideas to solve a particular problem or amplify a launch. This is an opportunity for VIMN employees to interact and communicate outside of the day-to-day sphere.
The reward and recognition scheme ‘The Power of Thank You' is both a peer-to-peer and manager-led initiative. Managers are able to award two gifts of up to £50 or a day off per year, while colleagues can award personalised note cards and pass their nomination to David Lynn who awards a £50 gift card each to a chosen nominee and nominator.
The organisation has a flexible working policy that allows employees to apply for variations to their contract, for example, if they have children to care for, or sick relatives to look after; and need to adjust their working hours. They also offer a flexi-time scheme and agile working.
Helping Hands is a project set up as part of the Staff 2020 Group. The organisation allows every member of staff to invest one day per year into this initiative. Projects include: St Johns Playgroup, The Chill Out Zone, and Dene Magna School.
Helping Hands is a project set up as part of the Staff 2020 Group. The organisation allows every member of staff to invest one day per year into this initiative. Projects include: St Johns Playgroup, The Chill Out Zone, and Dene Magna School.
An annual conference is held communicating the organisation's vision, values and mission, and inspiring people to make banking better. Delegates from across the business are selected because they will benefit from the event and are best-placed to take the message back to their team.
Chief Executive Officer, Paul Pester, holds a fortnightly ‘stand up' speech to people live in the office, wherever he is. Employees are encouraged to submit questions, with Paul answering as many as he can during five minutes of the meeting.
TSB launched their Local Charity Partnership programme in 2015 to encourage branches, head office and telephony sites to engage in the local community. Working with nearly 500 charity partners, the bank has helped raise over £500,000 through fundraising.
The senior management team engage with the organisation in a number of different ways, including office walkabouts. They seek out a variety of employees and actively mentions the results that they or their teams are achieving.
Trivallis has a series of awards that employees can be nominated for. These include awards for Esteem, Solid as a Rock, Top Service, and The A Team. Anyone within the company can nominate a fellow employee.
Trivallis has a series of awards that employees can be nominated for. These include awards for Esteem, Solid as a Rock, Top Service, and The A Team. Anyone within the company can nominate a fellow employee.
In order to reward employees for their efforts, staff members are encouraged to nominate colleagues and/or teams each quarter as part of their formal recognition process. Nominations are judged against the company's values.
In 2017, the Trainline launched a quarterly pulse survey that asks all employees to provide feedback and rate their manager. By setting internal benchmarks, the company is able to identify which of their managers are on track and those who need support.
In 2017, the Trainline launched ‘Trainline Connect', an internal mentoring programme that will enable the company to develop mentors and mentees. In addition, Trainline Connect provides these mentors and mentees with a community to share best practice and understanding.
TMK is an active member of ClimateWise, the insurance industry initiative through which members aim to work together to respond to risks and opportunities of climate change. They practise sustainable claims where possible and have a representative on the ClimateWise Sustainable Claims Group.
Their aspiration is to be a ‘good company', which means being a great company to do business with and a great place to work. This is underpinned by their values of empowerment, excellence, fairness, innovation and teamwork.
TMK is an active member of ClimateWise, the insurance industry initiative through which members aim to work together to respond to risks and opportunities of climate change. They practise sustainable claims where possible and have a representative on the ClimateWise Sustainable Claims Group.
In Tobermore's mission statement, they recognise that their staff are their most important asset and, as a result, the management team meet monthly to discuss succession planning, talent planning and further training and development of staff.
In Tobermore's mission statement, they recognise that their staff are their most important asset and, as a result, the management team meet monthly to discuss succession planning, talent planning and further training and development of staff.
Due to large external sales teams, they introduced regular regional team meetings and encouraged three types of sales executives - commercial, merchant and specification - to communicate more regularly and so support one another. This has helped motivate and encourage team work.
Through JACK, (the company's new intranet, the name standing for Just Ask: Communication and Knowledge), they will launch a light-hearted recognition scheme that allows everyone to allocate points to their colleagues for ‘going the extra mile'.
In 2016 they introduced Fika, a Swedish concept, when people take a break from work in order to get together informally over coffee. These cross-team sessions offer time for personal and professional chat. Fika is status free and very levelling.
In 2016 they introduced Fika, a Swedish concept, when people take a break from work in order to get together informally over coffee. These cross-team sessions offer time for personal and professional chat. Fika is status free and very levelling.
CEO Daniel meets all new starters for a coffee. He feels this is very important part of the induction process and finds real value in finding out what particularly interests each new employee. He also attends staff events when he is in the office.
Their HR Director runs a selection of short management training sessions on topics such as managing performance, recruitment, reward and recognition and delegation. They also run external courses in delegation, management theory and practice.
CEO Daniel meets all new starters for a coffee. He feels this is very important part of the induction process and finds real value in finding out what particularly interests each new employee. He also attends staff events when he is in the office.
Teams are encouraged to head out of the office on retreat days, spending time with their colleagues outside of the workplace, to do something different. Previous venues range from art galleries to a remote location with no phone or internet access.
Coaching is provided for managers to receive practical help on day-to-day issues, while mentoring offers support and direction when they are dealing with broader concerns, as well as personal issues that managers and team members might need support with.
Coaching is provided for managers to receive practical help on day-to-day issues, while mentoring offers support and direction when they are dealing with broader concerns, as well as personal issues that managers and team members might need support with.
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