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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.
The company has 3 values: Expert, Dynamic, Scrupulous Expert: continuous learning via two Directors being members of two bimonthly peer support groups (Cranfield BGP Alumni group and the Property Academy Leadership Group); speaking at local events; taking part in Sunday Times National Awards as judges to keep in touch with best practice; contribution to industry trends as spokespeople to trade press and national media; proximity to planning legislation via the MD being a Steering Group member of his Neighbourhood Plan. Dynamic: constantly pushing new ideas into the organisation. Other new innovation includes their own bespoke Property Inspection iPad app to streamline arguably the most valued part of their Property Management. Sourcing of new developments and opportunities such as the 24 apartments they bought and furnished for clients in Reading. Scrupulous: honesty and integrity when dealing with clients; fair judgements during the settling of any minor or major customer complaints; walking the walk each day in their demeanour and treatment of colleagues.
The company has 3 values: Expert, Dynamic, Scrupulous Expert: continuous learning via two Directors being members of two bimonthly peer support groups (Cranfield BGP Alumni group and the Property Academy Leadership Group); speaking at local events; taking part in Sunday Times National Awards as judges to keep in touch with best practice; contribution to industry trends as spokespeople to trade press and national media; proximity to planning legislation via the MD being a Steering Group member of his Neighbourhood Plan. Dynamic: constantly pushing new ideas into the organisation. Other new innovation includes their own bespoke Property Inspection iPad app to streamline arguably the most valued part of their Property Management. Sourcing of new developments and opportunities such as the 24 apartments they bought and furnished for clients in Reading. Scrupulous: honesty and integrity when dealing with clients; fair judgements during the settling of any minor or major customer complaints; walking the walk each day in their demeanour and treatment of colleagues.
Team events/meetings happen every day at Finders Keepers. Every office has a team meeting first thing in the morning, to focus the team on what is happening, what the priorities are, where they are against target. They also use these meetings to celebrate success; probationary periods passed, promotions, exams passed, first year anniversaries -all rewarded with a bottle of wine and a card. On three occasions a year, they have a staff meeting - two breakfast ones and one annual lunch one where they take all the staff to a venue. At the breakfast ones, they have a 'fun' team exercise followed by an update on business activities and awards for staff who go above and beyond in demonstrating their values - these nominations are from their peers. At the annual staff meeting, after an update on the year's success, they reward long service, and the 'best' in class, again nominated by their peers. There is usually a gap in these meetings in the summer to allow for their busy seasonal period but this year they decided to bridge the gap with a shortened version of the quarterly meetings, in the form of a Pimms party by the river, this took the form of a quick update, awards for their values but the main focus was a huge thank you to the staff for their hard work.
Their customer service commitments are based on maintaining a strong, motivated and friendly team. The company aim to attract the best within the industry by offering above market rate remuneration and develop long-term relationships and loyalty by investing in their team. As investors in people, they encourage professional development, offering time off and financial support to study and attend courses in order to further qualifications. Regular appraisals and social events give their team the opportunity to express their views and suggest ideas as to how FC Exchange can move forward and improve intra-company relations and processes. The company are proud of their staff retention rates, keeping a high degree of experience within the company which helps build and maintain long-term customer relationships. FC Exchange has consistently grown year-on-year since 2005, expanding to new markets; presenting new opportunities for promotion. As a result, 75% of their senior management has been recruited from within the company.
Their customer service commitments are based on maintaining a strong, motivated and friendly team. The company aim to attract the best within the industry by offering above market rate remuneration and develop long-term relationships and loyalty by investing in their team. As investors in people, they encourage professional development, offering time off and financial support to study and attend courses in order to further qualifications. Regular appraisals and social events give their team the opportunity to express their views and suggest ideas as to how FC Exchange can move forward and improve intra-company relations and processes. The company are proud of their staff retention rates, keeping a high degree of experience within the company which helps build and maintain long-term customer relationships. FC Exchange has consistently grown year-on-year since 2005, expanding to new markets; presenting new opportunities for promotion. As a result, 75% of their senior management has been recruited from within the company.
Quite simply, the company ask new starters to the business to present what they have learnt about the business.
EnviroVent works with over 500 Housing Association Bodies and communities on a daily basis all of which are recognising the clear benefits brought by installing EnviroVent products. In addition, they support the local communities in which they operate through employing local installers and engineers. EnviroVent educate Tenant Management Organisations in solving condensation problems and promoting health. Colleagues are committed to supporting various charities. The company is participating in Saint Michael's Hospice You're Inspired Challenge to raise as much money as possible towards patient care. They are doing a sponsored sky dive, held bacon fryday's , dress down days and are holding a raffle all held within company time. Twenty colleagues participated in Pugney's Dragon Boat Race raising £535 for St Michaels Hospice. Mark, Logistics' Manager raised £235 for Epilepsy Research running the Great North Run. Chris, darts player and full time Production Administrator completed a full month of no drinking, a ‘Dryathlon' for Cancer research. Eight colleagues ran Harrogate's Race for Life –raising £600 Ventilation was installed in local community Centre's newly refurbished kitchen. Paul, helped local students at St Aiden's College learn more about what a career in R&D looks like by doing a presentation on what his role involved. In May the company sponsored a table at the Macmillan Spring Ball. 10 colleagues attended who have in some way contributed towards a charity. It was a memorable evening of fine food, live music and prizes.
The senior management team are committed to developing talent and encouraging their colleagues to be the best they can be. They demonstrate their commitment to the ‘EnviroVent Way' by leading teams by example, and following up on promises made. The company take a contextual approach to business, by making pragmatic decisions based on facts. This creates an environment of trust and mutual respect which encourages an open flow of communication across the business. The senior management team are accessible, there is an open door policy that has encouraged people to stop by for a quick chat to feeling that they are able to raise new ideas or difficult topics. The company believe that this approach to work has created closer working relationships and an overall feeling that they are all ‘in it together'. The senior team cascade and promote new initiatives through 1-1's, huddles, company and regional updates and writing articles for the monthly newsletter with aim of ‘keeping it simple' and providing ‘opportunities for all' to get involved. The company provide merit based awards and recognition for those colleagues who demonstrate and alignment with The EnviroVent Way.
The senior management team are committed to developing talent and encouraging their colleagues to be the best they can be. They demonstrate their commitment to the ‘EnviroVent Way' by leading teams by example, and following up on promises made. The company take a contextual approach to business, by making pragmatic decisions based on facts. This creates an environment of trust and mutual respect which encourages an open flow of communication across the business. The senior management team are accessible, there is an open door policy that has encouraged people to stop by for a quick chat to feeling that they are able to raise new ideas or difficult topics. The company believe that this approach to work has created closer working relationships and an overall feeling that they are all ‘in it together'. The senior team cascade and promote new initiatives through 1-1's, huddles, company and regional updates and writing articles for the monthly newsletter with aim of ‘keeping it simple' and providing ‘opportunities for all' to get involved. The company provide merit based awards and recognition for those colleagues who demonstrate and alignment with The EnviroVent Way.
N&C believe in the 4 C's – be caring, be compassionate, be competent and be committed. This is portrayed daily by the leadership team through truly believing in the 4 C's and being examples to all staff in the organisation. Every member of staff is seen as an individual and is supported in every way possible to bring out the best in themselves.
Draycott Nursing & Care seek to enhance the wellbeing of their staff by providing continuous training and they also provide a 24 hour emergency helpline for their employees.
Draycott Nursing & Care have staff appreciation rewards and like to reward their staff in a number of ways. The company appreciates each member of staff as individuals. A recent example of this was when the company paid for flights for a long standing colleague to go home when family member passed away.
The last Friday of every month at DMC Canotec is dress down and this promotes a relaxed working environment. They have a no tie policy which the men the organisation love! The company have a local gym that offers their staff members a corporate discount if they wish to join. DMC Canotec offers their staff corporate prices on AA car membership and also offer staff Costco membership through the company. DMC Canotec has an open door policy and anyone can speak to any senior manager or Managing Director at any time. The Director's Forum helps staff with any issues they may have and DMC Canotec feel this works very well for the company. DMC Canotec's MD walks around their office daily making sure everyone is ok and will even offer to make staff a cuppa!
The last Friday of every month at DMC Canotec is dress down and this promotes a relaxed working environment. They have a no tie policy which the men the organisation love! The company have a local gym that offers their staff members a corporate discount if they wish to join. DMC Canotec offers their staff corporate prices on AA car membership and also offer staff Costco membership through the company. DMC Canotec has an open door policy and anyone can speak to any senior manager or Managing Director at any time. The Director's Forum helps staff with any issues they may have and DMC Canotec feel this works very well for the company. DMC Canotec's MD walks around their office daily making sure everyone is ok and will even offer to make staff a cuppa!
DMC Canotec are part of an initiative called Croydon Commitment, which assists Croydon businesses to support their local community. Croydon Commitment acts as a link between local businesses, charities and voluntary groups. DMC Canotec also actively raises money for Croydon Commitment as the local charity is at the forefront of business community engagement. The company's Training and Development Manager regularly offers training and support workshops for those seeking employment in the local area. Last Christmas, a team of DMC Canotec employees raised funds for Croydon Commitment, they took part in the Croydon 100 challenge, they were given £100 and had to convert this into as much as they could. The team decided to hold a raffle, with the star prize being a signed Francis Rossi electric guitar. They also held a Christmas stall in the local shopping centre, and sold handmade filled Christmas baskets to the passing public. Many of the items for the gift baskets were donated by staff. The DMC team won this competition as they raised over £1300. The company also have their own brand of toner called Planit Green, for each toner sold; 25p goes to the Starlight Children's Foundation, a charity that grants wishes to seriously ill and terminally ill children.
Workplace Listening We have a devoted team of Workplace Listeners that have been trained to listen to other employees. A Workplace Listener is someone that employees can go to for a confidential chat to talk about something which may be bothering them. They offer a safe haven within the workplace when there is no one else that they can talk to. Employees can expect from a Workplace Listener respect, empathy, acceptance, openness, transparency and honesty. There is a dedicated Workplace Listening Room which ensures that there is always a private, confidential and safe environment for Workplace Listening Sessions to take place.
It's well known throughout the company that if a person has recently contributed to the business or is excelling in their role, Helen and Damian reward their employees for all their recent efforts by inviting them along as guests to support and represent Danbro at awards and community events outside of work. This is the kind of reward which Danbro regularly reward their employees with, as it is a widely received initiative over monetary rewards across the business; it makes their employees feel appreciated and that their efforts are not overlooked. Some of their employees were invited to the Red Rose Awards in early 2015 after contributing to the Employer of the Year application form. To present their case and engage with all of their employees they sent a companywide email asking ‘why you think they should win.' Those who contributed were invited as guests with Helen and Damian to the award ceremony. The table were also lucky enough to collect the award and give a small speech on behalf of Helen, Damian and Danbro. Other events include the BIBA's awards (an evening awards ceremony held at the Blackpool Tower Ballroom), St Georges Day event on Lytham Green (where all those who gave up their Christmas holidays to help with the big office move were invited to an afternoon of food, drinks and dancing) and Lytham Festival Tickets, including VIP/meet and greet with headlining acts. Other non-monetary rewards include office treats and breakfast/meal vouchers in their onsite canteen/coffee shop.
Workplace Listening We have a devoted team of Workplace Listeners that have been trained to listen to other employees. A Workplace Listener is someone that employees can go to for a confidential chat to talk about something which may be bothering them. They offer a safe haven within the workplace when there is no one else that they can talk to. Employees can expect from a Workplace Listener respect, empathy, acceptance, openness, transparency and honesty. There is a dedicated Workplace Listening Room which ensures that there is always a private, confidential and safe environment for Workplace Listening Sessions to take place.
One initiative the company have found to be particularly effective in enhancing the wellbeing of their people has been our Up For Fit team. They provide fresh fruit, organise sporting activities and social events. A combination of both sporting and social elements is the annual beach games which they have taken part in for the last three years. It provides people with an opportunity to exercise, socialise and develop relationships with their colleagues in a fun yet competitive atmosphere.
One initiative the company have found to be particularly effective in enhancing the wellbeing of their people has been our Up For Fit team. They provide fresh fruit, organise sporting activities and social events. A combination of both sporting and social elements is the annual beach games which they have taken part in for the last three years. It provides people with an opportunity to exercise, socialise and develop relationships with their colleagues in a fun yet competitive atmosphere.
Cornish Mutual is passionately committed to giving back to their community. This year alone, they have raised over £12k for charitable causes as a result of more than 50 fundraising events ranging from a month of activity coinciding with Comic Relief, to regular “Bake-Offs” and Bingo Nights at Head Office. It's not just about fundraising though, the company also incorporate a “Volunteering Day” into their induction, where a team of new starters give up their working day to volunteer for a local charity – a recent group spent time painting the headquarters of a local children's charity. The company have also raise awareness of issues in their core community – the farming and agricultural sector in the South West. They have recently arranged 3 Health & Safety Workshops for both Members and Non-Members which cover a series of issues, with talks from expert speakers. These events are free to attend and are endorsed by the Health & Safety Executive.
Annually, each year Line Manager at Compassion UK can submit nominations for team members who have contributed in an outstanding way. The formal rewards are given on an employee receiving outstanding on their appraisal. The financial gift for last year was a £250 cash bonus. The company also allow informal rewards up to the amount of £25, which is in the form of a voucher.
Annually, each year Line Manager at Compassion UK can submit nominations for team members who have contributed in an outstanding way. The formal rewards are given on an employee receiving outstanding on their appraisal. The financial gift for last year was a £250 cash bonus. The company also allow informal rewards up to the amount of £25, which is in the form of a voucher.
At Compassion UK, their primary purpose, mission and values are promoted worldwide throughout all the partner and field countries through the global meeting held every six months. This is also video conferenced all over the world and staff come together to watch this. It is also reiterated through marketing to staff as well as being available in pdf and booklet form through company's intranet and is also included in the company's annual reports.
Each of the Columbus Senior Management team has worked at Columbus for more than 10 years. The Managing Director, 17 years, the Service Director 15 years and the Consultancy and Sales Director have both been employed by Columbus for over 10 years. They are all passionate about Columbus as a company, the employees and the customers. Throughout that time as the company has grown there has been a common goal around driving continuous improvement into all aspects of the company. The latest goal sums this up, “Employees and Customers for Life”. The management team continuously seek feedback from employees and customers, through surveys, roundtables, face to face meetings, suggestion boxes and brainstorming, and they act on the results. All of the team are extremely approachable and their door is always open. A key initiative for the team at present is a mentoring programme for other managers so that they can gain greater insight in to business and to help them with their career aspirations.
Many of the company's employees work on customer sites and it is therefore vital that they give them sufficient support to help make them successful and satisfied. The company does this in two ways. Number one is technology. Team members need to have access to relevant resources, collaborate with team members no matter where they are in the world and have up to date information. Along with Skype for Business, Yammer and an Intranet they also use OneNote from Microsoft. This gives every member of the project access to all the working notes, and as it is hosted in the cloud it is always available and up to date. Every project is broken up into sections such as must does, escalations, technical plans, communications, meetings and every one of the project inputs all their information. Projects can last for multiple months and involve many Columbus consultants, plus there are up to 30 projects on the go at any one time. So this collaborative tool has proved to be a great success. We also use a number of mobile apps to help the team, for example an expenses app helps the whole interaction with finance. The second key ingredient is people. The consultants in particular may not see much of their team mates even when they are working on the same project. So it is essential that the company bring the teams together on a regular basis to help build the bonds that form amazing teams. This is done on a departmental level and companywide level.
Each of the Columbus Senior Management team has worked at Columbus for more than 10 years. The Managing Director, 17 years, the Service Director 15 years and the Consultancy and Sales Director have both been employed by Columbus for over 10 years. They are all passionate about Columbus as a company, the employees and the customers. Throughout that time as the company has grown there has been a common goal around driving continuous improvement into all aspects of the company. The latest goal sums this up, “Employees and Customers for Life”. The management team continuously seek feedback from employees and customers, through surveys, roundtables, face to face meetings, suggestion boxes and brainstorming, and they act on the results. All of the team are extremely approachable and their door is always open. A key initiative for the team at present is a mentoring programme for other managers so that they can gain greater insight in to business and to help them with their career aspirations.
CHS's approach and decision making is reflective of the values of the organisation, with great emphasis on how they do things and how their customers feel about them. Respect - their Senior Management worked closely in developing and facilitating the company's behaviours based programme called 'Living our Values'. This workshop encourages participants to consider their approach and the impact it has on others. Through the workshop, the senior managers openly share their own personal and work related experiences, both positive and negative. Approach – CHS' Directors regularly go on 'Back to the Floor' visits to spend time with employees in different parts of the organisation. These are positively received by employees and the Directors. Partnership - in direct response to Best Companies feedback, they have launched an Employee Wellbeing Action Group. This is led by representatives from across CHS and jointly sponsored by two of their Directors. Directors attend operational team meetings across the organisation, building their connection to other teams and sharing knowledge. Openness - we have a truly consultative approach which runs throughout the organisation with staff, service users, customers and their wider community. Deliver - senior managers have refreshed their corporate vision, mission and logo, making them more accessible and representative of the organisation and allowing a clearer understanding of what employees need to do. They have gone back to basics and the emphasis is now on what, why and how they do it.
CHS continue to roll out 'Career Pathway Frameworks' within the organisation, these are job role specific and focus as much as on the behaviours and values of the organisation, as well as empowering the individual to demonstrate areas of high performance to increase reward potential. One of the unique elements of their competency frameworks is the focus on career progression and this has been successful in developing their team leader/supervisor talent pipeline. One of their strategic priorities is to develop their performance management processes to build upon the linkage of corporate performance to individual reward. This includes a review of how competency frameworks can be further rolled out across the organisation.
CHS' face to face training averages at 4 sessions per annum, per employee. With industry standards for Care Certificate being introduced in April this year, CHS have taken the opportunity to look at how they can provide the most practical and interactive induction process for experienced and new carers, in line with the standards within the Care Certificate. They have trained managers and Deputy Managers in Assessment methodology and introduced a 12 week programme that can be tailored to individuals experience and level of knowledge. They have chosen to go further than the minimum requirement to ensure that their staff are equipped with the skills and behaviours to deliver person centred care, in line with the company's Values. They have a policy commitment to develop the skills of their staff through study and a number of people have taken the option to study occupational qualifications. Diplomas/NVQs are actively encouraged and participation in Diplomas, in particular, in Care and Childcare. In the previous 12 months, 25 employees have completed their qualification and a further 52 are progressing, some of which are through apprenticeships.
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