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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.
At Admiral, its employees have access to a unique benefit – its Share Incentive Plan (SIP). This came into existence with the Finance Act of 2000 to give employees Tax and National Insurance advantages when given shares in their place of employment. The organisation believes share ownership helps to motivate and reward longer-term performance.
Admiral has partnered with industry specialists Bupa and Health and Her to offer a discounted menopause service for its colleagues. Both include access to specially trained menopause GPs along with varied benefits for each. Alongside this, it has worked with Brightlight coaching who provide the Bloom project to provide line manager training on women’s health.
Its senior managers sponsor the Ministry of Fun (MOF) which encourages colleagues to enjoy their time whilst at work. Each month a different department or group of departments are responsible for organising in-office and hybrid fun events, with each month sponsored by a different senior manager.
An internal network working together as a People Engagement and Wellbeing Team, run by the organisation’s employees, helps with educating and running events on a range of topics and creating a network where colleagues can support one another. Quarterly socials and regular lunch and learn sessions helps bring teams together and drive employee engagement.
Communication is at the heart of what Dufrain Consulting does. Quarterly CEO calls with all employees to discuss its sales, financial, and other business updates. Furthermore, it has regular people updates to discuss the progress of the organisation’s goals and how it support its employees. Leadership also record regular videos on progress for all employees.
The organisation has attended and supported Cash for Kids and local foodbanks. Recently Dufrain Consulting started producing branded merchandise where it purchased t-shirts and hoodies at a higher cost, sold them to employees for a discounted rate, and gave the full amount to charity. Through this approach, the organisation raised over £1000 for three charities.
Millwood provides long-term employability initiatives which increase work prospects for marginalised groups, such as those with additional needs, ex-offenders and the LGBTQ community. Through these experiences, individuals receive their very own MeMovie - an evidenced-based, personally created video cv which is then shared with the UK community and its partners.
Leading by example is Millwood Servicing’s mantra, achieving this from its values of being ‘Honest, Open, Balanced, & Fair’ in everything it undertakes. Whenever the company receive invites to awards nights, client entertainment etc. The CEO, Matt always offers this out to the entire firm first, on many occasions giving up his place.
Offering careers not jobs, Millwood’s holistic ethos to personal and supported development ensures that every member of staff gets the chance they deserve. Offering 1:1 monthly check-ins across the firm, one example of this is its work with ex-military personnel and in 2021 it became an Armed Forces covenant member.
The organisation is committed to reducing its energy consumption, water usage, waste disposal, and carbon footprint practically and cost-effectively. Through initiatives such as recycling waste, lighting sensors, smart power switches, transitioning to paperless offices as well as energy-efficient air conditioning units.
The Leadership team set the standard in terms of conducting 1:1 meetings with all direct reports every month, part of which relates to values, which include accountability and open lines of communication. Additionally, the MD and directors meet with all new starters as part of their induction framework to illustrate and instil the company values.
As a business, Quill Pinpoint hosts quarterly meetings with all employees to bring people together remotely, it also has annual meetings, bringing everyone together face to face. These meetings include a summer social event with families and friends and regular quizzes via teams.
The Board and Senior Leadership completed a course on the ‘human iceberg’, and conscious and unconscious motivators to better understand each other, improving communication and team dynamics. This has been extended to all managers in 2023. The organisation host team building events throughout the year, including BBQs, online get togethers, and Christmas celebrations.
As part of the onboarding process at Nicholas Associates Group, its three Board Members and Directors host a session for all new starters where they share information on the organisation’s history, vision and values. Its bi-monthly newsletter provides information to all employees about priorities and initiatives that are happening across different departments.
All managers at Nicholas Associates Group are provided with specialist training through its Management Academy. Modules covered include leading self, leading others, coaching and mentoring, and leading a team. It also offers online training that provides structured development pathways for managers, to support their ongoing development.
Employees get a complimentary breakfast and fresh fruit every day. They also get longer lunch breaks so they get time to exercise without having to rush back. And each office’s ‘vibrant and contemporary feel’ is created through break-out zones and relaxing areas with activities such as table tennis and darts.
The company ensures everyone knows their role in its vision and purpose. Employees get weekly leadership round-ups that give updates and highlight performance against long-term goals. And there are team and office meetings at least three times a week to share ideas and celebrate success.
The ‘Engager of the Month’ award recognises colleagues who’ve exceeded in performance, effort and demonstrating the values. And employees who’ve gone above and beyond are treated to a meal with the directors. In addition, if sales team members hit their targets, there are vouchers, experience days and holidays for the taking.
The agency’s values are fundamental to every activity. One of the key ones, “to leave the world in a better place than we found it,” can be seen in the Christmas party planning, where meals were donated to Crisis for every company one purchased. Agency profits have also supported a school build in Ethiopia.
The company takes a flexible, hybrid approach to office and home working. At the same time, it also recognises that more junior team members learn best from physically being around those with greater skills. As a result, staff at Account Manager level or below generally spend four days a week in the office.
Some employees have been with the business for more than 20 years, and others just a few months. This diversity creates a willingness to teach, train and share. With four of the five-strong management team promoted from within, there are plenty of opportunities to progress.
At the monthly breakfast club, staff get together and chat about non work-related subjects. They are asked to talk to someone new and offer topics of conversation as ice-breakers. It means people socialise outside of their circles and it's a great way to introduce new starters.
Senior management believe it is important that staff feel empowered and trusted. They are given the autonomy to make decisions. The leadership team has a "door always open" policy, meaning they are on hand for advice and support whenever it is required. That gives staff the confidence to challenge themselves while feeling supported.
Every year, top performers take part in the annual Disney trip which showcases the company's top-selling products. They stay in luxury accommodation throughout their two-week stay and enjoy the experiences that clients would have, such as meals from a private chef, a Disney firework cruise or a glass-bottomed kayak tour.
To encourage a good work-life balance, the leadership team demonstrates that employees' home lives are just as important as work. Leaders bring their children in on company calls, make a point of doing something personal during the day and set the tone by promoting the idea that no one can do it all.
At SF the environment is high on the agenda. The organisation has ditched single-use plastics in favour of bamboo, a more sustainable material. Plastic water bottles and cutlery is banned, along with straws, bubble wrap and business card boxes. Stricter recycling methods have been brought in at all of its offices.
Staff can decide when they work their contracted hours so they can balance their work and home life more effectively. Greater emphasis has been placed on choosing to work when they are at their most productive. The 30 days’ annual leave entitlement is supplemented by ad-hoc company days off, especially when the workload is high.
Last year, chief executive Adam Stroud had mini-exchanges with each employee across the globe and the chats provided a platform for staff to ask questions and be answered directly. The move improved engagement with staff across the company. Breakfast with directors sessions are run virtually via Microsoft Teams.
Sessions that are run as part of the managers’ network allow leaders to bring a challenge to share with their peers and support one another to find creative solutions that drive consistency across the company. The sessions include training on topics such as salary-review conversations.
Paxton aims to have an all-electric car fleet next year. All new company cars ordered last year were electric or hybrid and the fleet is now 87% hybrid or fully electric. Biodegradable packaging is used in the company cafe and a "green team" looks for new environmentally friendly ways of working.
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