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.
At RHP they believe true leadership happens in the moment between people and there is no one way of leading. Leadership is about ‘making sense of things' in a memorable way to gain commitment rather than compliance where employees follow willingly with energy, enthusiasm, passion and a sense of ownership. Exceptional managers work hard to bring collective intelligence and develop leaders at all levels within the organisation. Their EMT recognise the importance of ‘keeping it real', being connected and getting help from others. Their egos don't lead the organisation, their sense of perspective, clarity of thought, supporting others by providing a great place to work and creating the environment for people to be successful is what makes the real difference at RHP. This works because they have shared values, openness, trust and respect for other's opinions.
At RHP they believe true leadership happens in the moment between people and there is no one way of leading. Leadership is about ‘making sense of things' in a memorable way to gain commitment rather than compliance where employees follow willingly with energy, enthusiasm, passion and a sense of ownership. Exceptional managers work hard to bring collective intelligence and develop leaders at all levels within the organisation. Their EMT recognise the importance of ‘keeping it real', being connected and getting help from others. Their egos don't lead the organisation, their sense of perspective, clarity of thought, supporting others by providing a great place to work and creating the environment for people to be successful is what makes the real difference at RHP. This works because they have shared values, openness, trust and respect for other's opinions.
At RHP they believe true leadership happens in the moment between people and there is no one way of leading. Leadership is about ‘making sense of things' in a memorable way to gain commitment rather than compliance where employees follow willingly with energy, enthusiasm, passion and a sense of ownership. Exceptional managers work hard to bring collective intelligence and develop leaders at all levels within the organisation. Their EMT recognise the importance of ‘keeping it real', being connected and getting help from others. Their egos don't lead the organisation, their sense of perspective, clarity of thought, supporting others by providing a great place to work and creating the environment for people to be successful is what makes the real difference at RHP. This works because they have shared values, openness, trust and respect for other's opinions.
A raft race and fun day was organised by staff from Plus Dane's Youth Engagement Team and members of Plus Dane's Cheshire Youth Forum. The event took place on 26 August 2011 at Astbury Mere in Congleton, Cheshire. Members of staff also attended as volunteers and also took part in the raft race, including Ken Perry Plus Dane's Chief Executive. The raft race involved teams battling against the clock to build a raft and sail it across the lake as the main event of the day. The race was supervised by water-sports instructors and full safety equipment was provided on the day. As well as the raft race the day included a wide range of family-fun activities, sports and promotions of interest to young people, the event was also opened up to all staff to attend and get involved. The event ended with a BBQ for all those who took part in the raft race, organisers and staff that attended. This is the first time an event such as the raft race has been organised within Plus Dane and proved to be a great success. This allowed staff to take part in something a bit different and engage with members of the Cheshire Youth Forum.
For the past two years all staff have received the same amount of pay award irrespective of their level within the organisation. Plus Dane also operate a 'Neighbourhood Hero Award' which staff and managers nominate a staff member to receive. Along with a Neighbourhood Hero card, they receive Marks and Spencers vouchers thanking them for their involvement in a particular piece of work or for them going the extra mile.
Live Your Dream was introduced in 2009 in response to staff survey that indicated people felt there was not enough career development support in place. It encompasses a number of career progression workshops on completing applications, interview skills or managing your career, along with bitesize briefings and work shadowing opportunities and Colleague Swaps to increase cross team working and knowledge sharing. Plus Dane introduced Countdown to Success to offer particular support to those on short term contracts (e.g. an apprentice, maternity leave cover) and it gives the skills and confidence to take the next step in job search whether it is with Plus Dane or another organisations. It is a stretching but supportive programme where participants spend two days building their confidence and appreciation of their own skills and then Plus Dane invite local employers to come to a presentation event where they have the chance to pitch themselves to another employer, gathering feedback on the impression they make. Some apprentices were able to take volunteer work that has led on to new career opportunities.
P3's annual management conference had a really beneficial impact on employee engagement last year, impacting not only on the managers and supervisory staff who attended, but this also filtered through to all employees. This annual two day event runs on a theme of all levels of managerial staff being involved in updating and reviewing P3's strategic plan. This ensures that all staff are engaged in the plan and understand its purpose and aims. It also means that their plan is relevant to each team and department on a local level as they have been involved in it from the very beginning. This then follows through to teams through team meetings, feedback events and the JCC so staff are aware of where their service fits in to the plan, and how they can impact, both as a team and as individuals.
P3's annual management conference had a really beneficial impact on employee engagement last year, impacting not only on the managers and supervisory staff who attended, but this also filtered through to all employees. This annual two day event runs on a theme of all levels of managerial staff being involved in updating and reviewing P3's strategic plan. This ensures that all staff are engaged in the plan and understand its purpose and aims. It also means that their plan is relevant to each team and department on a local level as they have been involved in it from the very beginning. This then follows through to teams through team meetings, feedback events and the JCC so staff are aware of where their service fits in to the plan, and how they can impact, both as a team and as individuals.
P3's annual management conference had a really beneficial impact on employee engagement last year, impacting not only on the managers and supervisory staff who attended, but this also filtered through to all employees. This annual two day event runs on a theme of all levels of managerial staff being involved in updating and reviewing P3's strategic plan. This ensures that all staff are engaged in the plan and understand its purpose and aims. It also means that their plan is relevant to each team and department on a local level as they have been involved in it from the very beginning. This then follows through to teams through team meetings, feedback events and the JCC so staff are aware of where their service fits in to the plan, and how they can impact, both as a team and as individuals.
Mosscare's culture and approach to staff engagement is to: - Consult - Listen - Respond - Act. Following this approach develops the trust of staff and gives them confidence to come forward with ideas and suggestions. Mosscare provide three examples of where this approach to engagement has led to positive change: - in the consultation on their 2011-16 Corporate Plan, a staff member encapsulated the approach of Mosscare with the suggested phrase "Pride in our past and passion for our future". These words resonated with the wider staff group and the boards of Mosscare and Mossbank. They were embraced within one of their strategic challenges and featured as the title to the 2010/11 Annual Report; - Their Mosscare in the Community Day, described later in this submission reflected the innovative ideas and suggestions provided by a range of staff from within the group. The success of the day was to a large extent, due to the belief of staff that their ideas had been taken seriously and were making a real difference and impact bringing benefit to local residents and neighbourhoods; - In 2010-11 a proposed staffing re-structure of the organisation was changed significantly following consultation with staff who responded with positive and constructive ideas for a revised structure which was embraced by the organisation as the best way forward. Success has been achieved through the revised structure.
The leader of Mosscare has a clear passion for and pride in the work of The Mosscare Housing Group. In leading the organisation he seeks to include, engage and listen to staff, customers and other stakeholders so together they can fulfil their vision of “achieving excellence in all they do”. Currently he is undertaking a shadow placement with each of the teams within the Group.
Mosscare's culture and approach to staff engagement is to: - Consult - Listen - Respond - Act. Following this approach develops the trust of staff and gives them confidence to come forward with ideas and suggestions. Mosscare provide three examples of where this approach to engagement has led to positive change: - in the consultation on their 2011-16 Corporate Plan, a staff member encapsulated the approach of Mosscare with the suggested phrase "Pride in our past and passion for our future". These words resonated with the wider staff group and the boards of Mosscare and Mossbank. They were embraced within one of their strategic challenges and featured as the title to the 2010/11 Annual Report; - Their Mosscare in the Community Day, described later in this submission reflected the innovative ideas and suggestions provided by a range of staff from within the group. The success of the day was to a large extent, due to the belief of staff that their ideas had been taken seriously and were making a real difference and impact bringing benefit to local residents and neighbourhoods; - In 2010-11 a proposed staffing re-structure of the organisation was changed significantly following consultation with staff who responded with positive and constructive ideas for a revised structure which was embraced by the organisation as the best way forward. Success has been achieved through the revised structure.
Luminus encourages all employees to be healthy. Their impressive suite of health and wellbeing benefits include an online personal health management system, subsidised gym membership, pension and non-contributory health plan (recently expanded to employees' children). The company believe the most effective wellbeing tool they have is their flexible working policy. Whether it is offering bank workers term-time contracts, or enabling full-time employees to work around rush hour traffic, everyone benefits from this approach. It also ensures that managers are able to monitor their employees' working hours, ensuring a healthy work-life balance. Employees can accrue time and take up to an extra 13 days leave a year, on top of their already generous leave allowance. For some employees, i.e. those with more than five years service, this can amount to up to 43 days (excluding public holidays). Staff are keen to stay with Luminus because of the interest they take in their health and wellbeing, resulting in: an increase in staff retention level to 96.1% (2009: 88.8%), a 40% reduction in sickness absence to 3.4% (8.3% in 2009), and increased staff satisfaction and motivation as evidenced through their 2010 employee survey results.
Luminus encourages all employees to be healthy. Their impressive suite of health and wellbeing benefits include an online personal health management system, subsidised gym membership, pension and non-contributory health plan (recently expanded to employees' children). The company believe the most effective wellbeing tool they have is their flexible working policy. Whether it is offering bank workers term-time contracts, or enabling full-time employees to work around rush hour traffic, everyone benefits from this approach. It also ensures that managers are able to monitor their employees' working hours, ensuring a healthy work-life balance. Employees can accrue time and take up to an extra 13 days leave a year, on top of their already generous leave allowance. For some employees, i.e. those with more than five years service, this can amount to up to 43 days (excluding public holidays). Staff are keen to stay with Luminus because of the interest they take in their health and wellbeing, resulting in: an increase in staff retention level to 96.1% (2009: 88.8%), a 40% reduction in sickness absence to 3.4% (8.3% in 2009), and increased staff satisfaction and motivation as evidenced through their 2010 employee survey results.
During Summer 2011 Chan held Premium Brand Employer meetings for all employees over a lunch hour so he could hear views on how they can achieve their 2020 Vision: The Road to Renewal. In these highly interactive weekly sessions he encouraged everyone to be open and honest in their feedback. These meetings greatly impacted on employee engagement as it underlined to all employees that the Senior Management Team were open to constructive feedback. Following these meetings various initiatives have been put in place, including integrating their trades team in their monthly staff conferences instead of holding a separate quarterly meeting for them.
Llamau operates a core competency training matrix. Clearly listed is the employer's position with regards to employee development. In the last BEST Company survey they won an award based on the principles of how they operate this development programme throughout Llamau.
The company's vision statement really sums up what they do - 'No young person or woman, whatever their problems and background, will be without a comprehensive and holistic package of support, until they are truly capable of sustaining an independent and acceptable lifestyle within their chosen community.' Llamau works hard at realising this vision with each and every service user it comes in to contact with. Often service users are referred to Llamau when no other agency will support them due to varying reasons. Their belief is that they can work with almost anyone and will go that extra mile to finding their worth in society. Research: To ensure Llamau continues to develop the most effective services, they are proud to be participating in several research projects. Two of the projects are part of the Knowledge Transfer Partnership (KTP) programme with two Welsh Universities. The organisations are working together in order to improve services at Llamau by transferring research into practice. Developing housing services which reduce reoffending. Llamau has recently undertaken a two year research, strategy and lobbying project to develop effective accommodation services for young people involved in the Youth Justice System.
Llamau operates a core competency training matrix. Clearly listed is the employer's position with regards to employee development. In the last BEST Company survey they won an award based on the principles of how they operate this development programme throughout Llamau.
Due to the recent surge in interest in baking brought on by television programmes such as the Great British Bake Off, LUU decided to hold its own baking competition and ran a baking league throughout 2010-11. Each month staff were invited to submit entries under a theme and they were judged and scores awarded. The baking league was successful in engaging a whole range of budding bakers from across the organisation and had the added benefit that those who did not wish to bake could be involved as judges or just chief tasters after the formal judging had taken place. The league culminated in a Grand Afternoon Tea provided by the two winners of the league which was held at lunchtime. This excellent event was attended by a good cross section of LUU and was very enjoyable.
In summer 2011 the company held an all staff event at the University's sport facilities to promote the facilities to encourage employees to sign up for membership. The event included dodgeball, swimming, 5 a side football, climbing wall, spinning, image consultancy, and walking tours amongst other things. For the last two years the company have also run an employee baking league. This has been particularly effective for engaging their staff in something fun at work , mixing with other people and encouraging them to take a break! In previous years they have offered an employee Wellbeing Week every January. Employees can participate in a number of healthy activities during their working time to improve their health, safety and wellbeing. Free fruit is also provided during the week. The idea for the week is that they provide free of charge taster sessions that employees can then choose to continue in their own time to improve their lifestyles.
In summer 2011 the company held an all staff event at the University's sport facilities to promote the facilities to encourage employees to sign up for membership. The event included dodgeball, swimming, 5 a side football, climbing wall, spinning, image consultancy, and walking tours amongst other things. For the last two years the company have also run an employee baking league. This has been particularly effective for engaging their staff in something fun at work , mixing with other people and encouraging them to take a break! In previous years they have offered an employee Wellbeing Week every January. Employees can participate in a number of healthy activities during their working time to improve their health, safety and wellbeing. Free fruit is also provided during the week. The idea for the week is that they provide free of charge taster sessions that employees can then choose to continue in their own time to improve their lifestyles.
Managers operate a Business Meeting and Leadership Forum, both of which keep managers up to date with changing needs of the organisation and this commitment is reared by informal praise and internal promotions. Many groups of managers are grouped for projects which have been successful in changing how the organisation works. Managers encourage flexibility in working hours and work areas so that wherever possible the needs of individuals can be accommodated. Their friendly working policies also support the culture of the organisation and managers have discretion in applying requests for flexibility. Managers know that a strong team is created by being open about issues so that dialogue takes place to encourage early resolution. By using their appraisal system managers set objectives which are both personal and organisational. Staff are regularly seen through 1 to 1's and supervision so that they can see how their achievements fit into the business plan.
The organisation operates an open and transparent management style and their 'flat' structure allows quality communications at all levels. The Chief Executive offers free lunches to all employees three times a year when she is willing to explain and outline proposed changes to service delivery, changes that affect staff and any question which employees feel they want to ask. Since the last survey they have ensured all teams have a breakdown on the results and that they share ideas and suggestions to improve the working lives of employees. Examples have been the installation of water coolers and a tuck shop for staff.
Their rebranding has revitalised the organisation as the new logo and name reflect their true identity. This rebranding has contributed and coincided with the winning of new bids and has acted as a re-launch and staff have found this exciting. The rebranding exercise involved many staff working as a project group and this engagement has ensured that the new branding has been well received. The Leader works in an inclusive way sharing issues with managers and discussing solutions to challenges. They have an open, transparent and direct approach and are always available to discuss the way the organisation works. This friendly and open style encourages staff to talk through concerns at an early stage and this often influences final decisions. The 'free lunches' that are run by the Chief Executive also encourages a range of discussions on all aspects on how the organisation is run.
Jewish Care is doing a piece of work called the strategy review. The aim of the project is to hear from everyone, especially staff about what they think Jewish Care should do in the future and develop a strategy. Staff know what works and what doesn't, as well as what might be missing and what else could be done. Simon Morris, the Leader, is passionate about the rights and respects that should be afforded to people less able than themselves and their ability to make a real difference to people's lives. He is a principled, kind and hardworking individual who leads by example. The complexity of leading an organisation like Jewish Care that works in so many different areas and includes 1000 staff, 2500 volunteers and has a budget of £46m a year, should not be underestimated. Simon however remains approachable, honest and down to earth. He leads the organisation in a transparent way with total commitment to the values, while staying in touch with his roots and retaining his humility, sense of humour and open-mindedness.
They organise a quarterly new staff lunch where the CEO seeks feedback and ideas from staff who have joined Jewish Care recently. There are also Ask Simon postcards where staff can get in touch with the CEO to make suggestions, give feedback or ask questions. There are also tea and chat sessions where the CEO visits care homes and community centres to chat to staff and volunteers about issues they may have. Since the last survey they have implemented many changes. They have launched their Benefits You booklet giving details of the benefits they offer to all staff, together with their 2011 Reward Statement and have communicated information about bench marked salaries. They have shared results with teams and managers and launched a new leadership award for the manager with the best ‘My Manager' scores - the winner received £500 to use towards their own career development. They are also currently planning a 'not so new' staff lunch for longer serving employees to have lunch with the CEO.
They organise a quarterly new staff lunch where the CEO seeks feedback and ideas from staff who have joined Jewish Care recently. There are also Ask Simon postcards where staff can get in touch with the CEO to make suggestions, give feedback or ask questions. There are also tea and chat sessions where the CEO visits care homes and community centres to chat to staff and volunteers about issues they may have. Since the last survey they have implemented many changes. They have launched their Benefits You booklet giving details of the benefits they offer to all staff, together with their 2011 Reward Statement and have communicated information about bench marked salaries. They have shared results with teams and managers and launched a new leadership award for the manager with the best ‘My Manager' scores - the winner received £500 to use towards their own career development. They are also currently planning a 'not so new' staff lunch for longer serving employees to have lunch with the CEO.
Hospiscare supports employee development best through its comprehensive Learning and Development Programme. This in-house programme offers 71 separate training opportunities between April 2011 and March 2012. These range from one hour sessions on a ‘hot topic', to essential updates to support staff in their roles, to four day courses on Bereavement and Loss. The programme is needs-led and responsive, with managers and employees regularly being consulted on their learning needs. This programme is also informed through analysis of appraisals and the training needs identified within them. Needs are responded to quickly either by provision of an in-house course if demand is great enough and there is capacity within the organisation, if the need cannot be met in-house an appropriate external course is sought.
Hospiscare supports employee development best through its comprehensive Learning and Development Programme. This in-house programme offers 71 separate training opportunities between April 2011 and March 2012. These range from one hour sessions on a ‘hot topic', to essential updates to support staff in their roles, to four day courses on Bereavement and Loss. The programme is needs-led and responsive, with managers and employees regularly being consulted on their learning needs. This programme is also informed through analysis of appraisals and the training needs identified within them. Needs are responded to quickly either by provision of an in-house course if demand is great enough and there is capacity within the organisation, if the need cannot be met in-house an appropriate external course is sought.
Each year staff including the Senior Management Team organise an 'end of year review' in the style of a sketch show, involving as many people as possible. The Senior Management Team provides refreshments at the end for all to enjoy. They have also hosted two weddings for patients which the staff have worked very hard to organise at the last moment. Both weddings were greatly received by all those involved and this lifted the spirits of the staff involved in the organisation as they were able to do that little bit more for the patients and their families.
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