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.
Team building exercises are incorporated into broadbandchoices 'Away Days' to allow staff from different teams to interact with each other outside of the office environment. It is their goal for the entire business to view itself as one 'central team' so these exercises are intended to break down barriers that may currently exist between staff members who do not regularly interact with each other. They also launched a training programme recently for line managers to develop their management skills by hosting an afternoon of challenges that pitted senior management staff against teams of line managers. It was a successful strategy and encouraged line managers on the training programme to behave like one cohesive unit from the beginning.
This year broadbandchoices launched their Emerging Managers Programme (EMP). This was a management development course run over 4 months for 10 managers and covered a broad range of subjects which would help them in their day to day work and also develop them. It consisted of workshops and also individual coaching sessions. It also was a fantastic opportunity for people who don't always work together to have time to discuss common issues.
This year broadbandchoices launched their Emerging Managers Programme (EMP). This was a management development course run over 4 months for 10 managers and covered a broad range of subjects which would help them in their day to day work and also develop them. It consisted of workshops and also individual coaching sessions. It also was a fantastic opportunity for people who don't always work together to have time to discuss common issues.
There is a really open culture here at Berry Bros & Rudd, and their leadership team are accessible and keen to engage with their employees.
Employees are given the opportunity to help choose the charity Berry Bros & Rudd will support for a period of time. Currently with Kids company, employees have volunteered to help with school trips to science museums etc. and putting on a Christmas party for a London primary school. They have recently matched funds raised by two of their employees who spent five days cycling in Cuba for three cancer charities, as well as an employee who completed the Marathon de Sables earlier this year.
Members of the Berry Bros & Rudd Leadership team have become more visible within the business, spending time at different sites and playing a bigger part in their All Staff Briefings that take place a couple of times a year. Their leadership style is approachable, accessible and informal, and communication style is open, honest and relevant.
Aspire Outsourcing encourages its people to have a healthy lifestyle and diet, and promotes fitness and general wellbeing within the workforce. People certainly don't feel that their health is suffering because of their work. Work deadlines are realistic, and people rarely feel that the organisation takes advantage of them. Recruitment might sometimes be viewed as a high-pressure industry, but at Aspire Outsourcing, people don't feel under too much pressure to perform well either.
Aspire Outsourcing encourages its people to have a healthy lifestyle and diet, and promotes fitness and general wellbeing within the workforce. People certainly don't feel that their health is suffering because of their work. Work deadlines are realistic, and people rarely feel that the organisation takes advantage of them. Recruitment might sometimes be viewed as a high-pressure industry, but at Aspire Outsourcing, people don't feel under too much pressure to perform well either.
Aspire Outsourcing encourages its people to have a healthy lifestyle and diet, and promotes fitness and general wellbeing within the workforce. People certainly don't feel that their health is suffering because of their work. Work deadlines are realistic, and people rarely feel that the organisation takes advantage of them. Recruitment might sometimes be viewed as a high-pressure industry, but at Aspire Outsourcing, people don't feel under too much pressure to perform well either.
The best example of how Arup supports employee development is related to the training the leaders receive in the development of their coaching skills. The reason that Arup have chosen this example is because this investment makes an impact right the way through their business. To date over 100 (70%) of their Directors have attended an intensive 3 day Coaching Mastery workshop including all of their region board members and have been encouraged to use these skills to get the best from their people. It is reported that this programme is promoting the development of initiative taking in their people because the coaching approach is encouraging a more empowered response. Additionally coaching as a prominent leadership style relies on the quality of questions the leaders ask. Obviously what follows is the reality and perception that the majority their leaders listen versus instruct. Also as the coaching training places a strong focus on self-awareness it means the leaders are instrumental in nurturing a feedback culture that is so essential for people to develop. Each year and even during difficult times Arup have maintained or increased their investment in this programme. The Directors involved take pride in their coaching skills and take some post programme supervision in order to keep their skills honed. In addition they have started to broaden the population who are trained dependent on their developing others' responsibility.
The best example of how Arup supports employee development is related to the training the leaders receive in the development of their coaching skills. The reason that Arup have chosen this example is because this investment makes an impact right the way through their business. To date over 100 (70%) of their Directors have attended an intensive 3 day Coaching Mastery workshop including all of their region board members and have been encouraged to use these skills to get the best from their people. It is reported that this programme is promoting the development of initiative taking in their people because the coaching approach is encouraging a more empowered response. Additionally coaching as a prominent leadership style relies on the quality of questions the leaders ask. Obviously what follows is the reality and perception that the majority their leaders listen versus instruct. Also as the coaching training places a strong focus on self-awareness it means the leaders are instrumental in nurturing a feedback culture that is so essential for people to develop. Each year and even during difficult times Arup have maintained or increased their investment in this programme. The Directors involved take pride in their coaching skills and take some post programme supervision in order to keep their skills honed. In addition they have started to broaden the population who are trained dependent on their developing others' responsibility.
In response to feedback from the Working at Arup survey 2010 Arup carried out a review of their performance management processes. They held workshops with their people to understand their views on the current approach and how they could improve this. As a result of these workshops they dramatically changed the Appraisal review process to move away from a paper driven approach, to one which focused on the importance of the conversation and dialogue that takes place in the appraisal meeting. They also decided to highlight the benefits of receiving a broad range of feedback during an appraisal meeting. Arups process now encourages Appraisers and Appraisers to seek feedback from colleagues, managers, team members and clients prior to the appraisal meeting which is then discussed during the meeting. To help support this change Arup delivered workshops for Appraisers on how to gather feedback and deliver feedback effectively. The workshops focused on the skills needed to do this and gave Appraiser the opportunity to practice their skills in a role play situation. They have received positive feedback from their people on the impact this change to the Appraisal has had on their view of how as an organisation they manage performance.
The Leader of the organisation provides an open door to anyone in the business. He is extremely accessible and is genuinely interested in the views and opinions of every member of staff. Perhaps more importantly, he is prepared to act on these views and opinions and always provides feedback.
The most important aspect in this respect is the maintenance of staffing levels. At a time when many organisations have been asking staff to do considerably more, Arena have continued to increase staff counts across the organisation. This means that pressure on individuals is minimised, the likelihood of work related stress is reduced and employees are able to keep a healthy work/life balance. Arena have also moved their North West operation into brand new premises, refurbished major parts of the headquarters building, extended and refreshed the Derbyshire base and drastically improved the North Leeds logistics base. The result is a more spacious, modern and enjoyable working space and atmosphere for the bulk of their employees.
The Leader of the organisation provides an open door to anyone in the business. He is extremely accessible and is genuinely interested in the views and opinions of every member of staff. Perhaps more importantly, he is prepared to act on these views and opinions and always provides feedback.
With this year's launch of their next three year business plan, WTA have asked for volunteers to go to China on a two week sabbatical to work at the Butterfly Children's Hospice. This will be fully financed by WTA year on year to help engage staff with the charity they support. This is a UK charity, based in China, both significant markets for WTA's business. Each of the offices has a charity champion who represent their staff, organise local events and fundraising activities. The WTA management team have completed a sponsored walk to lead by example.
The Leader of the organisation is dynamic, engaging and shares information including the company business plan and updates face to face with all staff.
10% of the company profit is shared with all staff through company profit bonus.
Wiggin have a monthly Wiggin Wiglet award which goes to the employee who has gone the extra mile in delivering service either externally to clients or internally. The reward involves the employee wearing a brightly coloured wig for the day alongside media related gift vouchers, champagne and their merits applauded at the monthly briefing.
Wiggin carry out a Firm listening exercise asking employees in small groups what they could do to help the firm's strategy.
Wiggin carry out a Firm listening exercise asking employees in small groups what they could do to help the firm's strategy.
Virgin Money's CEO, Jayne-Anne Gadhia, never takes no for an answer and never accepts things at face value. She always looks for the win: win EBO (Everyone Better Off) solution and inspires her colleagues to do the same. Above all, she is a brilliant and engaging communicator whether addressing an audience of 1,500, having a one on one conversation or writing to every colleague every Friday.
Virgin Money's CEO, Jayne-Anne Gadhia, never takes no for an answer and never accepts things at face value. She always looks for the win: win EBO (Everyone Better Off) solution and inspires her colleagues to do the same. Above all, she is a brilliant and engaging communicator whether addressing an audience of 1,500, having a one on one conversation or writing to every colleague every Friday.
Virgin Money's CEO sends an email to all colleagues every single Friday and invites colleagues to email her with their ideas and feedback, which they do on a regular basis. Every month, members of the Executive Team hold informal “coffee and cake” sessions with small groups of colleagues in each of their four major locations – Gosforth, Norwich, Edinburgh and London. This provides a regular, informal way of sharing ideas and feedback and is popular with colleagues.
TCHA encourage their managers to lead by example and to inspire and motivate their teams. Their managers all utilise a company specific competency framework for appraisals and one to ones. They also have 360 feedback in place and regular team meetings and working groups.
TCHA encourage their managers to lead by example and to inspire and motivate their teams. Their managers all utilise a company specific competency framework for appraisals and one to ones. They also have 360 feedback in place and regular team meetings and working groups.
TCHA encourage their managers to lead by example and to inspire and motivate their teams. Their managers all utilise a company specific competency framework for appraisals and one to ones. They also have 360 feedback in place and regular team meetings and working groups.
All Leith's managers, supervisors and senior managers have an open brief to reward individuals who make an outstanding contribution over the course of the year, an example of this is when they have given these hard workers/achievers a dinner or night away with their partner. Over and above this, the company have a long standing and humorous awards night at their Christmas party where all staff have nominated the awards categories and then vote for those they feel should win them. It's entirely democratic and often very revealing ensuring that those who are often unsung get the recognition they are due.
In addition to putting their star performers through the Cello Academy which Leith is a part of, they have regular training sessions at the agency where they bring in external suppliers to give their people all they need to know about print production, the latest developments in technololgy including mobile, Smart TV, tablets and social media. Every year Leith run two formal appraisal processes, one in June and one in December. These appraisal forms help to monitor performance and identify what development is needed for their people to reach even greater heights. Finally their Zeitgeist programme where they establish cross agency teams is a real enabler for their people when it comes to development of products, their pricing and distribution.
In addition to lively Summer and Christmas parties for all staff Leith also hold a Friday night special once every two months on their barge moored in the Water of Leith. The purpose of this is for everyone to let their hair down, enjoy some free drinks - our Leader assumes role of cocktail shaker and maker at the bar and free food. It's always a hog roast. The social committee, a powerful force at the agency, have run these evenings under a multitude of themes including this one for Halloween.
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