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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.
Since 2014, Freebridge have run Providence Street community centre in King's Lynn, taking over when it was underused and in decline and turning it into a thriving, refurbished and buzzing resource. The centre provides office space for partners, such as the NHS, and provides a venue for local groups and activities.
The management team are role models for the values and demonstrate them in their engagement, both internally and externally. They have led on the evolution of the values, empowering employees to determine what each value means.
Freebridge have a number of practices in place to ease workplace stress. This includes access to counselling, which helps individuals to address personal stress, and coaching to empower employees to find their own solutions to workplace challenges they may be facing.
All of the line managers are able to 'job shadow' in other departments and this is particularly encouraged with its Care Department, as this enables our people to have a greater understanding of the care services that are offered to the children and families that the organisation supports.
Last year, colleagues were invited to attend a garden party at the Hospice Grounds as part of the organisation's All Team Day annual event. As a thank you to staff for their hard work, the event promoted relaxation and fun, with a live band playing in the garden, games and an ice cream van.
All of the line managers are able to 'job shadow' in other departments and this is particularly encouraged with its Care Department, as this enables our people to have a greater understanding of the care services that are offered to the children and families that the organisation supports.
A flat management style ensures that employees are comfortable in quizzing the directors about the business in general. Upper management employ walkabout techniques to involve themselves in group conversation and to be on-hand to answer any questions.
A flat management style ensures that employees are comfortable in quizzing the directors about the business in general. Upper management employ walkabout techniques to involve themselves in group conversation and to be on-hand to answer any questions.
A flat management style ensures that employees are comfortable in quizzing the directors about the business in general. Upper management employ walkabout techniques to involve themselves in group conversation and to be on-hand to answer any questions.
Just some of the events they have supported recently include sending a team to build a sensory garden at a local primary school, taking part in Women In Engineering day with Wolverhampton University and working with a primary school to design a new advert for the company.
CEO Kim understands the need to engage with the employees and goes out of her way to ensure she is communicating well. Importantly, she meets all new starters in their first week and checks back in with them after a few months to ensure they are happy at work.
CEO Kim understands the need to engage with the employees and goes out of her way to ensure she is communicating well. Importantly, she meets all new starters in their first week and checks back in with them after a few months to ensure they are happy at work.
Leaders of the company aim to improve clarity in terms of structure, promotions and salary increases. This, in addition to a robust recruiting and retention policy, has demonstrated that the progression within the company is clear, open and merit based.
Fashion-uk have teamed up with Alex's Wish to promote awareness of Duchenne Muscular Dystrophy. The company also seeks individuals for work experience placements from local schools, offering young people the opportunity to experience the work environment.
Leaders of the company aim to improve clarity in terms of structure, promotions and salary increases. This, in addition to a robust recruiting and retention policy, has demonstrated that the progression within the company is clear, open and merit based.
EW have a total of 68 solar panels on the roof of the Farnborough office. To date, the company have created over 42 MWh of energy and saved over 16,000kg of carbon dioxide emissions. Staff are updated regularly on how much energy they are creating.
Employee wellbeing is supported with free sports massages, acupuncture and osteopathy. The company also offers full health screenings to staff, as well as an annual, free flu jab to all staff in the office.
Employee wellbeing is supported with free sports massages, acupuncture and osteopathy. The company also offers full health screenings to staff, as well as an annual, free flu jab to all staff in the office.
The company's Loyalty Awards offer a cash incentive that rewards people and says a big ‘thank you' to those who have worked for the business for a long time.
Managers at the company are supported by regular coaching and feedback, with their work being underpinned by the ‘Manager's Toolkit'. This sets out exactly what the role of the manager is, especially when it comes to supporting the development of their team members.
Event such as the annual sales conference and strategic managers meeting celebrate also focus on celebrating key milestones within the business. Many social events are organised, including team-wide BBQs.
The company provides free fruit and healthy snacks, and runs a scheme for employees to use the local gym at a reduced rate. Lunchtime activities, such as running, cycling, swimming, triathlon, and so on, are also available for staff to participate in.
The company provides free fruit and healthy snacks, and runs a scheme for employees to use the local gym at a reduced rate. Lunchtime activities, such as running, cycling, swimming, triathlon, and so on, are also available for staff to participate in.
Ensoft have moved to paperless payroll and expenses, and have introduced recycling bins around the office, including bins for food waste. Offices are installed with movement sensors to trigger lights and reduce electricity wastage.
Edwards Lifesciences have a collaborative incentive scheme whereby all employees work towards set goals which are cascaded through the organisation. This is linked to the e-performance system and people are awarded between 5% and 15% of their salary.
The company has introduced a range of initiatives for employee engagement, including enhanced long service awards, a coffee club, increased communications and mindfulness sessions for all office-based staff.
The company has introduced a range of initiatives for employee engagement, including enhanced long service awards, a coffee club, increased communications and mindfulness sessions for all office-based staff.
The senior management team go over and above their job requirements to ensure that everything runs smoothly in the business. CEO Lorna engages with the team daily via email or phone call and operates an open-door policy to ensure that everyone can speak to her if they need to.
To ease workplace stress, the company encourages breaks to be taken at regular intervals. Additionally, a mental health policy is in place and a team of sourced councillors are on hand for staff who require extra support.
To ease workplace stress, the company encourages breaks to be taken at regular intervals. Additionally, a mental health policy is in place and a team of sourced councillors are on hand for staff who require extra support.
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