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.
In the most recent away day to launch the agency's new proposition, staff were put into groups and asked to present back on a live brief incorporating the new values of the business. Feedback at the end of this day was excellent with staff reporting that they had an opportunity to work with senior staff and other teams and share ideas and thoughts on the new proposition. Coupled with this, they got to use the new values alongside real work scenarios allowing them to easily see how to implement them once back in the office. Lexis conduct an annual employee survey and have six monthly peer group meetings of which the results are analysed and fed back to the Board along with key recommendations. These are then fed back to employees at the next quarterly review. Every Friday Lexis finish at 4pm and gather for an all agency meeting. In this meeting, agency messages are reinforced and staff are updated on any business developments. This meeting is also an opportunity for staff to recognise team mates or peers for doing great work that week, by nominating them in the 'Big Ups' category.
By recognising the importance of creating business leaders for tomorrow within their organisation Lexis have implemented a leadership development programme. This is aimed at Account Managers and above and is a module based training programme combining internal and external training where staff receive training on running their own PR business, financial management, leadership training, media relations and day to day management training. 60% of senior management are 'home grown', testament to their continued commitment to promote from within and develop their staff to their ultimate potential.
Line managers are given significant training in how to manage their teams, and being open to feedback and allowing team members to ask questions is instrumental in this training. Employees have the opportunity to do this during their one to ones, team meetings, six monthly reviews and yearly appraisals. Plus Lexis encourages an open door policy whereby everyone in the agency is approachable and visible, regardless of title.
The most effective approach is an ambitious digital training programme which began towards the end of 2010 and was completed in the summer of 2011, facilitated by uTalk Marketing. Leo Burnett wanted to inspire and excite their people about the opportunities digital offers and give people the specific, practical skills to create digital communications. By running a fully comprehensive training programme featuring nine interactive workshops for their account management, planning and creative teams, they gave them confidence to integrate digital into their everyday work and talk to clients about digital with the same credibility that they can talk about offline communications. The workshops were attended by mixed peer groups which made interaction between attendees more beneficial and left people feeling empowered and inspired to take a different approach to their day-to-day tasks. Leo Burnett's course evaluation showed the programme was enormously successful. 94% of staff stated that they were "very satisfied" with the programme. To complement the utalkmarketing training activity Leo Burnett also undertook a number of other development initiatives to enhance the digitisation of the agency such as lunchtime learning sessions with companies such as Facebook, Google, etc. and Q&A clinics in specialist areas such as Social Media, User Experience, Hypermedia, Digital Production etc.
The most effective approach is an ambitious digital training programme which began towards the end of 2010 and was completed in the summer of 2011, facilitated by uTalk Marketing. Leo Burnett wanted to inspire and excite their people about the opportunities digital offers and give people the specific, practical skills to create digital communications. By running a fully comprehensive training programme featuring nine interactive workshops for their account management, planning and creative teams, they gave them confidence to integrate digital into their everyday work and talk to clients about digital with the same credibility that they can talk about offline communications. The workshops were attended by mixed peer groups which made interaction between attendees more beneficial and left people feeling empowered and inspired to take a different approach to their day-to-day tasks. Leo Burnett's course evaluation showed the programme was enormously successful. 94% of staff stated that they were "very satisfied" with the programme. To complement the utalkmarketing training activity Leo Burnett also undertook a number of other development initiatives to enhance the digitisation of the agency such as lunchtime learning sessions with companies such as Facebook, Google, etc. and Q&A clinics in specialist areas such as Social Media, User Experience, Hypermedia, Digital Production etc.
The most effective approach is an ambitious digital training programme which began towards the end of 2010 and was completed in the summer of 2011, facilitated by uTalk Marketing. Leo Burnett wanted to inspire and excite their people about the opportunities digital offers and give people the specific, practical skills to create digital communications. By running a fully comprehensive training programme featuring nine interactive workshops for their account management, planning and creative teams, they gave them confidence to integrate digital into their everyday work and talk to clients about digital with the same credibility that they can talk about offline communications. The workshops were attended by mixed peer groups which made interaction between attendees more beneficial and left people feeling empowered and inspired to take a different approach to their day-to-day tasks. Leo Burnett's course evaluation showed the programme was enormously successful. 94% of staff stated that they were "very satisfied" with the programme. To complement the utalkmarketing training activity Leo Burnett also undertook a number of other development initiatives to enhance the digitisation of the agency such as lunchtime learning sessions with companies such as Facebook, Google, etc. and Q&A clinics in specialist areas such as Social Media, User Experience, Hypermedia, Digital Production etc.
As a thank you for everyone's hard work in the first half of the year, Leasedirect took everybody to the cinema for the afternoon! They closed the offices, hired a private screen and treated everyone to sweets, ice creams and drinks. It was really well received by all and was something a bit different to show their gratitude.
Leasedirect encourage an open forum for suggestions and feedback. All departmental managers actively seek new ideas from their teams within their regular team meetings and one-to-ones. At their last Christmas party, they gave everyone giant post-it notes and asked them to put any suggestions on a big blank wall, which also proved a novel and fun way of them getting their ideas across allowing them anonymity if desired. Key sales people have been nominated and taken an active role in the overall management of their business. Leasedirect also regularly 'survey' their employees for ideas, suggestions and feedback on initiatives they are planning before they are launched. Their people are included in all development initiatives in respect of their working environment and the projects that the business supports within the local community.
Leasedirect have introduced a twice weekly fruit delivery across the business which provides all staff with free fruit. They have also introduced a scheme to help people stop smoking. They are keen to support all employees with a desire to stop smoking, from funding the cost of nicotine patches to hypnotherapy Leasedirect have also negotiated a discounted rate for all staff at their local gym and are part of a cycle to work scheme.
The leaders of the organisation are passionate about ensuring that every aspect of the business is run professionally to the highest standards possible. They also work tirelessly in their quest to build a company that is recognised globally as the best in its category. The leaders of the organisation act as role models within the business, making themselves accessible to all employees. Information about the company is regularly shared with employees, through agency update presentations, newsletters and the social enterprise network, Yammer. They always act fairly and genuinely care aboout people in the business.
As the world's most creatively awarded healthcare advertising agency, Langland have won many awards in the UK and overseas. To recognise the contribution played by all team members across the entire agency, not just creatives. Langland have sponsored their attendance at the award ceremonies. This year they have given a number of people the opportunity to go to award ceremonies in New York and to spend a few days there at leisure, at the company's expense.
Langland has supported the work of charity Sebastian's Action Trust for the last five years. Initially, the company provided purely financial support but over the years this has evolved and they now provide professional communications advice and services such as newsletters, leaflets and the website, on a pro bono basis. In 2010, Langland sponsored the employment of an experienced fundraiser and their Chief Executive and Chief Operating Officer became patrons of the charity in recognition of the support that they give to the Trust.
It is difficult to pull out just one or two examples of how Lands' End seek to enhance the wellbeing of their employees as they offer a raft of opportunities which they believe encompasses the full diversity of their employees. Lands' End recognise that personal development, job satisfaction and a realistic work/life balance all have a positive impact on the wellbeing of their employees.
Lands' End's managers are keen to understand how they behave in the workplace by completing a Personal Profile Analysis. They also receive direct feedback from their superiors, colleagues and subordinates by completing the 360 degree feedback process. Lands' End managers work with their teams to plan and prioritise workloads. The Managers are able to recognise and reward in various ways including Individual Performance Awards (£), above effective annual appraisal ratings, employee evaluations in our Operational areas (EEvA), trophies, vouchers (£) and team awards.
It is difficult to pull out just one or two examples of how Lands' End seek to enhance the wellbeing of their employees as they offer a raft of opportunities which they believe encompasses the full diversity of their employees. Lands' End recognise that personal development, job satisfaction and a realistic work/life balance all have a positive impact on the wellbeing of their employees.
There is no formal feedback programme and have not conducted an employee opinion survey for several years. However, Kyrocera Mita openly welcome ideas and suggestions from all employees irrespective of how large or small. Departments will often take time out to brainstorm for ideas to increase revenue, minimise expenses, improve the office environment and motivate employees. As an example, it was at the suggestion of an employee that, as a means of celebrating their success, Kyrocera Mita should have a prize draw when they over achieve on their monthly Masterplan revenue target. This has now been in place for the last 12 months with two employees per month receiving a net payment of £100. It is not always possible to implement all ideas and sometimes ideas have to be changed a little in order to make them more relevant.
Kyocera Mita run two ad hoc employee reward schemes. One is an extra mile award which is awarded to employees who put in extra special effort - e.g. during the unexpected absence of a colleague, in order to meet a particular tough deadline, in order to avert a crisis. Employees can be nominated by any member of staff with the Human Resources Manager making the decision as to whether or not the award should be granted. The award is usually a bottle of champagne. The other is the Employee Excellence Award. This is awarded to employees who not only put in extra special effort but who are exceptional in all aspects of their work and are fully engaged in the company culture. Employees can be nominated by any member of staff with the executive team making the decision as to whether or not the award should be granted. The award is usually flowers, champagne and £100 of high street vouchers.
Kyocera Mita run two ad hoc employee reward schemes. One is an extra mile award which is awarded to employees who put in extra special effort - e.g. during the unexpected absence of a colleague, in order to meet a particular tough deadline, in order to avert a crisis. Employees can be nominated by any member of staff with the Human Resources Manager making the decision as to whether or not the award should be granted. The award is usually a bottle of champagne. The other is the Employee Excellence Award. This is awarded to employees who not only put in extra special effort but who are exceptional in all aspects of their work and are fully engaged in the company culture. Employees can be nominated by any member of staff with the executive team making the decision as to whether or not the award should be granted. The award is usually flowers, champagne and £100 of high street vouchers.
The KFI 'Health Living Club' provides employees with an all-round approach to wellbeing. This includes a healthy eating programme within the restaurant and their occupational health adviser provides advice and support with both health monitoring and nutritional advice. The on site gym provides a comprehensive programme of exercise classes, one to one training and state of the art equipment to encourage a more active workforce. Alternative therapies are also subsidised through the Health Living Club.
KFI has a monthly bonus scheme in place for the majority of people that allows them to earn an additional 20% OTE. Targets are set for each person which are specifically related to performance and quality. Capital bonds are paid over and above the monthly bonus scheme. All of Kwik-Fit's people are engaged in the scheme that allows them to earn bonds each month for achieving performance and quality targets. Bonds accrue over the year and are paid at Christmas. Their employee of the year scheme also ensures people feel rewarded for their efforts. Every month each department identifies their employee of the month. All winners are rewarded with free food in the restaurant, access to the concierge service and gym membership for one month. All winners go through to the four monthly Qualifier Awards and department winners are treated to a day off and lunch with the senior management team. Qualifier winners are also invited to their Employee of the Year ceremony. This is a black tie event held in a 5 star venue and partners are invited. Each department winner gets £1000 and the overall employee of the year is awarded £10,000.
As charity giving is an integral part of of the culture of KFI, they have gradually introduced a number of activities which all help to form their commitment to charities. They include a payroll giving scheme called 'Donate an hour's pay' which encourages staff to sign up and allow a salary deduction of the equivalent of one hour's pay each month, dress down days when they ask staff to donate once a month £1, a 'Countdown to Christmas' weigh in scheme in which employees are sponsored to lose weight (monitored by the Occupational Health Nurse), a number of group events during the course of the year, including Maggies Monster bike and Hike, Caledonian Challenge and fun events such as white water. Each year, employees select a charity of the year. Last year, Rutherglen High School (a local special needs high school) reveived many benefits including a new minibus and a new sensory garden.
Keoghs offer a number of ways for staff to offer ideas and feedback and work hard to encourage a two way information flow. Communication options available include: Internal newsletters (staff are encouraged to send in content), Daily business communications (a daily email issued to all staff covering a variety of topics – often used to promote opportunities for feedback), Surveys (undertaken for a range of topics from where to hold the staff Christmas party to feelings on particular issues going on within the firm), Forums (offers staff the ability to post questions to the Board which can be done anonymously if preferred), Meetings – Business update meetings are held quarterly, staff are encouraged to send in their questions prior to the event and are given the opportunity to ask questions at the meetings themselves. Surveys are then circulated to ask for feedback on the issues raised. Team meetings are also a great opportunity to gain feedback from staff in person.
Keoghs have recently funded heavily in all their Team Leaders attending a Team Leadership Development Programme. This course was designed to run over 4 days over 4 months and consists of the following modules; Leading Teams, Developing High Performing Teams, Coaching and Engaging Teams. Each Team Leader upon completing the four modules is asked to do a work based project to be presented to a Business Unit Director. All Team Leaders and the Team Leaders of the future have attended this course which has been a great success.
Keoghs offer a number of ways for staff to offer ideas and feedback and work hard to encourage a two way information flow. Communication options available include: Internal newsletters (staff are encouraged to send in content), Daily business communications (a daily email issued to all staff covering a variety of topics – often used to promote opportunities for feedback), Surveys (undertaken for a range of topics from where to hold the staff Christmas party to feelings on particular issues going on within the firm), Forums (offers staff the ability to post questions to the Board which can be done anonymously if preferred), Meetings – Business update meetings are held quarterly, staff are encouraged to send in their questions prior to the event and are given the opportunity to ask questions at the meetings themselves. Surveys are then circulated to ask for feedback on the issues raised. Team meetings are also a great opportunity to gain feedback from staff in person.
Each piece of work given to a staff member is formally reviewed by a more Senior Manager, thereby providing very regular feedback. Appraisals are carried out twice yearly for all staff, ensuring that all employees know what is expected of them, and receive feedback on the macro level.
Each piece of work given to a staff member is formally reviewed by a more Senior Manager, thereby providing very regular feedback. Appraisals are carried out twice yearly for all staff, ensuring that all employees know what is expected of them, and receive feedback on the macro level.
Sometimes the simple ideas which have stood the test of time are the best, so the company place great emphasis on their appraisal process. Appraisals take place twice in the year, and focus not only on an assessment of performance and areas for development, but also on engagement and career potential. Technical and soft skills are assessed by reference to 'Career Maps' - freely available documents which lay out the requirements for staff at each of seven levels within each of their professional practice functions. Every appraisal is read by a representative from the HR team, and one from the Training and Development team, so that support can be given on an individual level to the appraiser as well as the appraisee.
The company facilitate 3 packages for all of their staff to take advantage of they are ;- Private medical cover: Healthshield Health Plan that also offers an employee assistance programme and gym membership with a local gym. All of the above have been extremely effective and popular with the team.
Performance related bonuses are offered across some key areas of the business e.g. sales. An annual bonus is given to all members of staff at Christmas as a thank you for their hard work over the festive period. The company allocates money to each department so they can enjoy a meal out together. A small Christmas Eve party is held for all staff providing drinks and nibbles along with a gift for everyone. When an employee has contributed something really worthwhile they will always use the in house publication to print an article about them.
Lunn's has always provided financial support to worldwide disaster appeals. They are also proud of the fact that they have provided stable employment over the past 30 years through which N Ireland and Belfast city centre in particular was considered a hostile place with violence that was reported around the world.
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