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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.
LCF Law understand that their people are their strength and as such they ensure that they support their development wherever they can. The company appraisal process is heavily geared towards personal growth and the development of skills both directly relevant to the employee's job role and those that are important for the individual. They fund courses for their team, ranging from soft-skills coaching all the way to professional qualification lasting several years. They have also embraced apprenticeships and currently support the development of seven, with three more being actively recruited for the Summer. They make sure that their employees have the time they need to fulfil their development goals with paid time off for studies, exams and activities in a wide variety of areas.
LCF Law encourage employees at various levels to spend a day or longer in the company's other offices to ensure that everyone works as one team, maintaining the feel of a family firm, despite multiple the locations. This has made collaboration easier, plus has led to new business opportunities. As well as this, the company have an active social scene involving colleagues from every office as a result.
The partners and heads of department exemplify the values of LCF Law and demonstrate this on a daily basis. This can be seen in a number of ways, including through hard work, going the extra mile for clients, promoting their values through charity events and community involvement and in their interaction with every member of staff. They hold themselves to a high standard and are ideal role models for the team. Simon the CEO takes the time to get to know every employee, welcoming new starters to the firm personally, greeting and conversing with everyone as he walks around the office and always being available for a conversation or to give encouragement.
At Kohler, each associate is given a paid volunteer day which they can use either as an individual or a team. Previous examples include the Marketing department spending the day at the National Star College redecorating a Sports Hall and the Operations Team helping at the Butterfly Garden. Every year, Kohler associates nominate a charity to support and the business doubles any funds raised. Throughout 2016 many sponsored events have taken place, including a head shave, sponsored walks and a Skydive. As a final fundraising engagement activity for the year, a 4-week long fundraising interdepartmental competition is held in aid of Stand up to Cancer. This provides a great opportunity to increase internal engagement as well as the profile of individual departments, with events including a charity golf day, star prize raffle and a sponsored cycle challenge.
At Kohler, each associate is given a paid volunteer day which they can use either as an individual or a team. Previous examples include the Marketing department spending the day at the National Star College redecorating a Sports Hall and the Operations Team helping at the Butterfly Garden. Every year, Kohler associates nominate a charity to support and the business doubles any funds raised. Throughout 2016 many sponsored events have taken place, including a head shave, sponsored walks and a Skydive. As a final fundraising engagement activity for the year, a 4-week long fundraising interdepartmental competition is held in aid of Stand up to Cancer. This provides a great opportunity to increase internal engagement as well as the profile of individual departments, with events including a charity golf day, star prize raffle and a sponsored cycle challenge.
At Kohler, each associate is given a paid volunteer day which they can use either as an individual or a team. Previous examples include the Marketing department spending the day at the National Star College redecorating a Sports Hall and the Operations Team helping at the Butterfly Garden. Every year, Kohler associates nominate a charity to support and the business doubles any funds raised. Throughout 2016 many sponsored events have taken place, including a head shave, sponsored walks and a Skydive. As a final fundraising engagement activity for the year, a 4-week long fundraising interdepartmental competition is held in aid of Stand up to Cancer. This provides a great opportunity to increase internal engagement as well as the profile of individual departments, with events including a charity golf day, star prize raffle and a sponsored cycle challenge.
KCTMO have recently launched the bi monthly 'Food for Thought' lunches. Each one is hosted by a different team, who are given a set amount by the company to host the event. The lunch is themed around their team and the activities that they carry out. The aim is to better inform other teams of what that particular team do on a day to day basis. All staff are invited and food and refreshments are provided for everyone that attends. These lunches are designed to be fun, informative and interactive. A good example is the Environmental Services team, who hosted a garden party complete with plants and fake grass. In July this year KCTMO also held their annual staff conference, with the offices being closed for the day so that everyone could attend. The delegates were also asked to consider some key business issues and tasks, which this year focused on current and future climate, different ways of working and finalising the new KCTMO behaviours to support and underpin their existing values.
The Chief Executive has an inclusive leadership style, with a strong ability to speak and engage with people at all levels. He "walks the office" and spends time with staff at their desks or work locations, getting to know both the individual and what they are working on. Staff know Robert's style and openly discuss his open door approach. They are also aware of his desire for staff to feedback to him on any issues or concerns they may have. Robert's Executive Team are also visiting different locations and staff who are outside their usual teams. This has enabled both staff and the Executive Team to improve both their leadership and visibility within the organisation. Robert has conducted town hall style briefings and without exception these have all been well attended. The most recent had over 60 attendees at one session.
The Chief Executive has an inclusive leadership style, with a strong ability to speak and engage with people at all levels. He "walks the office" and spends time with staff at their desks or work locations, getting to know both the individual and what they are working on. Staff know Robert's style and openly discuss his open door approach. They are also aware of his desire for staff to feedback to him on any issues or concerns they may have. Robert's Executive Team are also visiting different locations and staff who are outside their usual teams. This has enabled both staff and the Executive Team to improve both their leadership and visibility within the organisation. Robert has conducted town hall style briefings and without exception these have all been well attended. The most recent had over 60 attendees at one session.
The nature of their business as an agency means that sometimes clients do put pressure on their employees. It is their priority to ensure employees maintain a health work life balance and as such they continuously invest in the wellbeing programme that was introduced in 2013. Kantar's wellbeing mission is to support people in seven key areas: financial, physical, mind, social, environment, ethical and spiritual. The latest enhancement to their wellbeing portfolio saw the introduction of free on-site weekly yoga classes, on-site massages, smoothie making classes and physiotherapy sessions. Kantar also continuously market the programme to ensure it is in front of mind for employees and managers alike. As mentioned above they have a comprehensive wellbeing programme which has been put in place to ease workplace stress. Each employee is unique and as such the business has a flexible approach and an open mind when it comes to dealing with a stressed employee. This approach is only possible because of the trust culture that is advocated by the senior management. The majority of their managers have attended a mental wellbeing programme run by the charity Mind which helps them identify any factors that may cause stress to Kantar employees and tips on how to support or manage it. The business also has a strong partnership with their private insurance provider, occupational health practitioner and an EAP service to support all employees should they need specialist help. This partnership allows them to provide prompt and personalised support to Kantar employees.
The nature of their business as an agency means that sometimes clients do put pressure on their employees. It is their priority to ensure employees maintain a health work life balance and as such they continuously invest in the wellbeing programme that was introduced in 2013. Kantar's wellbeing mission is to support people in seven key areas: financial, physical, mind, social, environment, ethical and spiritual. The latest enhancement to their wellbeing portfolio saw the introduction of free on-site weekly yoga classes, on-site massages, smoothie making classes and physiotherapy sessions. Kantar also continuously market the programme to ensure it is in front of mind for employees and managers alike. As mentioned above they have a comprehensive wellbeing programme which has been put in place to ease workplace stress. Each employee is unique and as such the business has a flexible approach and an open mind when it comes to dealing with a stressed employee. This approach is only possible because of the trust culture that is advocated by the senior management. The majority of their managers have attended a mental wellbeing programme run by the charity Mind which helps them identify any factors that may cause stress to Kantar employees and tips on how to support or manage it. The business also has a strong partnership with their private insurance provider, occupational health practitioner and an EAP service to support all employees should they need specialist help. This partnership allows them to provide prompt and personalised support to Kantar employees.
They offer a variety of learning support for their managers and this can range from informal on job shadowing to formal secondment opportunities so the employees can put themselves in real situations. New for 2016 was the introduction of the e-learning programme which was created to allow their line managers to manage and focus attention on their people management skills in their own time, without disrupting other business or client priorities which also form a part of their roles in the business. The e-learning programme now hosts over 30% of their courses. They strongly believe that managers are the key to employee engagement. A third of the population are line managers and as such in 2014 Kantar committed to transforming their role in business through the introduction of their three Line Manager Principles of Leads, Motivates and Cares and the Ten Behaviours. Colleagues are now only promoted or moved to “people management” roles once they have demonstrated their ability against these line manager principles, and this forms a part of the decision-making process during assessments. Learning gaps and needs are also identified in advance of an employee moving into a “people management” role. They are provided with the necessary support through job shadowing, coaching, classroom learning and the e-learning programme, which is then monitored and measured during the mid and annual performance review process. The annual employee survey results provide Kantar with a good measure of their line managers' performance both as a business and at department or team level. The data also provides Kantar with rich information about which teams and department need special attention and where the gaps are, so that they are able to improve and influence employees' experience of and engagement with the business.
Senior Management frequently work extra hours, including weekends, to ensure consistent delivery of high quality services within SLA targets for all clients. They very much believe in "walking the talk". Having happy staff is vital to a successful business so employee engagement is key to the Senior Management Team. There is a weekly report to agents covering performance, upcoming forecasts, issues and anything else that is relevant. The Team Leader groups carry out team briefings on a weekly basis to inform individual teams of campaign specific matters and more detailed performance and forecast requirements. They also hold regular drop-in workshops where all team members are encouraged to contribute by making suggestions for improvements in respect of client services and processes. Journeycall even hold monthly Employment Engagement meetings, where elected representatives from each department meet and discuss issues and suggestions to improve services and the working environment. On top of this, Theresa Wishart was named Employer of the Year at the 2016 Scottish Business Women awards. In 2015 Theresa also collected the Dundee & Angus Chamber of Commerce award for making Journeycall the Most Enterprising Business of the Year.
Journeycall have a nominated charity which is decided upon by staff. This year it is Arbroath Infirmary Dialysis Unit. The company also do a lot to raise charitable funds for organisations like Macmillan Cancer Nurses. Most of the fun initiatives organised by the company Entertainment Committee have a charitable link, including charitable donations for dress down days. Last year Journeycall raised over £3200 for Angus Women's Aid. The company take part in careers fairs in the area and are one of the largest employers in Angus, being the biggest single employer in Arbroath. The company also have a longstanding and successful partnership with the Towards Employment Team, who they engage with to recruit candidates who have completed the Towards Employment programme. Further to this, Journeycall have an ongoing partnership with Triage, which supports those who have been unemployed for a long period of time getting back into work.
Journeycall have a nominated charity which is decided upon by staff. This year it is Arbroath Infirmary Dialysis Unit. The company also do a lot to raise charitable funds for organisations like Macmillan Cancer Nurses. Most of the fun initiatives organised by the company Entertainment Committee have a charitable link, including charitable donations for dress down days. Last year Journeycall raised over £3200 for Angus Women's Aid. The company take part in careers fairs in the area and are one of the largest employers in Angus, being the biggest single employer in Arbroath. The company also have a longstanding and successful partnership with the Towards Employment Team, who they engage with to recruit candidates who have completed the Towards Employment programme. Further to this, Journeycall have an ongoing partnership with Triage, which supports those who have been unemployed for a long period of time getting back into work.
JDX has consultants based on multiple client sites, meaning it is hugely important that they facilitate company-wide interaction in many different ways. As a result of this the company hold a ‘Townhall' every six weeks for all employees to attend. This is where JDX's performance and strategy are discussed, outstanding individual performances are acknowledged by Management and awards are also given. It is also a chance for new consultants to integrate with the JDX family. The SMT hold a number of initiatives throughout the year, including a quarterly ‘beers n ideas' forum. This gives employees a chance to put forward any ideas on how to further improve JDX. The best ideas are collated and presented to the MD's for consideration. The SSCC (Sports, Social and Charity Committee) is a peer-run committee dedicated to providing funding for events proposed by employees. Recent examples include Dodgeball, Salsa Dancing and Wine Tasting. The company also host a reoccurring movie night and poker tournaments throughout the year, which encourages healthy, if not ruthless, competition!
JDX has consultants based on multiple client sites, meaning it is hugely important that they facilitate company-wide interaction in many different ways. As a result of this the company hold a ‘Townhall' every six weeks for all employees to attend. This is where JDX's performance and strategy are discussed, outstanding individual performances are acknowledged by Management and awards are also given. It is also a chance for new consultants to integrate with the JDX family. The SMT hold a number of initiatives throughout the year, including a quarterly ‘beers n ideas' forum. This gives employees a chance to put forward any ideas on how to further improve JDX. The best ideas are collated and presented to the MD's for consideration. The SSCC (Sports, Social and Charity Committee) is a peer-run committee dedicated to providing funding for events proposed by employees. Recent examples include Dodgeball, Salsa Dancing and Wine Tasting. The company also host a reoccurring movie night and poker tournaments throughout the year, which encourages healthy, if not ruthless, competition!
From the start of an employees' journey with JDX the Senior Management Team is heavily involved throughout, from performing interviews and hosting training and induction courses to joining the “bootcamp graduation” drinks. Their involvement continues throughout staff's career, with management ensuring that at all levels employees feel involved and valued. Once consultants have completed their initial training and have progressed to a Senior Consultant they are enrolled into the Prodigy 35 training modules. These modules focus on developing consultants into the future leaders of the company, as JDX believe in promoting from within. Training sessions are run by Senior Management, as well as external trainers. JDX has two leaders, the co-founders JD and Tim. Both are energetic and passionate leaders who place high importance on socialising and building strong relationships within the company. JD is the driving force behind a number of innovative approaches to communicating important messages, such as his use of video content for the strategy night dinner. These videos subsequently provide a useful resource for recruitment and business development. Tim and JD believe that sport is extremely important in relation to developing skills in the workplace and general wellbeing, so actively encourage team participation in various sporting events, such as football and netball. They routinely organise companywide events such as the annual ski-trip to France, the Christmas party and they also provide tickets to Wimbledon and the Rugby World Cup.
JCT600 have introduced a new programme of "Energy Management" sessions this year. These run regionally for 1.5 hours each in a highly interactive and fun way. All colleagues are invited and multiple sessions run on one day. The Coach that runs these is hugely positive, down to earth and fits the company's culture well. He forces colleagues to think about what they put in their bodies and how this impacts on their energy at work and at home, all of which has really helped the workforce this year. Colleagues have given up caffeine, cut down on sugars or are simply considering their nutrition a lot more. Rob used fun techniques to get people thinking generally about their food, drink and energy levels. All of this has led to some true light bulb moments, great results and even greater feedback. JCT600 also provide full counselling via their OH or through their industry charity BEN for those that suffer in this area.
JCT600 have three separate Leadership Programmes. One is for fundamentals, one for introducing real Leadership Skills and one is a Potential Programme focused on emotional intelligence that is run in the Lake District and spans seven months. After programmes Managers re-group in Learning Sets to keep their relationships and form tight networks. The company's Talent Manager Sarah is taking a Coaching Diploma and provides internal Exec Coaching for some Managers following the High Potential Programme, along with coaching provided by an external facilitator. The company pays for groups of managers that have been through the High Po LDP in the Lakes to go back up for an overnight stay when they want to come back together, as they see this as a real investment in their long term development. One member of one intake was diagnosed with terminal cancer last year at 40 years old. His group met with him regularly and took him back up to the lakes before he died, a real demonstration of not only how they bonded but how they support one another long after the programme has finished. JCT600 also provide staff with quarterly in site and brand reviews and monthly one to ones with Managers. They also have a Year End Review Process. The company are a performance driven, target orientated business and this dynamic cycle is just part of the way they do things.
JCT600's new Patronage with Princes Trust has allowed them to support non work employee development through mentoring opportunities. The company have had a great deal of positive staff feedback from this, confirming how colleagues really feel. Within work, supporting employee development is a core part of JCT600's personality as a business. Their ‘Wired Talent' programme supports non Managers through nominations to have an individual Learning and Development plan pulled together between Sarah the Talent Manager, the colleague and their Manager, all of which is completely tailored to their needs. It can last one to four years and they have extra access to seminars, speaker events and learning resources by virtue of being on the programme. The Programme is an aspirational part of JCT600 and they have a 50% promotion rate. The company are hugely proud of this programme and the development it has provided for those on it.
'Skype for Business' was rolled out to staff earlier in the year to improve IPRS's communications channels at all levels across the business. As a result, staff are now able to instant message one another and have a platform to share screens and create Skype meetings. IPRS Group have remote workers all across the UK and the feedback from staff has been tremendous, as it is fundamentally changing the way they work as a team. Staff Bulletins are also cascaded monthly. During the Summer the company host themed barbeques, for example the Olympics (Finance Team) and the Curry Off (HR & IT Teams). In July the theme was ‘Barbieoke' and the team were invited to play a part in a musical video to raise money for IPRS's charities of the year. A new staff website called ‘your future' is being launched to provide staff with a fun site that they can go to for information relating to their health and wellbeing, family, social pages and also anything pinned on the noticeboard.
'Skype for Business' was rolled out to staff earlier in the year to improve IPRS's communications channels at all levels across the business. As a result, staff are now able to instant message one another and have a platform to share screens and create Skype meetings. IPRS Group have remote workers all across the UK and the feedback from staff has been tremendous, as it is fundamentally changing the way they work as a team. Staff Bulletins are also cascaded monthly. During the Summer the company host themed barbeques, for example the Olympics (Finance Team) and the Curry Off (HR & IT Teams). In July the theme was ‘Barbieoke' and the team were invited to play a part in a musical video to raise money for IPRS's charities of the year. A new staff website called ‘your future' is being launched to provide staff with a fun site that they can go to for information relating to their health and wellbeing, family, social pages and also anything pinned on the noticeboard.
The IPRS Group has always encouraged personal growth and career development and has therefore established this programme to complement their other career-development offerings. There is a qualitative difference between a manager-employee relationship and a mentor-mentee relationship and the mentoring programme is therefore open to all staff within the IPRS Group. Pairings and suitability are assessed and matched accordingly by HR. Psychometric testing was introduced in 2016 for all staff, with the purpose of the testing being to ensure that the company has the right skills and development potential in key roles. An in-house training package is delivered to all Managers within the company that covers a range of subjects, including but not limited to open discussions on management techniques and building Confidence in Management Skills. It is the opinion that all of these initiatives contribute individually to a robust management support package that has received very positive feedback from delegates. Being able to provide managers with direct staff feedback on positives and to discuss areas identified for improvement is a very powerful tool for the IPRS Group. Key Man Risk Tool has been created internally to identify the businesses key man risks, not only at management level but for Managers to be able to highlight key staff who they believe would have a significant impact on the business if they were to leave the organisation. Managers are then supported by HR to proactively manage the risk. As well as this training effectiveness is always monitored and analysed by the Group Training Manager as part of our ISO 9001 Quality Management accreditation.
Inntel offers all staff an annual bonus, which is paid out if the company achieves its targets. The bonus is made up of 50% company targets and 50% individual KPI's. Whilst this is not unique in itself, all staff attend a monthly company update with either the Managing Director or another member of the Senior Leadership Team, where the names of those who have achieved their monthly KPI target are put into a pot and if selected can have a spin on the ‘wheel of fortune' to win a prize. The prizes include cinema tickets, bottles of wine, vouchers for a meal for two or gift vouchers. This monthly meeting is called ‘Scores on the Doors' and not only serves as an opportunity for staff to be brought up to date on what is happening within Inntel during the month but also allows the company to reward staff for their efforts in a light-hearted and enjoyable way.
Inntel seeks to enhance the wellbeing of its employees in many ways. The most successful of these is a monthly health and wellbeing focus, aimed at giving staff access to information to help them live a healthy lifestyle. During the last 12 months the company have been sending out wellbeing updates to all staff, covering subjects such as Healthy Eating, which coincided with a weekly delivery of two boxes of fruit from the local farm shop to encourage staff to eat healthily. During the Summer Holidays there is information on sun care and preventing sun damage. Inntel used this month to promote their cycle-to-work scheme and discounted gym memberships. The company also have an Employee Assistance Programme, designed to give staff access to confidential support and advice from qualified professionals about personal or work matters, all completely free of charge. The business operate an open door policy and all employees can speak to their Managers if they feel they are suffering from workplace stress. Once this is identified, steps are taken to reduce this stress and make any reasonable adjustments necessary.
Inntel offers all staff an annual bonus, which is paid out if the company achieves its targets. The bonus is made up of 50% company targets and 50% individual KPI's. Whilst this is not unique in itself, all staff attend a monthly company update with either the Managing Director or another member of the Senior Leadership Team, where the names of those who have achieved their monthly KPI target are put into a pot and if selected can have a spin on the ‘wheel of fortune' to win a prize. The prizes include cinema tickets, bottles of wine, vouchers for a meal for two or gift vouchers. This monthly meeting is called ‘Scores on the Doors' and not only serves as an opportunity for staff to be brought up to date on what is happening within Inntel during the month but also allows the company to reward staff for their efforts in a light-hearted and enjoyable way.
In 2016 ISG launched a "Wednesday Walking Club" as part of a month long initiative to encourage employees to take proper breaks at lunchtime away from their desks and to stay active. The Walking Club has lived on beyond the initial month long campaign and now sees a regular group on intrepid explorers enjoying Guildford's picturesque views along the River Wey, Surrey Hills and sometimes even further a field. The company also have an EAP programme in place, where employees can call a helpline number 24 hours per day, 7 days per week. Their Cash plan policy even enables employees to access £210 per policy year for wellbeing. ISG offer treatments such as reflexology, Indian head massages, fresh fruit, water and drinks. Their office is also located next to the river in Guildford, Surrey, meaning employees have access to lots of open space and fresh air throughout the seasons.
The Chairman's Club Award is ISG's premier recognition programme. The award was established to recognise employees who, through their actions and results, have made major contributions to ISG during the past year. The contributions of Chairman's Club Award winners positively impact objectives, possibly by expanding business development, increasing revenues, innovating, improving the firm's products and services or contributing to the development and professional growth of colleagues. The recognition includes a custom-designed keepsake award and an offsite event held in honour of Chairman's Club Award recipients. This year it was held in New Orleans and previous years have included Barbados, Napa Valley and Portugal. Employees are also invited to bring their Partner to accompany then on the trip as an additional acknowledgement that reinforces the value of the award to the company's continued growth and success.
The 2016 charities ISG supported includes the North Guildford Food Bank, which supports members of the local community who are suffering financial hardship. Employees are encouraged to participate in fundraising events for this and any other charities they feel they would like to support. This year the Company have encouraged employees to donate food items to the Food Bank with a targeted donation drive. In addition, a number of employees have spent the day at the Food Bank loading and unloading, sorting the food items and boxing them up following donations received through Harvest Festival collections. On top of this, ISG also offers an equal opportunities policy.
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