What are companies doing with regards to 'Leadership'

What affect will focus on the 'Leadership' factor have?

Leadership - How employees feel about the head of the organisation, senior management and the organisation's values and principles

Leadership has the biggest influence on how employees feel about the organisation.

Leaders need to create inspiring visions and provide clear direction to positively Impact the
My Company factor.

When it comes to
Wellbeing, no amount of free fruit or stress busting classes are going to address an imbalance. Employee Wellbeing is a by-product of the leadership and management culture.

If there’s pressure at the top of your organisation, it won’t take long to be felt throughout.

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Housing Associations

believe housing

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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.

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Education & Training

Educ8 Group

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Supporting employees’ health and safety while working from home, the company provides all staff with a £150 ‘Healthy Workstation Allowance’. This allowance ensures that employees have the correct workstation set up at home to work comfortably and effectively. An employee assistance programme is also available to all staff from their very first day of employment.
The organisation’s Gr8 days provides the perfect environment for team building. Employees have the opportunity to relax and meet colleagues within their teams and across the Group. Over 200 staff attended the last Gr8 day, with a business update in the morning followed by a BBQ, garden lawn games, face painting and a live band.
The CEO and leadership team communicate objectives on a regular basis through a business plan that outlines the goals for the company located on a central system for all to access. All new employees are invited to enjoy coffee and croissants with the Directors, where they discuss the Culture, Values and ‘open door’ approach.
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The Flava People

To foster team energy and unity, the organisation hosts quarterly strategy sessions, providing a platform for collective brainstorming and goal alignment. Additionally, it organises communal cooking events and celebrations, creating opportunities for bonding and relaxation outside of work tasks.
The leadership team fosters organisational clarity through several key practices. They prioritise open and transparent communication, ensuring that all employees are kept informed about company goals, changes, and progress. This is achieved through regular meetings where updates and expectations are clearly communicated. Additionally, directors conduct quarterly strategy sessions to review and refine the company direction.
The organisation works closely with The Message Trust/Community Grocer and have sent staff out on volunteer days to take part in gardening in the community and packing in a grocer's warehouse. The Flava People also donates some of its products and a proportion of its sales to the same charity.
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Housing Associations

Abri

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On the Abri intranet, there is a ‘Your Wellbeing’ button which provides colleagues with access to external support for mental, physical, social and financial wellbeing. Wellbeing support at Abri includes an employee assistance programme, occupational health, mental health training, compassion fatigue training, and information on financial wellbeing and healthy lifestyles through our reward platform ROAR.
Abri’s 5-year Achieving Together strategy was refreshed twice last year. First, for its new corporate priority for EDI and second, for the move towards a new regional model. The strategy was published to colleagues, along with its supporting functional strategies. This provides a golden thread between Abri’s goals and the work of its 2,000 colleagues.
Abri launched Housing Professional of the Future, a self-lead programme taking colleagues through a wide range of topics, such as understanding customers, housing policy, and managing a housing association. Colleagues have the opportunity to attend masterclasses by sector experts, sharing their knowledge and experience and giving them practical skills to deal with everyday challenges.
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Not For Profit Body's

Association for Project Management

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Association for Project Management organises a range of team building activities, including quizzes, face-to-face training, and fundraising events (which always involve cake!). Employees are also regularly invited to departmental away days, wellbeing coffee mornings, and team volunteering opportunities to encourage team bonding and creative thinking.
Creating clarity has always been a priority for the Leadership Team. Town hall meetings, CEO open door sessions, intranet updates, away days, knowledge share events, departmental meetings, and CEO monthly emails are all effective and popular ways of communicating utilised by Association for Project Management to create clarity for staff.
Association for Project Management has a performance related pay scheme (PRP) open to all staff upon completion of their probationary period. PRP rewards employees for achieving their personal objectives which have been cascaded down from corporate objectives thereby contributing towards the aims of the organisation.
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Insurance

Brunel Group

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Brunel Group offers funding for work related courses, such as Chartered Institute of Insurance, Public Relations or Marketing. The company also encourage attendance at any CPD events relevant to the role allowing time off where required for these and offer a free online development zone for all employees via AVIVA.
The Group host three company-wide parties a year bringing colleagues together. Its annual ‘Company Day’ is the main event at which its senior managers provide an all-round overview of the business’ successes over the past year, areas of improvement and what our goals and objectives are for the coming year.
Every team member has access to the Employee Assistance Programme which enables colleagues to reach out for support regarding their financial, physical and mental wellbeing. The business has also funded the training of our Mental Health First Aiders with more staff being put forward for this.
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Leisure & Hospitality

Carrier

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The organisation offers several ways for employees to earn rewards. Sales staff can receive incentives based upon performance and all staff receive gifts or vouchers periodically as a thanks for their hard work and commitment.
Monthly staff updates are vital for the cascade of business strategy and performance. They are conducted face-to-face in both offices, with a further virtual session for remote staff. There is a deliberately transparent approach, with full budgetary visibility given and regular updates on performance against the business' strategy.
The organisation offers several ways for employees to earn rewards. Sales staff can receive incentives based upon performance and all staff receive gifts or vouchers periodically as a thanks for their hard work and commitment.
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Insurance

Claims Consortium Group UK

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A dedicated section on the organisation’s communication app, Cornerstone, is focused on the mental and physical health and wellbeing of its people, with tips, hints, tools and advice on a range of subjects, including goal setting, exercise, virtual working, mental health, diet and much more.
Claims Consortium Group runs regular virtual workshops hosted by the CEO and Executive Chair. These workshops focus on providing clarity and understanding of the goals and plans for the future, updates on the organisation’s performance, and taking questions from the whole company in a live Q&A environment.
The organisation supports the homeless charity, Arc, by matching raised funds and providing 10 volunteers for a week to support the charity’s shoebox appeal. Claims Consortium Group has further helped fundraise for Stand Against Violence by holding a raffle, fancy dress competitions, and selling food.
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London & Partners

London and Partners holds quarterly Senior Leadership away days in order to review, evaluate, and map organisational priorities through the year. The individual SLT members are then equipped to communicate key messages to their teams. The organisation also holds monthly All Staff meetings as another channel to communicate with employees directly.

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.

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Construction & Engineering

M. Lambe Construction

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Honest feedback is encouraged both to and from the manager, with timely and caring feedback given in person the only allowable type. The organisation has also employed a permanent head of communications whose sole remit is to develop better organisational clarity around information sharing, both internally and externally.
To ensure each project is delivered successfully, all full-time staff and subcontractors must be fully committed to the critical areas of their operations - health and safety, quality, and environmental management – to an ‘exceptional level’. To motivate staff, the organisation rewards each team member that excels in these areas with a £100 quarterly bonus.
Over the last few year, M. Lambe Construction has donated over £100,000 to charities, including £60,000 to Tabor House and £20,000 to The Lighthouse Club. The organisation has also invested more than £30,000 into supporting people who have faced homelessness, and helped them to get stable work via Standing Tall.
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