Catch up now
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.
The leader of Avanti is an inspirational entrepreneur and leader who paints his vision clearly so that their people understand and act to deliver. He is also present at an all-staff quarterly meeting that ends with a Q&A with him. All senior team members manage by walkabout. Being a workforce of less than 100 with most based at the Head Offices, they all work closely with each other, especially their Senior Management Team
Excellent work is highlighted at staff quarterly meetings as are employee promotions. All-staff quarterly meetings are hosted by their CEO and company update emails from the CEO keep them informed of their progress. Avanti actively welcome new joiners and all new starters are introduced at the staff meetings and an email is circulated introducing them and their role to everyone. Avanti also have an intranet for all employees. They are also introducing a SharePoint based, file sharing infrastructure for all staff to be able to access information through one portal.
Excellent work is highlighted at staff quarterly meetings as are employee promotions. All-staff quarterly meetings are hosted by their CEO and company update emails from the CEO keep them informed of their progress. Avanti actively welcome new joiners and all new starters are introduced at the staff meetings and an email is circulated introducing them and their role to everyone. Avanti also have an intranet for all employees. They are also introducing a SharePoint based, file sharing infrastructure for all staff to be able to access information through one portal.
The company has funds especially for fun and social events. £220 was spent per person between August 2009 and August 2010. This included the Comedy Store Christmas Party, Softball in the Park, Company Drinks, Company Conference, Quiz Nights and a Summer BBQ. Formal team building is provided 1–2 times per year and included a soft ball event in Regents Park.
David Alberto makes it his business to visit centres regularly and speaks to all employees when he can. He is known as an inspirational leader in Avanta. His open door policy encourages all to speak with him whenever they need, take ideas to him and any Suggestions offered are taken seriously. David's invitations to events are spread widely so everyone has an opportunity to attend where possible. David starts any Induction day off with a presentation of the company, with an open and answer question and answers session. He has created an open culture and close family feel to Avanta, and has maintained this through a strong period of business growth. The current SMT started working with David in 2004, when the business started and they have continued to be part of this growing company alongside David, working as a team to build the best possible business that they can.
David Alberto makes it his business to visit centres regularly and speaks to all employees when he can. He is known as an inspirational leader in Avanta. His open door policy encourages all to speak with him whenever they need, take ideas to him and any Suggestions offered are taken seriously. David's invitations to events are spread widely so everyone has an opportunity to attend where possible. David starts any Induction day off with a presentation of the company, with an open and answer question and answers session. He has created an open culture and close family feel to Avanta, and has maintained this through a strong period of business growth. The current SMT started working with David in 2004, when the business started and they have continued to be part of this growing company alongside David, working as a team to build the best possible business that they can.
Managers at Elementus attend a variety of external courses such as ' People Management Skills for new managers'. New managers are trained externally over 1 to 3 days with their current training provider 'LDL' where they tailor the coaching to the specific management role. All new managers are also mentored by a member of the executive team. In 2010 Elementus introduced a new position of Customer Sales and Service Deputy Manager. This has been introduced to bridge the gap between consultants and managers and prepare them for Customer Sales and Service Manager positions when they become available. They currently have 5 people in this role.
Managers at Elementus attend a variety of external courses such as ' People Management Skills for new managers'. New managers are trained externally over 1 to 3 days with their current training provider 'LDL' where they tailor the coaching to the specific management role. All new managers are also mentored by a member of the executive team. In 2010 Elementus introduced a new position of Customer Sales and Service Deputy Manager. This has been introduced to bridge the gap between consultants and managers and prepare them for Customer Sales and Service Manager positions when they become available. They currently have 5 people in this role.
A wide variety of training is completed every year, this includes; Internal technical training; which would include new procedures, quality awareness, using equipment etc, internal health and safety training; which would include display screen equipment usage, chemical usage and manual handling etc and internal environmental awareness training. In addition to this employees can also carry out external professional qualifications such as NEBOSH Diploma, AAT Level 4 NVQ in Accounting, BIOH P402 Asbestos Surveying etc, external technical and quality training provded by BSI and external commercial awareness training; which would include selling skills.
Within the community Apex recognise that as an 'employer of choice' they must develop their standing as a responsible business. They recruit locally through the Job Centre and local advertising. They enable employees to undertake voluntary activities through their 'Working in the Community' initiative and support lots of charities through financial donations and other fund raising activities. Wherever possible they source from local suppliers and service providers who they treat fairly at all times. To promote local businesses they also have some local discounts negotiated and they have specifically targeted smaller local businesses and charities to support with our 'Working in the Community' work. .
To ensure employee recognition the organisation have a Team of the Month award nominated by fellow colleagues, they also have a The Team of the Month award funds are provided for the winning team to go out on a social event of their choice. At Directors discretion other team rewards/bonuses may also be awarded. Team building events occur 3-5 times a year. Most recently the Senior Leadership Team undertook ‘Insights' training to consider how they work together and interact as a team. This programme involved a number of team building sessions. The 'Work in the Community' initiative was also attended and proved to be a fabulous team building event.
Angel Trains offer leadership courses and management skill courses. As the need is identified the company will organise for an external company to conduct a 360 feedback process. This is then fed back to employee to work on with their line manager. The company also have 2 professionally trained coaches who offer coaching to all employees. The senior managers and executive receive external coaching when the need is identified.
The company ensure that they explain to employees why they have the budget for pay and bonuses. Angel Trains reward their high performing employees well, aiming to pay upper quartile compensation. They also offer competitive benefits including a defined benefit pension scheme or 15% contribution of salary, 30 days holiday for most employees and free permanent health insurance. Average training spend in the UK tends to be £300 per head, whereas in Angel Trains it averages over £1,800 per head.
Senior managers and the executive attended a 'fit for leadership' course which includes a full health assessment. All staff are offered discounted health screening through BUPA. If employees have a medical appointment they are given flexibility to attend. Angel Trains actively encourage a good work/life balance. They offer flexible working to accommodate personal circumstances. Angel Trains also hold a learning lunch, where they had a nutritionist come in to talk to employees regarding their general health and ways to manage stress. They offer a free employee assistance programme for employees to call for confidential advice. The company are also involved in the cycle to work scheme.
The company encourages participation in the FitNut Challenge which is a programme aimed at encouraging employees to take an interest in their own health and wellbeing. The FitNut Challenge is a team-based healthy eating and exercise campaign where individual participants improve their ‘feel good factor'. It kicks off with each person having their weight, height, blood pressure and body fat ratio recorded. Over the subsequent two months they are provided with a weekly newsletter outlining a diet and exercise regime. The team or person with the greatest improvement then selects a charity to receive a cash donation.
The company encourages participation in the FitNut Challenge which is a programme aimed at encouraging employees to take an interest in their own health and wellbeing. The FitNut Challenge is a team-based healthy eating and exercise campaign where individual participants improve their ‘feel good factor'. It kicks off with each person having their weight, height, blood pressure and body fat ratio recorded. Over the subsequent two months they are provided with a weekly newsletter outlining a diet and exercise regime. The team or person with the greatest improvement then selects a charity to receive a cash donation.
Aker Solutions reward strategy is based on their people policy. The policy expects the organisation to target reward systems to ensure a high performing culture. They reward people through a variety of means. Their base salary now includes any car allowance, meaning a higher salary for pensions and other salary-related benefits. They provide a varied range of benefits that aims to provide for all generations, including childcare vouchers, maternity and paternity schemes, bicycle voucher scheme, on-site gyms, occupational health provision, pension provision and other supporting insurances for people.
Chris Leach is an inspiring, creative and passionate leader. He has a clear and informal communication style, underpinned with formal training, an exceptional understanding of his people, his business and the industry. Chris is consultative whilst also decisive and authoritative. He is quick in recognising good work and does this publicly. He is also quick to highlight issues which need to be rectified and ensures that his team respond. Chris hires people with the desire to succeed regardless of qualifications and experience. Almost every member of the sales team has been trained from scratch after talent, attitude and drive has been identified at interview. Chris started in aviation at the bottom, loading cargo aircraft. He knows that with the right raw material, training and steering, anything is possible and he will bring out the best in everyone.
Employees receive on average 40 hours training per year, with an average spend of £1000 per employee. Training activities include Legal aspects of chartering, Sales techniques, Dangerous goods training, CRM systems/Marketing, Time Management, Recruitment and selection, Appraisals, Residential, advanced leadership training. CIMA – Finance, CPD work - Legal department and CRM training – Marketing are supported either through time off, funding or other resources There are strategies in place to manage talent within the organisation include structured salary scale.
Employees receive on average 40 hours training per year, with an average spend of £1000 per employee. Training activities include Legal aspects of chartering, Sales techniques, Dangerous goods training, CRM systems/Marketing, Time Management, Recruitment and selection, Appraisals, Residential, advanced leadership training. CIMA – Finance, CPD work - Legal department and CRM training – Marketing are supported either through time off, funding or other resources There are strategies in place to manage talent within the organisation include structured salary scale.
?What If! are firm believers in sharing profit amongst their people. Every year the Holdings Board agrees the financial plan and the level at which they can trigger the employee profit share. Last year the whole company benefited from 4% profit share of their salary. They are hoping to pay 4% this year depending on how they finish the year. At Christmas they have previously given people a gift of either vouchers or a box of wine as a special thank you to everyone for working so hard, with a personal note from the CEO included.
?What If! have developed a work experience programme that means they are committed to giving the opportunity to young people in the local area to apply for work experience at ?What If! They have a policy to make sure that they avoid nepotism from the children of clients or our families. They are committed to helping young people to have a start in a company like ours who do not have any contact in this industry.
?What If! have developed a work experience programme that means they are committed to giving the opportunity to young people in the local area to apply for work experience at ?What If! They have a policy to make sure that they avoid nepotism from the children of clients or our families. They are committed to helping young people to have a start in a company like ours who do not have any contact in this industry.
People managers within Age UK North Tyneside are constantly reinforcing the values of the organisation to help promote the way in which they look for respect to be given to one and other. Their code of conduct policy also helps to create a way of working which is accepted by all. As part of the sustainability of the organisation and the diversity agenda they apply for grant funding and tender opportunities and a number of tool kits are used to support managers to help them prepare applications which in turn supports their business development and understanding.
The organisation actively promotes a healthy work/life balance and the main centre which is open to the general public closes at 4.30pm. Their core hours are up to 4.30pm and staff are encouraged to finish and get away on time. The company have also just been awarded bronze standard of 'Better Health at Work'. This is a comprehensive facility to help them internally promote the message of better health and help to monitor employees. All elements of wellbeing are covered in the better health campaign, brochures, information leaflets and campaign road shows are available as part of this organisations commitment to better health at work.
People managers within Age UK North Tyneside are constantly reinforcing the values of the organisation to help promote the way in which they look for respect to be given to one and other. Their code of conduct policy also helps to create a way of working which is accepted by all. As part of the sustainability of the organisation and the diversity agenda they apply for grant funding and tender opportunities and a number of tool kits are used to support managers to help them prepare applications which in turn supports their business development and understanding.
Fairbridge holds regional seminars usually every two - three years and a National Seminar which all employees attend over a few days in alternate years. At these events activities such as sports tournaments, dance, quizzes, team building, encouraging employees to mix with others from different teams and job functions. Central Office and Teams also hold their own team away days, for which the focus is fun and team bonding. An example of a recent team away day included a walking tour of the new Olympic site followed by boules in the park and a pub quiz written by Fairbridge team members.
Fairbridge holds regional seminars usually every two - three years and a National Seminar which all employees attend over a few days in alternate years. At these events activities such as sports tournaments, dance, quizzes, team building, encouraging employees to mix with others from different teams and job functions. Central Office and Teams also hold their own team away days, for which the focus is fun and team bonding. An example of a recent team away day included a walking tour of the new Olympic site followed by boules in the park and a pub quiz written by Fairbridge team members.
They have the "Word of Bod" which is an email based newsletter which is circulated monthly collecting news and events from across the organisation and highlights the successes of individual staffers, teams and young people who come to Fairbridge. As well as celebrating milestone birthdays, births etc... and special achievements such as gaining a qualification or completing a sporting or fundraising event.
Looking for more information on our solutions? Let us know how we can help and the right member of our team will be in touch shortly.
