The CEO and Senior Leadership Team create organisational clarity for all employees through transparent communication. The organisation holds a town hall meeting in person every two or three months where it updates on current performance, shares the vision and strategy going forward, and ensures that it remains aligned with Simba Sleep’s principles, vales, and purpose.
Simba Sleep believes that its employees are its greatest asset and fundamental to business success, which is why it invests in its employees’ development. The organisation created the Simba Training Academy where each employee has a budget set aside of £1500 per year to spend on their development, both personal and professional.
The organisation has donated mattresses to the Turkey & Syria Appeal. It also support YouthMatters and sent refurbished mattresses to individuals moving from into independent accommodation. It further supports The Sleep Charity by working with them on educational and research content with regards to sleep, helping fund their sleep hotline and sleep counselling services.
Ongo have environmental practices in place such as a cycle to work scheme, encouraging the use of public transport, encouraging working from home, energy efficient IT and also making employees aware of the organisations energy consumption.
Chief executive, Patrick Peal, started a social media #walkwithPatrick encouraging staff to post photos of themselves out in the fresh air getting exercise. Many internal briefing notes were written in the first person, with managers explaining how they were feeling and how the pandemic was impacting them personally.
EAAA organised daily activities ensuring everyone had at least one opportunity a day to socialise with colleagues and workmates. These included a film club, a weekly quiz, an art club and Desert Island Discs where a different person was in the hot seat every week being interviewed.
EAAA ran weekly wellbeing seminars on subjects including mindfulness, yoga and stress awareness and gave staff time off to get haircuts after the first lockdown ended. It also organised a challenge with staff and supporters competing in teams to run or walk the most miles during a week in September.
There are many opportunities for employees to have their say and get involved, including monthly all-staff meetings and issue-specific away days. There's also a voluntary employee forum and ones for wellbeing and equality, diversity and inclusion. And cross-team projects allow staff to flex their skills beyond their daily roles.
caba's developing a leadership framework to help managers become confident leaders capable of meeting the charity's future challenges. It already gives its leaders and managers the freedom to be creative and innovative. It trusts them to challenge actions that aren't in line with the charity's values and behaviours.
caba gives all candidates the interview questions in advance to promote a level playing field, particularly for those who are neurodiverse. There's also a buddy system to ensure new starters have a familiar face to turn to outside their team and plans for a new starter network.
SMS offers a number of different forms of leave depending on an employee’s circumstance including compassionate leave, fertility treatment, miscarriage, bereavement, and other unfortunate or unforeseen circumstances. Paid time for dependents - emergency cover, unpaid. It has 2023 increased our paternity leave package to two weeks of full pay.
SMS has continued to ensure engagement with its people. Organisational clarity has come from the CEO, Chief Operating Officer, and Chief People Officer having regular contact with employees via short video updates, e-mails, texts, pulse surveys, and five employee resource groups. The organisation’s mission, vision, and purpose were communicated via annual performance and development reviews.
It has also recently introduced a bespoke management development programme (MDP) - which has been designed to ensure its managers and team leaders have the core skills and competencies needed to perform their jobs successfully. The programme consists of a number of managerial, coaching, and developmental modules.
The organisation provides many opportunities for teams to come tother in both a working environment and a more social setting. Team calls and online company activities provide the opportunity for teams to align on goals, and charity events and team lunch’s provide the chance for team building and the strengthening of employee relationships.
The Leadership Team are transparent in their messaging and regularly communicate the company's performance, challenges, and good news stories, ensuring that everyone is well informed about what's happening. Employees who consistently embody the company values are acknowledged and rewarded. This can include awards, bonuses, or a well done shout out at the Monthly Team Meeting.
Crimson has developed a CPD Pathway for its employees that helps to identify and develop the skills and competencies that are required for their current role, or one that they are aspiring to move into. Some of the training resources that are available to employees include podcasts, articles, and online courses.
Thakeham funds and encourages all employees to attend a regular health screening through Nuffield health. The organisation has trained Mental Health First Aiders and champions and also provides access to an in house counsellor at no cost for employees. They can see the counsellor in the office, via teams/zoom or at her practice off site.
The leadership team uses a range of channels and digital to share information and encourage feedback from employees. The CEO and CSO shares regular video messages. The videos are unscripted to maintain authenticity. The videos are easily accessible on smart devices and all comms activity then comes together in its weekly newsletter to all staff.
The organisation has implemented technology so that people can join team and board meetings remotely and in person at the same time. Thakeham also has a working group covering all departments who meet every 2-3 months to discuss ideas, thoughts and suggestions that are fed back to senior leadership so that actions can be implemented.
They have a Moving on Together Group, a group of staff from across the organisation who champion team interaction and communications. They group new leads on the annual staff event and have developed a communications framework based on staff feedback.
They work closely with Mencap by providing garden space for their service users to build and establish a vegetable garden. The produce they grow is used in the hospice kitchen and food waste from the kitchen and cafe is composted for use in the garden.
To improve employee engagement they introduced a monthly 'ideas hub' to generate discussion and feedback on what is going well and what is not going so well within the organisation. During these hubs, staff were encouraged to identify and introduce the topics for discussion.
As part of Stress Awareness Month, it encouraged all colleagues to take part in an event in partnership with the Lighthouse charity. Believe housing is committed to continuing to work with the charity to provide access and support for all employees across emotional, physical, and financial wellbeing.
Since the pandemic, the organisation has not stood still in its ambitions to deliver great things. It encourages its leaders to be accessible and visible, some examples include attendance at welcome events for new starters, leadership huddles, and time spent in front-line parts of the business.
The growth and development of its people are really important and it strives to make this a big part of its culture. It works on building a new culture and people strategy which includes how to attract the best people and how it builds skills and exciting careers for now and the future.
Staff received a special cost-of-living bonus, with those on the smallest salaries getting the most. Employees have also been given early access to a proportion of their performance-related bonus and can now get an advance of up to 50% of their accrued salary every month, interest-free. This access comes with financial coaching and tools.
Senior managers are encouraged to use twenty7tec's internal comms platform to publicly 'shout out' employees who've done something outstanding – linking the 'thank you' to one of the company's values. Staff can also highlight their colleagues' good work, and everyone can 'like' or interact with the feedback.
Everyone has a personal development plan that's reviewed each quarter with their line manager and supported by the Head of People. Growth opportunities include internal and external mentoring, 15 hours of paid personal development or study time, paid-for memberships and subscriptions, and access to an 'anytime, anywhere' online training platform.
The Big Circle Move initiative was launched in support of physical health. 725 members of staff participated in a 30-day active challenge of moving for 30 minutes every day in May. A total of 40,730 miles of activity was completed and three winners received an Apple Watch in recognition of looking after their physical health.
The organisation’s values and principles are Respect, Compassion, Selflessness, Support, Agility, Bravery, Collaboration, and Commitment. The leadership team live these values and principles every day, setting an example for the staff. Every employee was invited to have candid and direct conversations with the COO about the business
The organisation has created a dedicated career development hub which enables employees to map out their professional careers within the organisation, regardless of role. Circle Health Group believes in growing and developing talent from within and there are numerous clinical and non-clinical opportunities available.
Employees are always kept up to date on organisational developments and colleagues' good news, as well as getting the opportunity to ask questions and feedback. There's an internal comms platform where staff can post photos and share ideas, quarterly staff briefings and listening sessions, weekly team meetings and regular formal and informal one-to-ones.
Managers can access external leadership training programmes via ILM or ION. Internal masterclasses offer guidance on line management and employment processes, and all members of the Senior Leadership Team are undertaking coaching and mentoring qualifications. NWH also provides secondment opportunities and the chance to work on cross-team projects.
A focus charity is chosen annually, with the latest being RNLI Wales. There are several charity events throughout the year in and outside work. These have included dragon boat racing and family get-togethers. NWH also supports individual schemes to fundraise and organise their own community benefit events.
Many managers are currently completing apprenticeships both internally and through the local university, and everyone at manager level has the support of an aligned people services business partner. Internal and external coaching is offered, as is a thorough induction process for new managers.
CEO and Principal Mike Gaston posts weekly Moment with Mike vlogs and there is an informal evening Time to Talk meeting with the Vice-Principal. Senior leaders all work to metrics set against the college's Drive to 25 strategic plan, and this filters through to teams in terms of performance plans and objective setting.
With the college based at three different campuses, the pandemic actually encouraged people to work together on platforms such as Microsoft Teams, without having to gather in the same geographical place. This had the silver lining of cutting commutes and preventing travelling time or traffic getting in the way.
The organisations Living Well, Working Well ethos actively promotes home and remote working. Communicating well with colleagues is key to its success. There are 13 different channels of communication, from face to face through Yammer as well as traditional phone/e-mail channels.
London & Partners state their vision, mission and strategy in all of their core documents and reinforce them regularly.
Exciting opportunities are provided for management secondments. They allow those who aspire to be a manager to take on the role in a safe environment, where they have the autonomy to make their own decisions while being supported by a mentor. They also share in the company's success through its performance bonus scheme.
You’ve explored the Factors - now discover how your organisation can gain deeper insight into what truly drives engagement and workplace culture.
Our approach measures organisational health across eight core areas: My Team, Leadership, My Manager, Personal Growth, My Company, Wellbeing, Fair Deal, and Giving Something Back. Together, they give you a complete view of how your people think, feel, and experience work.
Complete the form and take the first step toward a stronger, more engaged organisation.