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.
After lockdown started, the managing partners divided a list of staff names between them and did weekly check-ins. It was an opportunity for employees to take a little time out and talk about whatever was on their mind – anything from the latest advertising trends to Strictly Come Dancing.
Christmas parties are a big thing at S3, and the pandemic didn't stop the fun. Staff were given vouchers to buy drinks and snacks for the online party, which included a magician. A thank you gift was added to their December pay packet, recognising their efforts during a tough year.
After lockdown started, S3 took over a billboard space in Cardiff for month for its #CelebratingCreativity campaign. The billboard carried a series of ads, designed by agency staff, thanking people for the creative ways they were responding to Covid-19. Public nominations for the ads included whole streets doing sing-a-longs.
Global CEO Werner Lieberherr set up a monthly online meeting to update all employees on company-wide activities, including the impact of Covid-19 on the business. This takes place live, virtually, and people are free to ask him questions directly on any topic.
Employees have been inspired by the level of trust the company placed in them after it went from being 100% workplace-based to the vast majority working from home. Landis+Gyr trusted its people to continue to perform and they delivered – and, in many cases, exceeded expectations.
The Macmillan World's Biggest Coffee Morning – the cancer charity's biggest fundraising event – took place virtually this year with employees encouraged to grab themselves a cuppa and a slice of cake and join the online chat to have a natter with colleagues.
Starting from January 2021, key performance indicator objectives for all managers include supporting the delivery of the group's Leadership Academy programme. Objectives are agreed at the beginning of every year; individual performance is assessed throughout; and 1:1s take place at the manager's discretion, according to need and regulatory requirements.
Staff were surveyed to check productivity, mental health and any support desired and the results suggested that 87% of employees felt KG was communicating enough and 90% believed they were receiving the right manager support. While company updates during lockdown were typically business-focused, any direct workforce concerns were addressed.
The business uses focus groups to review the needs of its workforce and to understand further what should be refreshed to improve employee engagement. On the back of this, the benefits offering, existing family-friendly policies, and how the company gives back were amended, to name just a few areas.
In September, CEO Brendan Mooney, who joined the company as a software engineer in 1989, was given the Chairman's Award for Excellence by the IOD for his personal impact on the culture and success of his organisation through outstanding professionalism and implementation of best practice in governance and leadership.
Kainos values its people highly. When staff said they wanted more flexibility in future, senior managers reconfigured offices to allow them to work how, when and where they want. Different spaces were created in office for employees to be safe and phased returns from home working were negotiated.
Continuous training at all levels is part of its success. An Effective Manager programme has been delivered virtually to 500 managers in the past year. A new Emerging Leaders programme moves participants beyond management fundamentals to four modules dealing with commerciality, connecting people, high performing teams and influencing.
Leaders talk to staff using Microsoft Teams and encourage cameras to be on for every meeting for more engagement. The whole company gets together in a virtual forum every week for an update from Head of Operations Sarah Tanner and MD Natalie Llewellyn about new starters, initiatives, projects and any other news.
Jellyfish employs people with the view of developing them. New joiners can be entry-level runners, apprentices and graduates and there is extensive on-the-job-training and real-life experience. Some staff study and are supported to do so and mentors are assigned to people, too.
The company implemented the 2.6 challenge during lockdown to raise money for mental health charity Mind. Employees could run, walk or cycle, using 2.6 as a measure. One inventive member of staff even walked up and down their stairs for 26 minutes.
All managers take part in monthly 1:1s for feedback and to give them the tools they need to perform in their roles. They are also invited to undergo two further annual appraisal and review processes. Minimum expectations around communicating with their teams are in place.
Staff received Just Eat vouchers and there were gardening competitions, fun-run challenges and other company-wide events to keep team spirits high. Mental health support channels were set up and senior leaders were visible and on hand as people adjusted to remote working.
A transparent, fun, supportive and purposeful culture makes Impero a great place to work. Every quarter, the in-house awards system recognises people with can-do attitudes who embody the core company values that include “we make it possible for our people” and “we make it possible for our clients”.
Having a mechanism for employees to anonymously ask questions and for every question to be answered during its townhall meeting reflects Hamlyn Williams' principle of transparency. Employees are also regularly encouraged to share their feedback and concerns through their managers and speaking to the human resources team.
The pandemic has brought the UK team closer together with employees reaching out to colleagues who they wouldn't usually spend time with, exchanging messages and best practice. Video calls have also helped building global relationships and camaraderie through sharing good news stories and introducing new starters.
Hamlyn Williams rewards staff with benefits including medical, dental and vision insurance, free vacation between Christmas & New Year, a 40 hour working week which finishes at 3:30pm on Fridays as well as an in-house training programme and clear promotion targets.
Unique to Clicky is that Agency Director Laura Hothersall used to be a coach and mentor –she is still a mentor for the The Girls Network, which aims to inspire and empower girls from the least advantaged communities. Coaching is thus the backbone for Clicky's management style.
All staff have personal development plans, with technical and behavioural training plans, and a monthly manager training programme that used to feature the usual aspects of management – such as delegation and colleague-to-manager leadership styles – has been updated to include coaching on agile and remote working.
Clicky staff took part in the Women's Voices event, part of International Women's Day in March, that that saw some of the most talented professionals from across the media and the creative industries share their expertise with 30 charities that campaign and advocate for women, girls and those who identify as female.
The company reviews its business mission and goals at quarterly all-staff meetings. Regular interaction with everyone is key for the leaders to reinforce the organisation's values. The organisational development team meets regularly with the chief operating officer and employee suggestions and comments are discussed, to ensure the company meets staff expectations.
ANS works with staff to develop goals and plans that allow career paths to flourish and people are rewarded through salary increments. Internal recruitment and promotions are preferred over recruiting externally to ensure as much organic growth as possible.
In the ANS Lip Sync Battle, directors battled it out to raise nearly £1,000 for charities such as the Manchester Youth Zone. In the summer, a sister youth zone, HideOut Youth Zone, opened. Instead of splitting its annual £25,000 donation between the two, the company doubled the money.
Senior managers use Facetime to call and talk to individual employees, especially those in thee vulnerable category, to check in with them. The feedback was that the calls were enjoyed by staff and a good way to get to know managers better.
Every individual goes through People Performance Management and measured on how they go about their job and what they do. They are graded against Development Needed, Achieving Standards and Exceeding Expectations and their salary and benefits package is linked. Development Needed grades are given a personal development plan.
Teamwork is important to First Contact and staff are encouraged to take part in charitable ventures, including supporting St George's Crypt, which offers help to homeless people, Westways Open Arms, drop in facilities for those in need, and a beach clean-up near Scarborough.
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