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.
Employees are rewarded for their efforts. Upon completion of any relevant professional qualifications employees are rewarded for their achievement. The amounts are very generous as these awards are also grossed up to ensure the employee receives the full amount after Tax and National Insurance deductions.
Employees are rewarded for their efforts. Upon completion of any relevant professional qualifications employees are rewarded for their achievement. The amounts are very generous as these awards are also grossed up to ensure the employee receives the full amount after Tax and National Insurance deductions.
NMB offer a wide range of benefits to employees in order to enhance their wellbeing. These include; private healthcare to all employees, their partners and their children, health screening which is provided to all employees upon request or should NMB feel this may be beneficial after a period of long term sickness, etc. and gym membership at either a corporate or local gym is offered. They also promote a Cycle to Work Scheme and reimburse the costs of any eye tests for VDU users. In addition, NMB provides fresh fruit and water daily to all 8 floors within the building and also fund a company netball and football team that both have matches during lunch times to promote and encourage healthy living. There is also a company funded darts team so they're a very active company!
Neal's Yard Remedies manage an employee forum that is designed specifically for employees to be able to get their business ideas heard. Representatives attend the forum from all parts of the business. In addition to bringing all the ideas directly to the table, and into the hands of the Director team, they also operate as a sensory panel to give feedback on all new product development. Monthly briefings are delivered by the Director team to all employees in the Head Office and the London Offices, to make sure that everyone is up to date on the company's performance and strategic direction. This presentation is then sent out to all stores.
Neal's Yard Remedies manage an employee forum that is designed specifically for employees to be able to get their business ideas heard. Representatives attend the forum from all parts of the business. In addition to bringing all the ideas directly to the table, and into the hands of the Director team, they also operate as a sensory panel to give feedback on all new product development. Monthly briefings are delivered by the Director team to all employees in the Head Office and the London Offices, to make sure that everyone is up to date on the company's performance and strategic direction. This presentation is then sent out to all stores.
Neal's Yard Remedies became the first carbon neutral multi-site retailer. The company are the first health and beauty company to become certified with the Soil Association, and in partnership with the Soil Association, they set the standards for other organic health beauty companies to follow.
Managers conduct monthly reviews to communicate targets/activity requirements and openly discuss how these should be achieved, whilst continuously offering support to their team. Managers have weekly activity reports, which are a discussion with the employee to determine where their focus should be for that week. This is a collaborative discussion, and the Manager ensures the employee knows how this contribution will affect the overall success of the business.
MRL Consulting Group offer Consultants a chance to win a Rolex upon achievement of a specific sales goal.
MRL Consulting Group offer Consultants a chance to win a Rolex upon achievement of a specific sales goal.
Mercedes-Benz UK have 600 e-learning programmes on-line for employees to access as well as Ashridge's Virtual Learning which all employee have access to.
Mercedes-Benz UK have 600 e-learning programmes on-line for employees to access as well as Ashridge's Virtual Learning which all employee have access to.
With all Mercedes-Benz products there is a 'Blue Efficiency' version that is specifically environmentally friendly. The UK environment benefits from the vast amounts of research that is continually undertaken to ensure vehicles are as environmentally friendly as possible. The company actively allows employees to support National Charity Days e.g. Wear it Pink and Comic Relief.
The new leader of the UK organisation is UK & Ireland Vice President, Jackie Fielding and she has brought a fresh approach to communicating with employees. Jackie only took the position in November 2010 after 19 years working for Medtronic in a range of business roles. She had brought a fresh approach to how she communicates and engages with employees by focusing on listening to the views of employees and communicating in a very open and honest way. Jackie holds monthly ‘have your say' sessions with employees where employees can meet with her informally over coffee and discuss any concerns or views they may have on the company. These are very open sessions and often employees share things with Jackie they would not share with the direct manager or function leader. From March to May Medtronic experienced a Global Restructure which affected teams in the UK. This was an unsettling time for many people but throughout Jackie communicated regularly and openly using a blog on their Intranet, face-to-face meetings and weekly round up emails to let everyone know what was going on. Where she was unable to answer a question she would explain why and make sure as soon as she was able to respond she did so straight away. This open and honest approach to communicating during what was a tough time for the company was very well received.
As a multi-national corporation there are many initiatives that focus on giving back. In fact Medtronic have a Medtronic Foundation which provides over US$60 million in grants and donations to charities and causes over the last year such as the Japanese Tsunami but it is the motivation and enthusiasm to give something back at a local level which makes us stand out. Every UK employee is given one day paid to volunteer or do something worthwhile for a charitable cause. Around Watford where their UK HQ is based teams have been involved in landscaping gardens for the New Hope Trust. Medtronic are co-sponsors of the Great Watford Walk which most recently raised £12,000, giving Watford Mencap, The Peace Hospice and Watford New Hope Trust £4000 each. Sometimes an employee comes up with a great idea which Medtronic are able to support. For example, one of their customer service team suggested running a curry and quiz night for a local girl who was trying to raise money for a defribillator. Forty employees turned out for a curry and quiz night paid for by Medtronic and all proceeds generated from the tickets went to little Maisie's campaign.
As a multi-national corporation there are many initiatives that focus on giving back. In fact Medtronic have a Medtronic Foundation which provides over US$60 million in grants and donations to charities and causes over the last year such as the Japanese Tsunami but it is the motivation and enthusiasm to give something back at a local level which makes us stand out. Every UK employee is given one day paid to volunteer or do something worthwhile for a charitable cause. Around Watford where their UK HQ is based teams have been involved in landscaping gardens for the New Hope Trust. Medtronic are co-sponsors of the Great Watford Walk which most recently raised £12,000, giving Watford Mencap, The Peace Hospice and Watford New Hope Trust £4000 each. Sometimes an employee comes up with a great idea which Medtronic are able to support. For example, one of their customer service team suggested running a curry and quiz night for a local girl who was trying to raise money for a defribillator. Forty employees turned out for a curry and quiz night paid for by Medtronic and all proceeds generated from the tickets went to little Maisie's campaign.
Managers are able to experience the highs and the lows because they operate a hands on management style. Encourage and motivate their teams to win the quarterly incentive awards. Engage team members in how their input will benefit the Company's profits and how their behaviour/skills will lead to the Company becoming the best practice model within the recruitment industry. Managers would not ask their team to undertake a task which they would not do themselves. Encourage, motivate and provide their team with the skills and information to achieve their set targets and to acknowledge their efforts and outcomes.
Medicare First believe the key to ensuring the wellbeing of their employees is to offer a strong inclusive leadership within an atmosphere of professionalism, fairness, respect, fun, friendliness coupled with reward and recognition for a job well done. The open plan office environment and the hands on approach of their senior management team enables them to communicate, understand and work effectively with the employees to demonstrate they are the company's most valuable asset.
In March of this year Medicare First took part in a fund raising event for "Red Nose Day". Employees were requested to wear at least one item of red clothing and contribute to the charity. The day was a great success with some very interesting displays of inventive red items of clothing, some of which could only be displayed momentarily! Good fun was had by all and the money raised went to a very worthwhile cause.
The managers show much greater flexibilty. It is now commonplace for staff to be working from home on some occasions, to be given opportunities to leave the business earlier on a Friday if travelling away for the weekend. The managers create and agree development plans with staff on an annual basis. The managers feedback the vision to their teams and quarterly objectives are created in line with the plan. The managers review competencies with each of their staff at least once a year.
The managers show much greater flexibilty. It is now commonplace for staff to be working from home on some occasions, to be given opportunities to leave the business earlier on a Friday if travelling away for the weekend. The managers create and agree development plans with staff on an annual basis. The managers feedback the vision to their teams and quarterly objectives are created in line with the plan. The managers review competencies with each of their staff at least once a year.
The Christmas Party is a major event in Matchtech's company calendar. At a time when many businesses have been keeping a keen eye on costs, expenditure on staff social activities has been reduced or even cut. Their business has prided itself on maintaining their social activities. Matchtech pay for all their staff and partners to attend the black tie party and awards ceremony. This involves arranging for their staff from their four UK offices and one German office to converge for the occasion at the Guildhall in Southampton. It is the event in the company's social calendar.
Following the Marks Sattin Mid-Year Review, employees participated in 'The Apprentice Challenge', followed by drinks and snacks. This was a half day event that saw all Marks Sattin employees in the UK and Ireland come together in London to celebrate the company's achievements and participate in an Apprentice themed challenge. Employees were split into groups and tasked with appointing a team leader, then followed clues to different areas of London and carried out challenges to earn points. Each team was given £50 for any purchases required and evidence such as photos and receipts had to be supplied for each challenge. Prizes included bar tabs and dinner at Michelin star restaurant for the entire team.
Managers conduct employee reviews twice annually to understand employees' ongoing needs. Managers lead by example regarding ongoing development and actively encourage non-management employees to harness all the training and development opportunities available to them. Managers offer on-the-job mentoring outside of set hours and/or appraisals to continuously give and receive feedback. Managers actively encourage all employees to get involved in CSR initiatives and lead by example on this. The same goes for social sports and other social activities outside work hours.
Following the Marks Sattin Mid-Year Review, employees participated in 'The Apprentice Challenge', followed by drinks and snacks. This was a half day event that saw all Marks Sattin employees in the UK and Ireland come together in London to celebrate the company's achievements and participate in an Apprentice themed challenge. Employees were split into groups and tasked with appointing a team leader, then followed clues to different areas of London and carried out challenges to earn points. Each team was given £50 for any purchases required and evidence such as photos and receipts had to be supplied for each challenge. Prizes included bar tabs and dinner at Michelin star restaurant for the entire team.
As the majority of the managers have themselves progressed through the company they have the ability to empathise and understand the workload and pressures that comes with each role. Because Team Managers sit with their teams they are accessible and approachable and are on hand to recognise and observe any excessive workload or pressures their team may have and can rectify the situation before it manifests into something larger. Targets are discussed regularly and performance around the targets is constantly reviewed. All managers actively encourage their teams to recognise their colleagues successes by asking them to vote for who that week is most deserving for recognition and receive the team's trophy.
As the majority of the managers have themselves progressed through the company they have the ability to empathise and understand the workload and pressures that comes with each role. Because Team Managers sit with their teams they are accessible and approachable and are on hand to recognise and observe any excessive workload or pressures their team may have and can rectify the situation before it manifests into something larger. Targets are discussed regularly and performance around the targets is constantly reviewed. All managers actively encourage their teams to recognise their colleagues successes by asking them to vote for who that week is most deserving for recognition and receive the team's trophy.
As the majority of the managers have themselves progressed through the company they have the ability to empathise and understand the workload and pressures that comes with each role. Because Team Managers sit with their teams they are accessible and approachable and are on hand to recognise and observe any excessive workload or pressures their team may have and can rectify the situation before it manifests into something larger. Targets are discussed regularly and performance around the targets is constantly reviewed. All managers actively encourage their teams to recognise their colleagues successes by asking them to vote for who that week is most deserving for recognition and receive the team's trophy.
The hotel has invested in the back of house colleague areas and attempted to enhance the work environment. They have opened their third restaurant in as many years called the Canteen as well as brand new Locker Rooms and Offices for the Administrative Departments.
The hotel focuses on different areas for employee development. This could be personal including OTJ (On the Job), GTT (Group Training Techniques) to MLD (Managing Learning & Development). The hotel has in recent years developed two modular Programmes called Move Up and Move Forward using an external company. Move Up is designed for Supervisors or Junior Managers whereas Move Forward is a twelve month programme which focuses on the development of Department Heads. This course is largely facilitated externally at a cost of £25,000 a year for 10-12 delegates a year and is also accreditated by the ILM. The company also sponsors Senior Managers in full to attend MBA including residentials off-site.
There are bi-monthly NETMA (Nobody Ever Tells Me Anything) meetings chaired by the General Manager, attended by 'nominated' Representatives from each Department. These Representatives are elected by their colleagues and serve a six month term.
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