What are companies doing with regards to 'Leadership'

What effect 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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Tableau Software

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Specsavers - UK & Guernsey

Specsavers seeks to reward employees in a variety of formal and informal ways, from peer to peer shout outs and customer first awards to long service recognition and the annual Specsavers Ball. The company's quarterly bonus is also based solely on an individual's achievement of their objectives and is in no way related to company performance. All employees who have passed their probation are eligible to receive this. The scheme creates employee engagement, motivation and the need for Managers to manage their people effectively and appropriately. The scheme also means that all Managers have to meet each quarter to calibrate their bonus recommendations. This creates the need for a discussion about overall performance, like a mini people review on a regular basis, which thereby enables consistency and employee recognition amongst leadership teams.

Specsavers are passionate about giving back to and working with many local, national and international causes. The company are involved in a vast number of activities to raise money for charities, for example their continued work with Vision Aid Overseas to safeguard the nine eye clinics Specsavers established with them in Zambia. The company also help to deliver a range of hand-crafted quilts made in Guernsey to an orphanage in Johannesburg, South Africa. Also in its 20th year, the annual Spectacle Wearer of the Year competition has raised £80,000 for UK anti-bullying children's charity Kidscape. New starters can donate a 'coin' to one of the charities that Specsavers support at the end of their induction, giving them an early understanding and participation in the organisation's charity work. Through the 'Giving back to our local communities' policy, staff are also encouraged to spend one working day per year helping out in the community. Specsavers also have staff nominated charities in each office and encourage staff to raise money for them. Last year the company raised almost £190,000 for these fantastic charities.

Specsavers seeks to reward employees in a variety of formal and informal ways, from peer to peer shout outs and customer first awards to long service recognition and the annual Specsavers Ball. The company's quarterly bonus is also based solely on an individual's achievement of their objectives and is in no way related to company performance. All employees who have passed their probation are eligible to receive this. The scheme creates employee engagement, motivation and the need for Managers to manage their people effectively and appropriately. The scheme also means that all Managers have to meet each quarter to calibrate their bonus recommendations. This creates the need for a discussion about overall performance, like a mini people review on a regular basis, which thereby enables consistency and employee recognition amongst leadership teams.

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Southpaw Communications Limited

The Senior Management Team always look to lead with excellence in delivering against the company's BOB values across everything they do. They do this through initiatives like Curiosity Week, quarterly forums and acting as coaches for all of their talent. Tom is an inspirational and engaging leader of Southpaw. He fully promotes a flat structure and encourages people of all levels to be honest and open on what's working and what's not so they can drive positive change. He fully integrates with all staff and sits amongst the client service team. He is fiercely passionate about the BOB values and ensures that all of the talent within the agency are making them their own and leveraging them for career growth, contributing to the culture as well as delivering original creative thinking for clients. On a day to day basis you will see Tom being one of the team by making the odd cup of tea, asking people how their day is going and running from one meeting to another just like everyone else!

At Southpaw personal development is at the heart of the agency and in April 2016 the company won their industry body's gold standard in all things related to personal development. Southpaw take a unique approach to performance management by tailoring training to individual needs rather than a one size fits all method. They see inspiration as critical to people's development and as such run internal inspiration sessions alongside a platform where people can share thoughts, ideas or stuff they have found inspirational. Southpaw also encourage learning to be shared across the agency, as everyone has a talent or knowledge that can be shared to help develop others. Everyone commits to at least 24 hours of development per year, which can be learning something new themselves or helping to develop other people.

Part of the Southpaw culture is to be open and honest with every member of staff. As part of this ideology the company hold a quarterly company meeting that welcomes new joiners to the agency, celebrates the best strategic and creative work, rewards individuals who have represented their BOB values most consistently and also explains how the business is performing commercially. Southpaw celebrate the highs and lows together in order to stay united as a pack and to progress forward. They are very transparent on gross income generated, performance against budget, profit generated to date and forecasted profit. They feel this transparency gives their talent a real sense of ownership and empowers them to make a significant difference to their commercial, creative and cultural development. All employees are also given laptops, which allows them to work collaboratively and to not be tied to a specific spot within the building, which really helps promote team interaction for effective working and relationship building.

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Prospectus Ltd

Prospectus' leadership team demonstrate in many ways their commitment to the values of the organisation. In the first instance they sit amongst their teams and have 'no fixed abode' which enables them to hot desk across their teams and the organisation which underpins and supports their values of trust, collaboration and community. The CEO shares his diary for the week ahead each week to the whole company so they can see what he is doing and contribute and request information. The senior management group and leadership team meeting every Tuesday morning to discuss business activity, share information and learning, identify ways to collaborate with clients and candidates and support the work of the community. All managers participate in networking externally and contribute to the workshop programme that support employee development. Several members of the team are trustees of charities. David is at the heart of the organisation passionately endorsing Prospectus' commitment to quality recruitment and desire to find the best people for the beyond profit sector. He has created a language that all employees use. David doesn't have an open door policy because he is rarely in the office but you will find him somewhere in the wider office personally appraising successes, enquiring about recruitment projects, sharing information, knowledge and experience, providing guidance, sharing his passion for people and the beyond profit sector and celebrating! Only last week they had the difficult task of closing part of a desk due to the need of the clients changing, and whilst this didn't lead to dramatic internal changes, David lead a celebration of that desk with a breakfast for everyone, recognising what was achieved and moving the company forward.

Prospectus is a community that participates and has an impact on the larger communities that are within the recruitment space, the beyond profit sector and society. Their impact can be felt in the way the Prospectus team work together to connect thousands of talented individuals with hundreds of beyond profit organisations every year. They work with a range of organisations, from small grass-root community-led local charities, to large-scale NGOs operating in hundreds of countries. All of these organisations and all of the talented individuals that the company place helps to bring about global change. This is reflected in the recent accreditation as a B Corp organisation. Other community initiatives include the fundraising that takes place including two upcoming events, the Big Sleep Out for the Big Issue and a team cycling for the British Asian Trust. The CEO is trustee and patron for several organisations, and the company are pioneers for the Trust Youth initiative. They a team run in the British London 10K raising money for various charities. Every employee gets 6 volunteering days a year. Examples of volunteering can be seen in the attached copy of Beat. Prospectus is a pioneer of Advantaged Thinking, a philosophy that underpins the Trust Youth movement, an alliance of organisations and individuals working to promote an asset-based approach to young people. As part of this they are dedicated to ensure young people are given the right opportunities to thrive and prosper. In addition, they have made a commitment to offer at least two weeks of work experience to young people each year. This reflects previous experience of supporting initiatives assisting this who might have difficulty gaining or regaining employment.

Prospectus is a community that participates and has an impact on the larger communities that are within the recruitment space, the beyond profit sector and society. Their impact can be felt in the way the Prospectus team work together to connect thousands of talented individuals with hundreds of beyond profit organisations every year. They work with a range of organisations, from small grass-root community-led local charities, to large-scale NGOs operating in hundreds of countries. All of these organisations and all of the talented individuals that the company place helps to bring about global change. This is reflected in the recent accreditation as a B Corp organisation. Other community initiatives include the fundraising that takes place including two upcoming events, the Big Sleep Out for the Big Issue and a team cycling for the British Asian Trust. The CEO is trustee and patron for several organisations, and the company are pioneers for the Trust Youth initiative. They a team run in the British London 10K raising money for various charities. Every employee gets 6 volunteering days a year. Examples of volunteering can be seen in the attached copy of Beat. Prospectus is a pioneer of Advantaged Thinking, a philosophy that underpins the Trust Youth movement, an alliance of organisations and individuals working to promote an asset-based approach to young people. As part of this they are dedicated to ensure young people are given the right opportunities to thrive and prosper. In addition, they have made a commitment to offer at least two weeks of work experience to young people each year. This reflects previous experience of supporting initiatives assisting this who might have difficulty gaining or regaining employment.

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Pernod Ricard

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Pegasus

After a period of huge growth and success in the last two years, Pegasus held a Vision Day in July this year. This day began with staff entering work to find an office filled with balloons and a gift of a new branded Moleskine notebook for each employee. Pegasus then decamped from the office to a local venue near the seafront for a half-day session, the purpose of which was to recommunicate the company's shared purpose, values and vision. Whilst there staff were asked to contribute ideas and suggestions to the new company value ‘Take Pride'. The day ended with a champagne address from the Managing Director, followed by an enjoyable evening out!

Two-way dialogue and transparent interaction is openly encouraged at Pegasus. In fact, some of their pivotal changes in recent years have been the result of staff feedback, such as the creation of the five Pegasus behaviours and the company's move to Brighton. The company have established countless regular channels for people to feed in their suggestions, from contributing at internal peer group meetings, being invited to provide formal feedback on new initiatives or simply meeting Simon the MD for lunch and a chat. To strengthen staff insights further, Pegasus have recently invested in a formal online engagement tool called ‘HIVE'. HIVE sends bi-weekly micro surveys to all staff, providing real-time data and acting as a barometer for the overall engagement of people on a range of workplace matters. The company also run an internal group called Culture Club, which acts as a working group focusing on staff wellbeing, social and charity events.

Two-way dialogue and transparent interaction is openly encouraged at Pegasus. In fact, some of their pivotal changes in recent years have been the result of staff feedback, such as the creation of the five Pegasus behaviours and the company's move to Brighton. The company have established countless regular channels for people to feed in their suggestions, from contributing at internal peer group meetings, being invited to provide formal feedback on new initiatives or simply meeting Simon the MD for lunch and a chat. To strengthen staff insights further, Pegasus have recently invested in a formal online engagement tool called ‘HIVE'. HIVE sends bi-weekly micro surveys to all staff, providing real-time data and acting as a barometer for the overall engagement of people on a range of workplace matters. The company also run an internal group called Culture Club, which acts as a working group focusing on staff wellbeing, social and charity events.

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One Way

One Way have an induction training programme, progressive career path, regular one to ones, annual appraisals, internal training workshops and external training which are organised as appropriate relevant to role, an online HR system with logbook detailing training and development for each team member.

One Way is a respected and rapidly growing recruitment company for the construction industry, with specialist expertise in the built environment, rail, civil engineering and heavy plant. They place top quality construction professionals, technical and management staff, and trades and labour roles right across the UK. They are building an enviable reputation for uncompromising professionalism and integrity, setting new standards for the industry. Their strength is their ability to match the right people to the right jobs. They take the time to understand thoroughly what they are looking for, and then use the extensive database and industry knowledge to find exactly the right combination of skills, experience and accreditations. They are known in the construction industry for being thorough, well prepared and professional. Every candidate is carefully vetted for their eligibility to work and compliance with required standards. Each Team Member is given a Welcome Folder when they join the One Way Team which includes details of the company's Unique Selling Points, Core Values and Cultural Values.

One Way have an induction training programme, progressive career path, regular one to ones, annual appraisals, internal training workshops and external training which are organised as appropriate relevant to role, an online HR system with logbook detailing training and development for each team member.

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Nix Communications

NIX offer the following support to their Managers: Job Shadowing Internal Coaching / Mentoring. Specifically, a managers' forum takes place at the board meeting in which all managers are invited to discuss any concerns they have and to run ideas past each other and also seek the experience and expertise of other management team members. Board meetings take place once a quarter. Training in specific areas is offered by the management team as a whole to one another. Reviews are set Annually for all staff members regardless of grade. All staff are encouraged to discuss any concerns, or provide praise for any member of staff regardless of where they sit on the hierarchy.

Nix Communications offers discounted BUPA health insurance policies to staff after a period of employment of 12 months. Wellbeing is important to NIX for all its staff. Various activities including ‘Tone Up Tuesdays' take place in the office. A member of staff is also a qualified Personal Trainer so she leads the sessions. They also run Lunchtime Fit Clubs. An open and communicative approach is adopted to the mental wellbeing of their employees allowing staff members to talk and discuss any concerns or workload issues to members of the management team, without prejudice. A recent addition to the NIX office, is a Shiatsu Massage Chair, this chair is the real deal and cost several thousand pounds. It is free to use and is positioned in NIX's breakout area, along with all the movies, PS4, Pool Table, Sonos Music, and arcade games machines! They always have music in the office which everyone can change. The company have a fantastic breakout area and encourage people to use this. They also encourage people to be active, providing people with headsets so they are not tied to their desk when on calls.

Nix Communications offers discounted BUPA health insurance policies to staff after a period of employment of 12 months. Wellbeing is important to NIX for all its staff. Various activities including ‘Tone Up Tuesdays' take place in the office. A member of staff is also a qualified Personal Trainer so she leads the sessions. They also run Lunchtime Fit Clubs. An open and communicative approach is adopted to the mental wellbeing of their employees allowing staff members to talk and discuss any concerns or workload issues to members of the management team, without prejudice. A recent addition to the NIX office, is a Shiatsu Massage Chair, this chair is the real deal and cost several thousand pounds. It is free to use and is positioned in NIX's breakout area, along with all the movies, PS4, Pool Table, Sonos Music, and arcade games machines! They always have music in the office which everyone can change. The company have a fantastic breakout area and encourage people to use this. They also encourage people to be active, providing people with headsets so they are not tied to their desk when on calls.

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Needlers Ltd

Collectively Needlers respect and treat everyone fairly; they hold team meetings which encourages working together and provide opportunities for people to put forward their ideas. In these sessions they also provide performance feedback, recognise individual efforts and those who are ‘going the extra mile', for example, they will send congratulatory emails highlighting which value the individual has demonstrated. They invest in people by providing training courses, such as NVQ's, excel courses etc. They also like to check-in on each team, just spending time just asking how they are, what they've been up to etc. so that it creates an open and approachable culture. Alistair has a very visible presence within the organisation and is central to the positive culture, plus the organisation is small enough that he is able to speak to each member of staff on a daily basis.

Collectively Needlers respect and treat everyone fairly; they hold team meetings which encourages working together and provide opportunities for people to put forward their ideas. In these sessions they also provide performance feedback, recognise individual efforts and those who are ‘going the extra mile', for example, they will send congratulatory emails highlighting which value the individual has demonstrated. They invest in people by providing training courses, such as NVQ's, excel courses etc. They also like to check-in on each team, just spending time just asking how they are, what they've been up to etc. so that it creates an open and approachable culture. Alistair has a very visible presence within the organisation and is central to the positive culture, plus the organisation is small enough that he is able to speak to each member of staff on a daily basis.

Collectively Needlers respect and treat everyone fairly; they hold team meetings which encourages working together and provide opportunities for people to put forward their ideas. In these sessions they also provide performance feedback, recognise individual efforts and those who are ‘going the extra mile', for example, they will send congratulatory emails highlighting which value the individual has demonstrated. They invest in people by providing training courses, such as NVQ's, excel courses etc. They also like to check-in on each team, just spending time just asking how they are, what they've been up to etc. so that it creates an open and approachable culture. Alistair has a very visible presence within the organisation and is central to the positive culture, plus the organisation is small enough that he is able to speak to each member of staff on a daily basis.

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Moorhouse

The overall reward package at Moorhouse is unique because it is completely open and transparent. Salaries are set according to market rates, at the same level for everyone in a grade peer group and are published and available to all staff. Salary rises are awarded to all staff in the grade according to changes in market levels or to specific individuals on promotion to the next grade. New recruits are hired at the same salary as everyone else in their grade peer group. There are four bonus schemes. All employees are eligible for two bonus payments. The first is the Company bonus which incentivises collaboration by rewarding the business performance of Moorhouse. The second is the Personal bonus which recognises individual achievement by rewarding performance against objectives. Two further bonus schemes are in place for eligible staff. The Sales bonus which rewards contributions to business development to those involved in the sale of new client engagements. The Utilisation bonus rewards consultants for billable hours. The policies and processes around the four bonus scheme are published and distributed to all eligible employees. Potential bonus awards are clearly communicated at the start of the financial year so that everyone understands how their contribution will be linked to their reward. Individual eligibility is accessed and communicated at six month intervals through the performance review process. Bonuses are paid every six months, so reward is linked to achievement in a timely manner.

The overall reward package at Moorhouse is unique because it is completely open and transparent. Salaries are set according to market rates, at the same level for everyone in a grade peer group and are published and available to all staff. Salary rises are awarded to all staff in the grade according to changes in market levels or to specific individuals on promotion to the next grade. New recruits are hired at the same salary as everyone else in their grade peer group. There are four bonus schemes. All employees are eligible for two bonus payments. The first is the Company bonus which incentivises collaboration by rewarding the business performance of Moorhouse. The second is the Personal bonus which recognises individual achievement by rewarding performance against objectives. Two further bonus schemes are in place for eligible staff. The Sales bonus which rewards contributions to business development to those involved in the sale of new client engagements. The Utilisation bonus rewards consultants for billable hours. The policies and processes around the four bonus scheme are published and distributed to all eligible employees. Potential bonus awards are clearly communicated at the start of the financial year so that everyone understands how their contribution will be linked to their reward. Individual eligibility is accessed and communicated at six month intervals through the performance review process. Bonuses are paid every six months, so reward is linked to achievement in a timely manner.

Moorhouse's people are their biggest asset. They are committed to building and nurturing talent, and harnessing their ambition to be the best they can be. They believe that this commitment stands them apart from their competitors. They have introduced a new competency framework based on the Zenger Folkman Extraordinary Leader model. This explains behaviours expected across the competencies for each grade. This complements their grade descriptions and the business metrics. The alignment and ‘common language' of competencies and expected behaviours, grade descriptions and business metrics help them to better develop people and help them understand how to realise their full potential. They offer a comprehensive structured learning and development programme. There is a Manager Development Programme and the Leadership Development Programme. These programmes are based on the Zenger Folkman Extraordinary Performer and Extraordinary Leader frameworks and are at the forefront of non-linear and strengths based development. They work with ‘RADA in Business' and have created a set of courses that take an innovative approach to developing people in areas such as powerful presentations, personal brand, impact and storytelling. The Moorhouse Academy is a programme of structured learning and broad skills development focussed on business fundamentals, managing programmes, industry insight and other consulting skills. It is essential capability development for their people.

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