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.
Argyll Scott is passionate about developing and promoting their own people. They create bespoke development programmes for individuals who are identified as suitable future leaders. They offer them a combination of offsite, classroom and on the desk training together with ongoing mentoring by the senior leaders of our business and job shadowing as appropriate. Mentoring has been highly effective in allowing managers to discuss management issues with an experienced leader from a different part of the business and to benefit from their different perspective, experience and gain valuable insight from them. Argyll Scott measures the performance of its managers through a set of KPIs and objectives that are set, mutually agreed and reviewed on an annual, quarterly and monthly basis. These are a combination of personal and team performance and revenue targets and headcount growth targets and employee retention and development objectives.
The senior management team sits with the recruitment teams in the open plan office. They do not shut themselves away in private offices. They are extremely visible and have an “open door” management policy. The whole of the senior management team, including the CEO, handle recruitment assignments and are client facing so they genuinely lead by example and thereby actively demonstrate their hands on commitment to the values of the organisation. The senior management team jointly present to the business on a quarterly and bi-annually basis to update employees on company performance, initiatives and objectives, linking all activity back to the vision, mission and values of the organisation. By so doing, they are able to demonstrate their commitment to the values of the organisation by showing trust, sharing insight, demonstrating their talent, celebrating the talent and results of the employees and proving their agility. The CEO is extremely approachable and committed to retaining Argyll Scott's talented employees. He participates in the selection process of all UK based employees and senior international employees, taking a personal interest in ensuring they can attract, hire, train, promote and retain the best talent for the business. The CEO participates in the corporate induction programme, personally explaining the mission, vision and values of the company and thereby demonstrating his commitment to them. On a daily basis, the CEO walks the floor, talking to employees, listening to their suggestions, achievements and feedback on initiatives and advising them on how to handle challenges and obstacles. The CEO hosts monthly lunches with a group of employees from across the business which provides an informal opportunity for him to gauge internal sentiment.
The senior management team sits with the recruitment teams in the open plan office. They do not shut themselves away in private offices. They are extremely visible and have an “open door” management policy. The whole of the senior management team, including the CEO, handle recruitment assignments and are client facing so they genuinely lead by example and thereby actively demonstrate their hands on commitment to the values of the organisation. The senior management team jointly present to the business on a quarterly and bi-annually basis to update employees on company performance, initiatives and objectives, linking all activity back to the vision, mission and values of the organisation. By so doing, they are able to demonstrate their commitment to the values of the organisation by showing trust, sharing insight, demonstrating their talent, celebrating the talent and results of the employees and proving their agility. The CEO is extremely approachable and committed to retaining Argyll Scott's talented employees. He participates in the selection process of all UK based employees and senior international employees, taking a personal interest in ensuring they can attract, hire, train, promote and retain the best talent for the business. The CEO participates in the corporate induction programme, personally explaining the mission, vision and values of the company and thereby demonstrating his commitment to them. On a daily basis, the CEO walks the floor, talking to employees, listening to their suggestions, achievements and feedback on initiatives and advising them on how to handle challenges and obstacles. The CEO hosts monthly lunches with a group of employees from across the business which provides an informal opportunity for him to gauge internal sentiment.
World Vision UK have a dedicated development programme for new and experienced managers and leaders, that aims to develop and support them in carrying out their roles within the organisation. The programme includes The Leadership Development Programme, which is designed to provide World Vision UK with a cadre of leaders who are aligned, equipped and enthused to deliver their organisational priorities, by consistently living out the company's values and Christian identity against a set of core behaviours. The Motivational Manager is a modular programme developed to support managers, at all levels, to become highly effective people managers and enable them to manage and lead their teams well. People Management Skills Workshop - a number of workshops are provided throughout the year that up-skill new managers in the use of the company's people management systems, and the way we do things, e.g. recruitment and performance management. Coaching: all senior managers are given the opportunity to receive coaching with a qualified external coach. In addition, internal mentoring and/or coaching is available for people managers at all levels. HR Business Partner Meetings: HR Business Partners provide support to all people managers through monthly one-to-one meetings. These meetings provide managers with the opportunity to seek advice, discuss development within their teams and raise any concerns they may have regarding people management. Acting Up & Secondments: when opportunities arise, managers are encouraged to act up into more senior positions and/or take up secondments into roles, which will enable and encourage their personal and professional development.
As a Christian organisation, World Vision UK encourages everyone to live their faith in the workplace and this helps to reflect the values of the organisation. People are free to speak their mind and give clear and accurate feedback. There are 17 senior leaders in the organisation, including The Executive Leadership Team (ELT), and they meet regularly to ensure alignment. All leaders are encouraged to lead an All Staff Devotions at least once a year and the ELT meets together on a weekly basis for a time of prayer and devotion. Directors attend drop-in meetings, along with the CEO, during which staff are invited to ask questions of the Senior Leadership. This encourages transparency in the way the organisation is run and how decisions are made. Each senior leader holds regular team meetings and one-to-ones with their direct reports; operating an open door policy and offering pastoral support for those in their teams. Leaders at World Vision do not ask of others things they are not prepared to do themselves and although some people have more authority and responsibility than others, the culture is not hierarchical.
World Vision UK have a dedicated development programme for new and experienced managers and leaders, that aims to develop and support them in carrying out their roles within the organisation. The programme includes The Leadership Development Programme, which is designed to provide World Vision UK with a cadre of leaders who are aligned, equipped and enthused to deliver their organisational priorities, by consistently living out the company's values and Christian identity against a set of core behaviours. The Motivational Manager is a modular programme developed to support managers, at all levels, to become highly effective people managers and enable them to manage and lead their teams well. People Management Skills Workshop - a number of workshops are provided throughout the year that up-skill new managers in the use of the company's people management systems, and the way we do things, e.g. recruitment and performance management. Coaching: all senior managers are given the opportunity to receive coaching with a qualified external coach. In addition, internal mentoring and/or coaching is available for people managers at all levels. HR Business Partner Meetings: HR Business Partners provide support to all people managers through monthly one-to-one meetings. These meetings provide managers with the opportunity to seek advice, discuss development within their teams and raise any concerns they may have regarding people management. Acting Up & Secondments: when opportunities arise, managers are encouraged to act up into more senior positions and/or take up secondments into roles, which will enable and encourage their personal and professional development.
Workplace Systems Ltd believe the key to communicating the vision is firstly to involve the entire company in the development of the vision in the first instance and secondly to regularly re-enforce the vision with both new starters and existing employees. Consistent with the company culture, Workplace Systems Ltd engaged the entire company in the development of their vision statement and values. They revisit the vision annually to evaluate whether they need to pivot in certain areas; again, feedback from the entire Company is considered when making changes. Workplace Systems Ltd believe the key to communicating the vision is to discuss it regularly and to make it available in multiple media formats. The company communicate it in a number of ways: Face-to-face: the vision statement and values are communicated at offsite company events, at CEO ‘All Hands Briefings' and as a core part of the induction process, on the company intranet: the vision, business plan and values are all available on the intranet (called ‘The Bridge'). Workplace Systems Ltd use other tools, such as TribeHR, to bring the values to life using a recognition/ feedback tool called ‘Kudos', which provides an ongoing opportunity for colleagues to publicly recognise each other's efforts and identify which of the company values those efforts align with by awarding Kudos badges. During the last quarter of 2014 Workplace Systems Ltd held a ‘Values in Action' initiative to promote and recognise the colleagues who had embodied/ delivered the values in the business. These were then promoted via an on-line ‘Values in action' advent calendar.
Workplace Systems Ltd believe the key to communicating the vision is firstly to involve the entire company in the development of the vision in the first instance and secondly to regularly re-enforce the vision with both new starters and existing employees. Consistent with the company culture, Workplace Systems Ltd engaged the entire company in the development of their vision statement and values. They revisit the vision annually to evaluate whether they need to pivot in certain areas; again, feedback from the entire Company is considered when making changes. Workplace Systems Ltd believe the key to communicating the vision is to discuss it regularly and to make it available in multiple media formats. The company communicate it in a number of ways: Face-to-face: the vision statement and values are communicated at offsite company events, at CEO ‘All Hands Briefings' and as a core part of the induction process, on the company intranet: the vision, business plan and values are all available on the intranet (called ‘The Bridge'). Workplace Systems Ltd use other tools, such as TribeHR, to bring the values to life using a recognition/ feedback tool called ‘Kudos', which provides an ongoing opportunity for colleagues to publicly recognise each other's efforts and identify which of the company values those efforts align with by awarding Kudos badges. During the last quarter of 2014 Workplace Systems Ltd held a ‘Values in Action' initiative to promote and recognise the colleagues who had embodied/ delivered the values in the business. These were then promoted via an on-line ‘Values in action' advent calendar.
Workplace Systems Ltd believe the key to communicating the vision is firstly to involve the entire company in the development of the vision in the first instance and secondly to regularly re-enforce the vision with both new starters and existing employees. Consistent with the company culture, Workplace Systems Ltd engaged the entire company in the development of their vision statement and values. They revisit the vision annually to evaluate whether they need to pivot in certain areas; again, feedback from the entire Company is considered when making changes. Workplace Systems Ltd believe the key to communicating the vision is to discuss it regularly and to make it available in multiple media formats. The company communicate it in a number of ways: Face-to-face: the vision statement and values are communicated at offsite company events, at CEO ‘All Hands Briefings' and as a core part of the induction process, on the company intranet: the vision, business plan and values are all available on the intranet (called ‘The Bridge'). Workplace Systems Ltd use other tools, such as TribeHR, to bring the values to life using a recognition/ feedback tool called ‘Kudos', which provides an ongoing opportunity for colleagues to publicly recognise each other's efforts and identify which of the company values those efforts align with by awarding Kudos badges. During the last quarter of 2014 Workplace Systems Ltd held a ‘Values in Action' initiative to promote and recognise the colleagues who had embodied/ delivered the values in the business. These were then promoted via an on-line ‘Values in action' advent calendar.
Since 2014, every existing and new Whitespacer is given a copy of the ‘You Rule Book'. Written and designed by Whitespacers, it covers the company's mission, vision, aims and values and it received a commendation at the Scottish Design Awards. Topics at the bi-monthly agency wide meeting are regularly linked back to the mission, vision and values and all briefs for any internal project or proposal must evidence how they relate to these three things. The values are embedded in the appraisal and 360-degree feedback process. It's not enough for colleagues just to succeed. It's how they succeed that is collated in feedback. Whitespace share their values with potential new clients upfront, and prior to pitches and tenders, they aim to arrange chemistry meetings to assess potential cultural fit. If Whitespace think a client will require them to work against their core values, regardless of potential financial value, they won't proceed, and they have a poster in the bar meaning even on Friday nights, everyone is reminded they need to ‘work hard and be nice to people'!
Since 2014, every existing and new Whitespacer is given a copy of the ‘You Rule Book'. Written and designed by Whitespacers, it covers the company's mission, vision, aims and values and it received a commendation at the Scottish Design Awards. Topics at the bi-monthly agency wide meeting are regularly linked back to the mission, vision and values and all briefs for any internal project or proposal must evidence how they relate to these three things. The values are embedded in the appraisal and 360-degree feedback process. It's not enough for colleagues just to succeed. It's how they succeed that is collated in feedback. Whitespace share their values with potential new clients upfront, and prior to pitches and tenders, they aim to arrange chemistry meetings to assess potential cultural fit. If Whitespace think a client will require them to work against their core values, regardless of potential financial value, they won't proceed, and they have a poster in the bar meaning even on Friday nights, everyone is reminded they need to ‘work hard and be nice to people'!
This Christmas will be Whitespace's third charity fundraising campaign. In their first year, the team of Whitespace Elves sourced an arcade grabber machine, and worked out how their clients could control it from their own desks to program the claw to grab and deliver presents. For everyone who had a go, the company donated £1 to charity, but for skilled operators who grabbed and delivered a present, Whitespace donated £5. This all helped deliver real presents to kids who might not have received anything else. With thousands of site visitors and hundreds of participants, in only two days, Whitespace were able to donate £1,670 to Forth 1's Cash for Kids charity appeal. In 2014, Whitespace started working with global charity Mary's Meals and they realised that by joining forces, they could increase the impact of their Christmas fundraiser. The company gave Whitespace time for free and some Whitespacers also donated their own personal time out of hours. The result was the ‘One More for Christmas campaign'. The cost of a typical Christmas dinner is £16 per person. But for just £12.20, Mary's Meals can provide food for a poverty stricken child in a place of education for an entire year. So Whitespace created a virtual Christmas dinner table and invited people to set a place for £12.20. In a month the company raised over £47,000 - enough to provide 3,300 children with a daily meal for a year. For Christmas 2015 Whitespace are planning to build on this success and reach a higher target.
WaterAid's vision is clear, short and concise, and they frequently communicate it in the concise phrase of “everyone, everywhere by 2030”. This phrase is a constant presence across all internal and external communications, and a particularly effective way of embedding their mission in the consciousness of all WaterAid employees. In their most recent global employee survey, 95% of staff reported having “a good understanding of WaterAid's overall vision and mission”. The company share stories from their work on the ground in their bi-weekly newsletter, at their weekly meetings and via Yammer to ensure that all employees are kept informed of progress and see the impact of their work on achieving the company's mission. WaterAid's mission and vision, and particularly their values are reinforced constantly, for example in their physical office space via posters and other resources, through activities such as their values awards and My WaterAid Week. This is a celebratory week in May, which is themed around their values and including, amongst other things, a cake-baking competition.
WaterAid do a number of different activities as part of Giving Something Back and are currently considering a 'volunteering' day for their staff to get further involved with the local community. The company have a collection annually for the local food bank (this is usually close to Christmas) and many people use their office space to raise funds for their own charities and WaterAid allow the use of their communication channels. They are also part of the Business Improvement District for Vauxhall; this is a group of local businesses who support initiatives to improve the area. The company have recently had a payroll giving day, where they became the first charity to win a platinum award for their management sign up of employees on the scheme. They had 33 of their staff sign up to this on one day. This is a way for staff to contribute to a charity via their salary, under a salary sacrifice scheme, which is tax free. This can be any charity, not just WaterAid.
WaterAid do a number of different activities as part of Giving Something Back and are currently considering a 'volunteering' day for their staff to get further involved with the local community. The company have a collection annually for the local food bank (this is usually close to Christmas) and many people use their office space to raise funds for their own charities and WaterAid allow the use of their communication channels. They are also part of the Business Improvement District for Vauxhall; this is a group of local businesses who support initiatives to improve the area. The company have recently had a payroll giving day, where they became the first charity to win a platinum award for their management sign up of employees on the scheme. They had 33 of their staff sign up to this on one day. This is a way for staff to contribute to a charity via their salary, under a salary sacrifice scheme, which is tax free. This can be any charity, not just WaterAid.
All company staff has free access outside of office hours to the onsite gymnasium, with cardiac, weights and strength machines. Ok, other companies have a gym - but the real innovation at Checkatrade is that they also employ two full time Personal Trainers and every member of staff can have a free Wellness Session in work time every 2 weeks. The take up on gym and nutrition initiative is significant - anecdotal evidence suggests around 80%. Members of staff can chose their own activity at Wellness sessions which include: Personal Training sessions Individual eating plans and nutritional advice Shopping for the right food, Yes the trainer will take staff shopping! Fitness planning and home workout plans Sports injury and general massage Sea swimming sessions .Bike rides Circuits training and regular running sessions. There are Company cricket and football teams, spin classes and self-defence classes. The company have entered running teams into the Chichester Corporate Challenge and regularly organise staff sport challenges. A recent initiative was to open a Common room for employees, free PC and print access, table football, snooker, play station. People use the ‘Hub' for weekly therapeutic craft project evenings and just to relax. It brings people together, and many friendship groups have formed through the gym and the Hub. Mutual support is very strong in the company and doubtless underpins people's wellbeing.
This year the company completed a £350,000 project for Redwood Park School for mentally challenged young adults. It was a complete rebuild of sports changing facilities and swimming pool refurbishment. The company actively promote their generous charity leave policy whereby staff can volunteer for up to a week. One staff member has recently returned from a week at a holiday camp for adults with disabilities and said it was incredibly humbling, rewarding. Through the Checkatrade Foundation, the company support local, national and international causes; they funded a life-saving defibrillator and training for 12 staff at a primary school near their head office in Selsey. Seal School is where many staff went to school or have children there now and the company were delighted to help. They organised a football match at Crawley Town football ground raising money from staff and the public who wanted to play and spectators and raised £1280. This was divided equally between Chestnut Tree House children's hospice and the Nepal appeal following the earthquake. The cheques were presented to both at a recent game. North East: office took part in the Edinburgh 10k while there is a team running the Great South Run at the end of October. They have sponsored local football teams in Newcastle and Chichester with new kit. Staff play on the teams and it's great to see them come together and play regularly.
All company staff has free access outside of office hours to the onsite gymnasium, with cardiac, weights and strength machines. Ok, other companies have a gym - but the real innovation at Checkatrade is that they also employ two full time Personal Trainers and every member of staff can have a free Wellness Session in work time every 2 weeks. The take up on gym and nutrition initiative is significant - anecdotal evidence suggests around 80%. Members of staff can chose their own activity at Wellness sessions which include: Personal Training sessions Individual eating plans and nutritional advice Shopping for the right food, Yes the trainer will take staff shopping! Fitness planning and home workout plans Sports injury and general massage Sea swimming sessions .Bike rides Circuits training and regular running sessions. There are Company cricket and football teams, spin classes and self-defence classes. The company have entered running teams into the Chichester Corporate Challenge and regularly organise staff sport challenges. A recent initiative was to open a Common room for employees, free PC and print access, table football, snooker, play station. People use the ‘Hub' for weekly therapeutic craft project evenings and just to relax. It brings people together, and many friendship groups have formed through the gym and the Hub. Mutual support is very strong in the company and doubtless underpins people's wellbeing.
In addition to a discretionary annual staff bonus and an additional bonus once an engineer completes their Chartership, the Directors rewarded staff with a unique event to celebrate their 40th Anniversary. All UK staff were taken to the Wyboston Lakes Hotel in Bedfordshire on Thursday and the celebration started with a gala dinner on that night. The next day there were a number of team building exercises followed by a barbeque before the staff headed home for the weekend. This inevitably adds to the high level of engagement within Tony Gee and, in turn, a lower than average staff turnover rate. In a feedback survey after the event, the company received many positive comments including the example below: “Just a little note to thank you for a brilliant get together for the 40th Anniversary celebration. As well as having a lot of fun, I especially enjoyed meeting up with colleagues I deal with on a daily basis, it really has enhanced the working relationship. It's good to be a part of Tony Gee.”
In addition to a discretionary annual staff bonus and an additional bonus once an engineer completes their Chartership, the Directors rewarded staff with a unique event to celebrate their 40th Anniversary. All UK staff were taken to the Wyboston Lakes Hotel in Bedfordshire on Thursday and the celebration started with a gala dinner on that night. The next day there were a number of team building exercises followed by a barbeque before the staff headed home for the weekend. This inevitably adds to the high level of engagement within Tony Gee and, in turn, a lower than average staff turnover rate. In a feedback survey after the event, the company received many positive comments including the example below: “Just a little note to thank you for a brilliant get together for the 40th Anniversary celebration. As well as having a lot of fun, I especially enjoyed meeting up with colleagues I deal with on a daily basis, it really has enhanced the working relationship. It's good to be a part of Tony Gee.”
In addition to a discretionary annual staff bonus and an additional bonus once an engineer completes their Chartership, the Directors rewarded staff with a unique event to celebrate their 40th Anniversary. All UK staff were taken to the Wyboston Lakes Hotel in Bedfordshire on Thursday and the celebration started with a gala dinner on that night. The next day there were a number of team building exercises followed by a barbeque before the staff headed home for the weekend. This inevitably adds to the high level of engagement within Tony Gee and, in turn, a lower than average staff turnover rate. In a feedback survey after the event, the company received many positive comments including the example below: “Just a little note to thank you for a brilliant get together for the 40th Anniversary celebration. As well as having a lot of fun, I especially enjoyed meeting up with colleagues I deal with on a daily basis, it really has enhanced the working relationship. It's good to be a part of Tony Gee.”
The company encourages employees to participate in charitable events and have a policy for matching employee donations which is well utilised. Staff initiatives have included cycle rides, coffee and cake events, marathon running, movember participation etc. The company have also developed a volunteering policy that encourages staff to take two days paid leave to volunteer in the local community. The CEO is a trustee for the Stevenage Community Trust, a voluntary organisation who raises funds and promotes charitable giving in order to enhance the quality of life of people living in the Stevenage area.
The company encourages employees to participate in charitable events and have a policy for matching employee donations which is well utilised. Staff initiatives have included cycle rides, coffee and cake events, marathon running, movember participation etc. The company have also developed a volunteering policy that encourages staff to take two days paid leave to volunteer in the local community. The CEO is a trustee for the Stevenage Community Trust, a voluntary organisation who raises funds and promotes charitable giving in order to enhance the quality of life of people living in the Stevenage area.
The company encourages employees to participate in charitable events and have a policy for matching employee donations which is well utilised. Staff initiatives have included cycle rides, coffee and cake events, marathon running, movember participation etc. The company have also developed a volunteering policy that encourages staff to take two days paid leave to volunteer in the local community. The CEO is a trustee for the Stevenage Community Trust, a voluntary organisation who raises funds and promotes charitable giving in order to enhance the quality of life of people living in the Stevenage area.
Team ‘Speed Dating' is a regular activity taking place once a quarter. Each team member gets involved and is randomly given a number and matched with someone they would not usually work with day to day. The company then takes a team of 5 ‘couple's and then each couple are given topics to discuss. Sharing insights about their; favourite places to visit in the world, aspirations, big idea, big dream and one fact that no one would know about them. Friday 4.30 Fun: On Fridays the company officially close the office an hour earlier to have some team fun. It's not about leaving early on a Friday but rather about team building. Each week one department is responsible for ensuring the whole team get together to interact, engage and get to know one another. The fun activity can be anything, as long as it brings teams together. Activities covered show the range of fun: The Egg Challenge, Salt & Pepper, where people have to blindly find their perfect pairing to find their team, Silly ‘It's a Knockout' type office activities, a quiz and softball in the park. The company buys beers / wine / nibbles for these events. Tuesday Team Lunch: Each Tuesday one department is responsible for organising lunch for the whole team. The entire team then dines together it's a great way of bringing people together and a great way for teams to do something nice for fellow colleagues.
As well as walking meetings, team members are encouraged to work standing up. The company have dedicated areas where team members can take their laptops and work standing up. Stand up meetings are also commonplace and encouraged. Fresh fruit is supplied daily. This year the company is also running a Wellbeing Week, starting the day with team meditation, yoga daily. The company arrange for Nutritionist to talk to all team about nutrition and wellbeing. Mindful colouring books available at lunch and breakout areas. Counselling as part of company benefits, they offer a 'mental wellbeing' counselling service for anyone that wants to take it up.
From a senior management perspective the company works as a leadership team with an external coach to focus the team on key objectives and outcomes, as well as personal development in the role. Having an external professional coach assists in keeping the leadership team objectively driven and focused. Practically, it provides necessary tools, resources and techniques to enhance communication among senior managers and train managers in how to be continuously development and get the best out of their team. Senior managers also have the opportunity to work one to one with a business development and personal development coach to enhance their own personal development and leadership roles.
Their Community & Charity Committee sponsor a nominated charity which is voted for by employees. In 2015 they supported Rainbow Living which is a charity which supports adults with disabilities, mainly learning disability and their families by providing accommodation so that young and older adults with disabilities can live with peers, often moving out of the family home and into supported living. There are currently 2 houses, 1 in Exeter and 1 in Torquay, and they are helping to raise funds for a 3rd house in Exeter. They've supported Rainbow Living by attending a fashion show at John Lewis, baking cakes for sale, dress down days, a charity cycle ride of 72 miles, running a tuck shop, helping shoppers with their grocery packing in Sainsbury's and a car boot sale.
The organisation has an exceptional achievement award programme. Employees who are nominated for this receive a personal letter from the Chief Executive, and awarded either a bonus, vouchers or a weekend away. There is no limit how many times an individual can be nominated.
The organisation has an exceptional achievement award programme. Employees who are nominated for this receive a personal letter from the Chief Executive, and awarded either a bonus, vouchers or a weekend away. There is no limit how many times an individual can be nominated.
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