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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.
Their employee assistance programme provides practical information on issues such as quitting smoking, healthy eating and mental health issues. The programme allows employees to speak to a professional counsellor on matters affecting their emotional well-being including relationships, bereavement, stress and anxiety. Managers are trained on how to manage stress in the workplace through their internal development sessions. Subsidised or free gym membership is available for employees depending on their location.
The CEO is incredibly approachable and welcomes comments and feedback from all levels of staff. He interacts with employees and takes part in team events. All of the directors have an open door policy and employees of all levels are welcome to approach them. They all walk the office floor and interact with employees on a daily basis. The CEO holds regular 'Have Your Say' sessions where employees have the opportunity to get their questions answered. At their company conference in April 09, the employees were able to ask the board of directors any questions and they provided immediate answers.
Wynnwith hold a number of internal development sessions for managers covering employment law, attracting talent, managing performance, managing difficult people situations and absence management. These have a practical theme with real life scenarios so the manager can apply what they have learnt to the workplace. They hold development sessions which provide an opportunity for managers to network with other managers in different areas of the business. Guides are available on the intranet for managers on how to complete management activities such as recruitment.
Windmill adopt an open and flexible approach to wellbeing and consider all needs on an individual basis. Employees benefit from an employee assistance programme and subsidies towards the use of sports facilities and gym memberships. They are constantly implementing new ideas and are in the process of adopting a cycle to work scheme and organising activities such as picnics, where employees can bring their families. The company monitors the number of hour's employee's work to ensure there is a healthy balance between their home and work life and they allow staff to take time off in lieu for any extra hours worked.
Managers and directors operate an open door policy and employees from all levels can approach them at any time. They are easily accessible and very hands on. They ensure they get to know employees on a personal level and will often walk around the office, stopping to take time to chat with staff on an informal basis. Employees are kept up to date through a newsletter where managers and directors provide updates on the company
Windmill adopt an open and flexible approach to wellbeing and consider all needs on an individual basis. Employees benefit from an employee assistance programme and subsidies towards the use of sports facilities and gym memberships. They are constantly implementing new ideas and are in the process of adopting a cycle to work scheme and organising activities such as picnics, where employees can bring their families. The company monitors the number of hour's employee's work to ensure there is a healthy balance between their home and work life and they allow staff to take time off in lieu for any extra hours worked.
Weightmans strive forward as a combined workforce. There is no segregation between their leaders and employees and everyone adopts an open door policy. Their values state that they have a clear approach to teamwork and respect and the senior and managing partners lead them in this area. Both the senior and managing partner carry out road shows at each office to update on firm performance. This also serves as an excellent opportunity for question and answer sessions, in addition to the monthly staff forums at which the senior partner is always present.
Weightmans strive forward as a combined workforce. There is no segregation between their leaders and employees and everyone adopts an open door policy. Their values state that they have a clear approach to teamwork and respect and the senior and managing partners lead them in this area. Both the senior and managing partner carry out road shows at each office to update on firm performance. This also serves as an excellent opportunity for question and answer sessions, in addition to the monthly staff forums at which the senior partner is always present.
As a company they are aware of the increasing pressures placed on staff both in terms of work and private life. They have commissioned Employee Care as a 24 hour service to both employees and their families where they can seek counselling, legal advice and information on health and well-being. They offer flexi-time, flexible working and remote working facilities and are supportive of times when dependents require care and assistance and have a dependent/parental leave policy. The benefits and events Weightmans provide always take into consideration the families of their employees.
The Performance Recognition award makes sure that an individual gets the company-wide recognition they deserve for quietly going beyond the call of duty in the course of their work. Any employee can nominate a fellow colleague who they believe demonstrates exceptional commitment to a project, community or customer for the title of Wates Champion. The Chief Executive is very proactive and sets a leadership example in recognising employee contribution, thanking people in person and through personal emails for their achievements. Business Excellence Awards are designed to recognise and reward outstanding contribution to the delivery of the Company's 2012 Vision. The focus is on identifying examples of best practice, operational improvement and innovation that have made a tangible difference to Wates' business over the past year. The winner of each category receives £1000 to donate to a charity of their choice together with a voucher to celebrate with friends and family. A celebratory voucher to the value of £150 is given to an individual winner and a £400 voucher is given to a winning team.
The CEO and his executive colleagues hold an annual road show at 3 venues across the country, meeting with over 1000 people and updating them on business progress, strategy and achievements. The road show is an interactive experience. Business Unit Directors hold Divisional briefings at least once a year. Q&A sessions are key parts of these briefing. A speed dating approach was taken this year with each member of the leadership team spending 5 minutes on a table answering questions before moving on to the next table. All the Company offices are open plan. Executive Committee members also sit in open plan at the Head Office. They have a Company newsletter "TeamTalk". The Executive Committee regularly hold meetings on some of the large projects.
The CEO and his executive colleagues hold an annual road show at 3 venues across the country, meeting with over 1000 people and updating them on business progress, strategy and achievements. The road show is an interactive experience. Business Unit Directors hold Divisional briefings at least once a year. Q&A sessions are key parts of these briefing. A speed dating approach was taken this year with each member of the leadership team spending 5 minutes on a table answering questions before moving on to the next table. All the Company offices are open plan. Executive Committee members also sit in open plan at the Head Office. They have a Company newsletter "TeamTalk". The Executive Committee regularly hold meetings on some of the large projects.
The leadership team are keen to get involved with all employees and are always approachable. The managing directors run monthly meetings where employees can attend and have a coffee and a chat. The managing directors also take part in monthly ‘back to the floor' activities which enables them to keep up to date with any issues employees face.
The leadership team are keen to get involved with all employees and are always approachable. The managing directors run monthly meetings where employees can attend and have a coffee and a chat. The managing directors also take part in monthly ‘back to the floor' activities which enables them to keep up to date with any issues employees face.
Employees benefit from free private health care with BUPA and subsidised sports facilities. They also have access to an occupational health centre where employees can gain advice on healthy eating, stress, mental health, exercise and quitting smoking. The organisation is flexible and responsive to changes in personal circumstances.
As an organisation, they address the work/life balance through discouraging a long hour's culture. Individuals who work outside of core hours have their hours monitored through site sheets and worked time is added to the HR system. Worked time is unpaid, and then allocated as paid lieu time. To support wellbeing they have an Active Campaign which received recognition at the Construction News Quality Awards 2009. This is a promotion of Health & Safety within the business and it ensures they take their responsibilities at all levels and with all roles seriously. They include families whenever they can, specific examples would be the Dinner & Dancel, Ascot tickets available to family and friends and the Christmas Children's Party which is inclusive of children and grandchildren.
There are various events held to enable teams to socialise and have fun outside of the office. This includes the Christmas Dinner and Dance in the West End in 2008 which was a fantastic event and built on the previous events but at a new venue due to the growth in their employees. Every year they also invite staff and their families to attend Ascot races and interested employees are given free tickets for the premier which includes car parking tickets. As the majority of their work is contract based the teams have milestone celebrations, for example on their Islington contract they had a fantastic celebration event for all individuals involved both from the site and the office.
They employ a full time and dedicated Environmental Manager to instigate and drive through new initiatives within the business. Part of that role is to develop a strategy for the company to pursue its sustainability goals and set stretching targets which build upon the annual environmental objectives and targets. They monitor their waste across the whole business. At their offices they monitor electricity, gas and water consumption. They carry out environmental surveys and also have Green House which is an internal green newsletter which is sent to staff via email to promote environmental initiatives, performance and to advise them of the impact of new legislation. At their Head Office they have provided a small waste recycling facility for their staff to utilise, this facility allows for the collection of cardboard, plastic packaging, paper, glass bottles and tetra pack cartons. They also give to charity and match the sponsorship on activities undertaken by the staff.
Managers and directors value their employees and send emails where customer service or performance has exceeded expectations. Length of service is rewarded after 10, 15 and 25 years. They listen and engage with employees through a survey which takes place bi-annually. Company results are published on the intranet which shows previous results alongside current results. The survey results also provide a comparison, where available, to the 'norm'. Department results are fed back by managers via team meetings and all staff are encouraged to submit suggestions for improvements. Results are also included in half yearly presentations to staff.
Managers and directors value their employees and send emails where customer service or performance has exceeded expectations. Length of service is rewarded after 10, 15 and 25 years. They listen and engage with employees through a survey which takes place bi-annually. Company results are published on the intranet which shows previous results alongside current results. The survey results also provide a comparison, where available, to the 'norm'. Department results are fed back by managers via team meetings and all staff are encouraged to submit suggestions for improvements. Results are also included in half yearly presentations to staff.
Managers and directors value their employees and send emails where customer service or performance has exceeded expectations. Length of service is rewarded after 10, 15 and 25 years. They listen and engage with employees through a survey which takes place bi-annually. Company results are published on the intranet which shows previous results alongside current results. The survey results also provide a comparison, where available, to the 'norm'. Department results are fed back by managers via team meetings and all staff are encouraged to submit suggestions for improvements. Results are also included in half yearly presentations to staff.
Thinktank have an annual staff recognition ceremony, which is a bit of fun with a serious message. Through anonymous peer nominations, all members of staff are recognised in some way for something they personally bring to the organisation. The ceremony is generally held around Christmas, with a gift for all staff too. They hold staff briefings every month where all staff members are invited and each department updates the rest of the company on what they're doing.Iin addition to this, employees are encouraged not to let issues fester and to speak to someone within the company early on, such as their line manager or the HR department, so that the issue can be dealt with quickly.
Staff members feel that they are looked after at Thinktank, with opportunities for career progression and personal development readily available. Support and advice is always on offer so that individuals can attain new skills and progress their career. As Thinktank is always developing new programmes, exhibits and improving accessibility to science, so the staff are encouraged to develop personally and professionally within a forward thinking environment.
Staff members feel that they are looked after at Thinktank, with opportunities for career progression and personal development readily available. Support and advice is always on offer so that individuals can attain new skills and progress their career. As Thinktank is always developing new programmes, exhibits and improving accessibility to science, so the staff are encouraged to develop personally and professionally within a forward thinking environment.
The Nichols Group review each employee's contributions on an annual basis to determine potential salary increases and discretionary bonuses, based on company profitability and individual performance. In addition, a variety of social events are organised to recognise, celebrate and reward individual and team efforts.
The Nichols Group review each employee's contributions on an annual basis to determine potential salary increases and discretionary bonuses, based on company profitability and individual performance. In addition, a variety of social events are organised to recognise, celebrate and reward individual and team efforts.
The Nichols Group review each employee's contributions on an annual basis to determine potential salary increases and discretionary bonuses, based on company profitability and individual performance. In addition, a variety of social events are organised to recognise, celebrate and reward individual and team efforts.
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