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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.
Over the last 12 months, the Senior Management Team has been broadened and now includes a representative from all parts of the organisation and meetings are held monthly. This has enhanced communications between departments and also from the top down and has been driven by a desire to make sure that everyone in the business is informed about the decisions that are being made and developments within the business. The chairman, Tom Bloxham MBE is committed to hard work, fresh ideas and building relationships and he is well known and respected across the company for these reasons. He is open and available to all staff. One of the things he always tells new recruits is that no question is trivial and if a question is important to them then it is important to him. From his open door policy, induction presentations, staff lunches or quarterly staff meetings, he is open to ideas, feedback, criticism and questions.
Over the last 12 months, the Senior Management Team has been broadened and now includes a representative from all parts of the organisation and meetings are held monthly. This has enhanced communications between departments and also from the top down and has been driven by a desire to make sure that everyone in the business is informed about the decisions that are being made and developments within the business. The chairman, Tom Bloxham MBE is committed to hard work, fresh ideas and building relationships and he is well known and respected across the company for these reasons. He is open and available to all staff. One of the things he always tells new recruits is that no question is trivial and if a question is important to them then it is important to him. From his open door policy, induction presentations, staff lunches or quarterly staff meetings, he is open to ideas, feedback, criticism and questions.
In 2008, they set up the Urban Splash Charitable Trust. The overall ambition for the trust is to be involved with local organisations and charities that are poorly funded. It was set up to fund projects related to deprived communities, the arts and urban regeneration. The trust is funded from the profits of the Urban Splash Group. At the moment, the main activity of the trust is the operation of a scheme whereby each member of staff can nominate his or her favourite charity to receive a donation of up to £100 in any one year. Staff often request help with sponsored events in which they are personally taking part.
The Toolbank News Letter which is sent out every 3-4 months in the year has worked really well as employees are constantly informing them of any fund raising they have been doing, welcoming new staff, congratulating colleagues on their nuptials or new arrivals. The news letter has allowed employees to get involved and the feedback from employees has been that the news letter has been very well received as it is great to know what is going on in the other branches.
The Toolbank News Letter which is sent out every 3-4 months in the year has worked really well as employees are constantly informing them of any fund raising they have been doing, welcoming new staff, congratulating colleagues on their nuptials or new arrivals. The news letter has allowed employees to get involved and the feedback from employees has been that the news letter has been very well received as it is great to know what is going on in the other branches.
The Toolbank News Letter which is sent out every 3-4 months in the year has worked really well as employees are constantly informing them of any fund raising they have been doing, welcoming new staff, congratulating colleagues on their nuptials or new arrivals. The news letter has allowed employees to get involved and the feedback from employees has been that the news letter has been very well received as it is great to know what is going on in the other branches.
The company have a structured charitable giving approach which incorporates the following: * Duke of Edinburgh charity - as a company they donate 20k per year to the charity, as well as employees partaking in events, and raising money for the charity, during the course of the year. A charity and CSR committee that are dedicated to raising money for events and ensuring they are doing all they can as a business to reduce their impact on the environment.
The company have a structured charitable giving approach which incorporates the following: * Duke of Edinburgh charity - as a company they donate 20k per year to the charity, as well as employees partaking in events, and raising money for the charity, during the course of the year. A charity and CSR committee that are dedicated to raising money for events and ensuring they are doing all they can as a business to reduce their impact on the environment.
The company have a structured charitable giving approach which incorporates the following: * Duke of Edinburgh charity - as a company they donate 20k per year to the charity, as well as employees partaking in events, and raising money for the charity, during the course of the year. A charity and CSR committee that are dedicated to raising money for events and ensuring they are doing all they can as a business to reduce their impact on the environment.
Managers at TAFC hold one to one discussions and team briefings with their employees. They also use articles in newsletters to recognise success. Managers nominate employees for the monthly employee of the month award which then goes into an annual award. They identify training and coaching needs, encourage their teams to provide 360 feedback, and use PDPs to help to assist to identify development needs.
TAFC are continuously looking for ways in which they can reward their staff. This doesn't always have to have a monetary value to it, but Authentic appreciate how hard their team work and want to make sure they feel valued and their loyalty and dedication to the business does not go unnoticed. Alongside bonus payments, pay increases and internal promotions, TAFC offer "spot rewards". These "spot rewards" include concert and football tickets, champagne, hotel breaks and shopping vouchers. These are presented by the MD and the company believe this is a great way of keeping their staff motivated as well as thanking and rewarding them for their hard work. These can be received for implementing a new process or simply being a supportive member of the team.
The Annual Company Presentation involves all staff and is spread out across a whole day. The first part of the day is spent in a workshop style. Each of the company's Board members had a station and the team were spilt into groups and rotated around each station. Each Board member would talk through their departments activities-past, present and future; their goals and how they planned to achieve them. They each had a Q&A section where the employees were able to put questions they had direct to the Board member. This proved to be an effective exercise and a great way for both the Board and employees to communicate. The second half of the session was spent with the MD presenting to the whole company his vision for Authentic and his chance to praise those that had worked exceptionally hard over the last twelve months.
Senior Managers, the company's Chairman and Managing Director have increased their visibility around the office by attending team meetings and simply by walking around the office and speaking to employees. This face to face contact with employees on the “shop floor” has had a significant impact on employee engagement. It has encouraged effective questioning and following through on actions, employees feel that they are being listened to and their opinions count.
Tamdown are committed to releasing the potential of their people and developing their knowledge and skills, providing them with a rewarding and satisfying career. Tamdown invests heavily in training and development and is proud to be investor in people accredited since 2002. Learning and development opportunities include the following: Degree courses, post graduate qualifications, Higher National Diplomas, Industry qualifications and memberships Ad hoc/one off training events, Apprenticeships Bespoke training and development courses – “the academy”. The Academy was a bespoke learning initiative delivered over 6 months in 2011, all employees took part in their departments and the sessions focused on developing participant's attitude and behaviour for increased performance both personally and professionally. Despite the current economic climate, the Chairman personally ensured that funds were made available and he worked together with an external training organisation and provided guidance about the main subject areas to be covered.
The leaders of Tamdown believe strongly in giving something back to their community and giving to charity. Tamdown set up the Tamdown Foundation with the aim is to raise £100,000 for charities in 2011. Five charities have been nominated by members of the Tamdown team; each charity has a very personal link with a member of staff. Tamdown committed 1% of its profits in 2011 to get the fund underway. Fundraising events taken place throughout the year include: Tamdown Annual Triathlon, Summer Charity Ball, London to Paris Bike Ride, 24 Hour Swim, Tamdown Quiz Night. So far the Tamdown Group has raised in excess of £75,000 through fundraising events. This figure does not include 1% of the business's profits so the company are on track to reach their £100,000 target.
Each new member of staff at Summit Media, both at the Wolds and at the Farm, undergoes an initial four week intensive training period provided by their line manager and colleagues. A tailored personal development plan is put together which is then reviewed at weekly one to one sessions with their individual line managers. These sessions are designed to monitor progress and to provide guidance. They also have regular coaching sessions covering topics and disciplines specific to the industry. There are bi-weekly training sessions at group level specifically aimed at improving industry knowledge. External training is carried out by Google and MSN and the company's tracking and analytics provider. New staff are also encouraged to participate in online webinars and to undertake personal training in their own time to gain the Google GAP and Microsoft qualifications.
Each new member of staff at Summit Media, both at the Wolds and at the Farm, undergoes an initial four week intensive training period provided by their line manager and colleagues. A tailored personal development plan is put together which is then reviewed at weekly one to one sessions with their individual line managers. These sessions are designed to monitor progress and to provide guidance. They also have regular coaching sessions covering topics and disciplines specific to the industry. There are bi-weekly training sessions at group level specifically aimed at improving industry knowledge. External training is carried out by Google and MSN and the company's tracking and analytics provider. New staff are also encouraged to participate in online webinars and to undertake personal training in their own time to gain the Google GAP and Microsoft qualifications.
Each new member of staff at Summit Media, both at the Wolds and at the Farm, undergoes an initial four week intensive training period provided by their line manager and colleagues. A tailored personal development plan is put together which is then reviewed at weekly one to one sessions with their individual line managers. These sessions are designed to monitor progress and to provide guidance. They also have regular coaching sessions covering topics and disciplines specific to the industry. There are bi-weekly training sessions at group level specifically aimed at improving industry knowledge. External training is carried out by Google and MSN and the company's tracking and analytics provider. New staff are also encouraged to participate in online webinars and to undertake personal training in their own time to gain the Google GAP and Microsoft qualifications.
Managers at Skrill hold bi-weekly performance reviews, personal introductions based on skills, regular team lunches, bi-weekly feedback sessions, weekly team meetings and weekly team reports in order to support, encourage and develop staff members.
Managers at Skrill hold bi-weekly performance reviews, personal introductions based on skills, regular team lunches, bi-weekly feedback sessions, weekly team meetings and weekly team reports in order to support, encourage and develop staff members.
Once a month Skrill has a "Beer & Chips" event in each office where new joiners and new departments are invited to take part in the "CEO Hot Chair", giving them opportunity to ask the company's leaders any kind of questions.
Managers conduct meetings and prepare the task list which is forwarded on to the relevant Partner/Director. All staff are aware of the management meetings and each Manager will discuss with their team prior to the meeting, any points/ideas/suggestions that they would like discussed on their behalf. Each Manager will then put forward any relevant points to all managers at the meeting.
SFP Group is absolutely committed to supporting employee development. At the start of every year, the company identify the training needs for every individual, and determine what courses are most appropriate and the associated costs so that budgets can be agreed. The best example in recent times is the support SFP Group gave to three of their team to take their respective JIE insolvency and accountancy examinations that required long periods (more than one month) of study leave. All three passed. Indeed it is important to stress that prior to joining the SFP Group, two of the three individuals had no experience or qualification in insolvency. Now they have gone from juniors from Managers who, in the next few years, will be office holders. There are other similar examples across the group and in different departments, from broking to marketing.
SFP Group is absolutely committed to supporting employee development. At the start of every year, the company identify the training needs for every individual, and determine what courses are most appropriate and the associated costs so that budgets can be agreed. The best example in recent times is the support SFP Group gave to three of their team to take their respective JIE insolvency and accountancy examinations that required long periods (more than one month) of study leave. All three passed. Indeed it is important to stress that prior to joining the SFP Group, two of the three individuals had no experience or qualification in insolvency. Now they have gone from juniors from Managers who, in the next few years, will be office holders. There are other similar examples across the group and in different departments, from broking to marketing.
Red Commerce has two dedicated internal trainers (and they are currently recruiting for a third) whose sole focus is improving their employees development.
Managers at Red Commerce ensure that the reviews they conduct have a '360' element to them, so that after each review both manager and team member have a list of actions to complete. Managers have regular informal feedback sessions with their teams and run regular breakout sessions with their teams to talk about hot topics and share ideas and information. At least once a month, managers will ensure that they spread some time with their teams in a less formal (i.e. social) setting to encourage honesty and openness, as opinions tend to flow more freely in this setting than around the desks! With regards to rewards, managers will offer both individual and team incentives for performance against a variety of targets, daily, weekly or monthly, and will also send emails around the business to highlight outstanding performances.
Managers at Red Commerce ensure that the reviews they conduct have a '360' element to them, so that after each review both manager and team member have a list of actions to complete. Managers have regular informal feedback sessions with their teams and run regular breakout sessions with their teams to talk about hot topics and share ideas and information. At least once a month, managers will ensure that they spread some time with their teams in a less formal (i.e. social) setting to encourage honesty and openness, as opinions tend to flow more freely in this setting than around the desks! With regards to rewards, managers will offer both individual and team incentives for performance against a variety of targets, daily, weekly or monthly, and will also send emails around the business to highlight outstanding performances.
Pure Recruitment Group holds a Quarterly Communications meeting where the company provides employees with information about the business and staff are actively encouraged to submit items for discussion and new ideas.
Pure Recruitment Group holds a Quarterly Communications meeting where the company provides employees with information about the business and staff are actively encouraged to submit items for discussion and new ideas.
Last year's AGM was held at the Raceway and following the formal communications meeting, the entire company was split into teams for Go Karting. Races were held with the winners of each race being put forward to the final at the end of the afternoon.
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