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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.
Holiday Extras buy from farmers and retailers to support the local economy. Many teams are now entirely paperless. They encourage car shares and promote the cycle-to-work scheme. The firm supports the Travel Foundation, promoting responsible tourism.
Holiday Extras buy from farmers and retailers to support the local economy. Many teams are now entirely paperless. They encourage car shares and promote the cycle-to-work scheme. The firm supports the Travel Foundation, promoting responsible tourism.
Holiday Extras buy from farmers and retailers to support the local economy. Many teams are now entirely paperless. They encourage car shares and promote the cycle-to-work scheme. The firm supports the Travel Foundation, promoting responsible tourism.
For Heritage Parts Centre, it is about small gestures. Free fruit is provided everyday and a complimentary team breakfast is offered every Friday. The office is a relaxed area to work with lots of plants and desks that are height adjustable for staff to work standing up.
Employees are rewarded for the hard work that goes into meeting specific achievements or milestones. Also, if a sales target is met, lunch is paid for by the company - and it's usually pizza shaped.
For Heritage Parts Centre, it is about small gestures. Free fruit is provided everyday and a complimentary team breakfast is offered every Friday. The office is a relaxed area to work with lots of plants and desks that are height adjustable for staff to work standing up.
The mission, values and vision are regularly communicated at quarterly company updates, ‘State of the Company' presentations and team away days. The ‘Kapow Awards' also communicate the values.
The mission, values and vision are regularly communicated at quarterly company updates, ‘State of the Company' presentations and team away days. The ‘Kapow Awards' also communicate the values.
Informal business updates take place weekly on the open floor. More structured company updates take place every quarter. Senior leaders have an ‘open door' policy, with employees able to discuss any topic.
Handle Recruitment run ‘huddles', where teams gather in pods to discuss successes. There's also an annual trip to Barcelona to celebrate reaching business targets and the company pays for Friday drinks to encourage team-building and communication.
Handle Recruitment's consultants work with the Amy Winehouse Foundation to deliver ‘Employability Workshop Masterclasses'. They also back Music Support, a start-up charity helping musicians and individuals to overcome addictions, and Haringey Shed, a performing arts company for young people.
Handle Recruitment's consultants work with the Amy Winehouse Foundation to deliver ‘Employability Workshop Masterclasses'. They also back Music Support, a start-up charity helping musicians and individuals to overcome addictions, and Haringey Shed, a performing arts company for young people.
Everyone is encouraged to exceed their potential with an array of learning and development opportunities. They get a thorough, tailored induction, a mentor/buddy, and ongoing personal and professional development. Apprenticeship programmes are available to all.
Hallmark Care Homes installed a biomass boiler in one home and others have energy-saving bulbs, solar panels and effective heat-recirculating systems. They encourage team members to drive hybrid or electric cars through a car salary sacrifice scheme.
Everyone is encouraged to exceed their potential with an array of learning and development opportunities. They get a thorough, tailored induction, a mentor/buddy, and ongoing personal and professional development. Apprenticeship programmes are available to all.
The Chief Executive Officer directly engages with every team member through quarterly one-on-one meetings. This continues throughout the year through communication platforms such as WhatsApp, on which all directors are available 24/7, and the Basecamp platform.
Managers' performance is held to an exacting standard, measured across a number of different factors including practice profit growth and team member satisfaction. They're peer-reviewed every quarter and annually, while team members are asked about management through internal surveys.
The company has a purpose: to help everyone touched by the business to FISH (Find Inner Self Happiness) – in work, spiritually or emotionally. Managers educate team members in how to SWIM (Success is Within the Individual's Mind).
The company offers a blended approach to training for managers and team leaders, and, to ensure consistency, everyone in the business experiences the same learning sessions and one-to-one support.
Week-long team building exercises are held where employees are put into teams, mixing with different departments all with the same goal to win the tasks set. Prizes for the team winners and for individual winners include weekends away and all-expenses-paid dinners.
Week-long team building exercises are held where employees are put into teams, mixing with different departments all with the same goal to win the tasks set. Prizes for the team winners and for individual winners include weekends away and all-expenses-paid dinners.
Every month, the company finances a social event to get all the teams together. Past trips have included: Shakespeare in the park, outdoor cinema, trampolining, pub quizzes, darts, ping pong, Oktoberfest, Go Ape, ice skating, softball, mixed football matches and much more.
Gain Theory offers aninnovative Training Academy to employees. Every new starter takes part in amonth-long training programme where they receive £25,000 worth of training,delivered by internal experts over a three-week period.
Every month, the company finances a social event to get all the teams together. Past trips have included: Shakespeare in the park, outdoor cinema, trampolining, pub quizzes, darts, ping pong, Oktoberfest, Go Ape, ice skating, softball, mixed football matches and much more.
Coffee and Lunch Roulette is carried out bi-weekly, where individuals from other departments are randomly selected to have lunch or a coffee with someone else to promote cross-departmental bonding.
CEO Samir is willing to take all ideas seriously regardless of who they come from - whether from another manager or a team member. He is also incredibly approachable and sits in the main office with the rest of the company.
CEO Samir is willing to take all ideas seriously regardless of who they come from - whether from another manager or a team member. He is also incredibly approachable and sits in the main office with the rest of the company.
Members of the team are invited to bi-monthly People Briefings, which bring colleagues together to share success stories. In addition, the creation of a Drop-in Zone allows colleagues to meet, share ideas and be involved in key projects in different areas.
Members of the team are invited to bi-monthly People Briefings, which bring colleagues together to share success stories. In addition, the creation of a Drop-in Zone allows colleagues to meet, share ideas and be involved in key projects in different areas.
The business sets aside time to engage with Stress Awareness Day in order to encourage staff to look after themselves and their lives, while breaking down individual stressors. To raise awareness, staff were offered free massages, and were given top tips on combating the effects of stress.
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