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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.
They strive to ensure that their employees feel rewarded for their efforts. Their ‘My Recognition' scheme allows anyone to send a thank you e-card or nominate anyone else to receive a monetary gift for living their values to a colleague or customer. Local initiatives such as certificates, chocolates or recognition in local newsletters work really well as does a thank you or well done from leaders at every level. Team leaders are trained to recognise the differing motivators for individuals and teams and positive examples are shared. Bonuses can be worth up to 30% of a front line customer service representatives salary, through annual or monthly bonus schemes. Long service awards of up to £1500 are given, depending on length of service. Flexible benefits allow employees to choose the benefits that most suit their lifestyle from shopping vouchers to BUPA cover for families.
They strive to ensure that their employees feel rewarded for their efforts. Their ‘My Recognition' scheme allows anyone to send a thank you e-card or nominate anyone else to receive a monetary gift for living their values to a colleague or customer. Local initiatives such as certificates, chocolates or recognition in local newsletters work really well as does a thank you or well done from leaders at every level. Team leaders are trained to recognise the differing motivators for individuals and teams and positive examples are shared. Bonuses can be worth up to 30% of a front line customer service representatives salary, through annual or monthly bonus schemes. Long service awards of up to £1500 are given, depending on length of service. Flexible benefits allow employees to choose the benefits that most suit their lifestyle from shopping vouchers to BUPA cover for families.
They strive to ensure that their employees feel rewarded for their efforts. Their ‘My Recognition' scheme allows anyone to send a thank you e-card or nominate anyone else to receive a monetary gift for living their values to a colleague or customer. Local initiatives such as certificates, chocolates or recognition in local newsletters work really well as does a thank you or well done from leaders at every level. Team leaders are trained to recognise the differing motivators for individuals and teams and positive examples are shared. Bonuses can be worth up to 30% of a front line customer service representatives salary, through annual or monthly bonus schemes. Long service awards of up to £1500 are given, depending on length of service. Flexible benefits allow employees to choose the benefits that most suit their lifestyle from shopping vouchers to BUPA cover for families.
Kellogg's offers employees a range of choices to create an individual work life balance that works for them. These include part-time working, flexible working hours for all employees, career breaks, home working and flexible benefits. Kellogg's understands all employees are different and have different personal commitments and aspirations which is why they operate a benefit system called ‘CornFlex'. CornFlex can be tailored by each employee to suit their needs and includes a range of benefits such as: childcare vouchers, cycle to work scheme, life insurance, discount on high street stores and the opportunity to buy and sell holidays. Kellogg's believes that creating an environment where work and life commitments can be properly balanced is vital to its success. They continuously monitor the market to ensure the company remains a leader in employee benefits, setting the standards for others to follow.
There are regular events organised by the new Sports and Social Committee to promote a fun environment, including a Sports Day in the summer when teams from each department compete against each other; Christmas Pudding classes where staff can learn how to make a traditional pudding; children's carol concert with Father Christmas; a fun talent competition and subsidised outings such as ice skating, concerts and sports events. Kellogg run a variety of team building events and has run over 20 in the last year. Each event is designed to meet the specific needs of a team and has a clear set of objectives. The team has participated in a variety of exercises using tools such as MBTI to understand each other better, feedback exercises to encourage open and honest feedback and exercises to agree and improve ways of working. All of these sessions have been highly participative and have had a fun element to them.
Kellogg's offers employees a range of choices to create an individual work life balance that works for them. These include part-time working, flexible working hours for all employees, career breaks, home working and flexible benefits. Kellogg's understands all employees are different and have different personal commitments and aspirations which is why they operate a benefit system called ‘CornFlex'. CornFlex can be tailored by each employee to suit their needs and includes a range of benefits such as: childcare vouchers, cycle to work scheme, life insurance, discount on high street stores and the opportunity to buy and sell holidays. Kellogg's believes that creating an environment where work and life commitments can be properly balanced is vital to its success. They continuously monitor the market to ensure the company remains a leader in employee benefits, setting the standards for others to follow.
The Leader and senior management team interact regularly with employees. All managers and directors regularly attend social events with staff by organising and attending social evenings, which involve quiz nights or bowling. All JoJo main offices are open plan and all sites are designed so that break facilities are integrated where all members of staff at different levels can interact during breaks and lunch. This encourages staff to socialise and discuss local or social events and further encourages the open door policy. The company Intranet has a section called 'Ask a director or manager a question'. This encourages employees to ask questions and make comments directly to the relevant head of department.
They take a very informal approach to looking after employee wellbeing. Although they have policies and procedures, they regularly work outside of these to ensure the wellbeing of the employees comes first. For example, they offer enhanced sickness pay, very flexible working hours and home visits as often as the employee would like. Some members of staff contact senior managers and directors outside of the normal working hours for chats of support or encouragement, a practice that is very unique to JoJo and encouraged at all times. They conduct annual audits across the company to measure any stress levels and ensure all employees are achieving a good work/life balance. Many employees have the ability to log in to their desks from home which permits them to be more flexible. Employees are encouraged to leave work on time and all holiday must be taken each year. In special circumstances employees are given additional time off for special occasions or sabbaticals. Parents are encouraged to return to work and take up part time roles and JoJo has a large proportion of part time roles which works well for parents. There are events organised throughout the year which always involve family members.
JoJo contributes to numerous small charities which are based in the local vicinity of the JoJo stores. For example, they give a Christmas gift to all the children in care in Torfean, the borough local to the head office. These presents are collected up from the design studio and the head office and generous stockings are made up from items taken from stock. The senior designer at the London Design Studio has been designated Environmental Champion for the company and has been pro-active in implementing a company policy on environmental issues, ensuring that every element of design and production takes its environmental impact into consideration. They have an informal system of monitoring their effects on the environment and are constantly striving to reduce their impact. Such attempts have included ensuring that all packaging is responsibly sourced, reducing the amount of packaging and keeping the chemicals used to a minimum. The company re-uses as many materials as possible, including packaging and bubble wrap and all paper, cardboard, plastics and cans are recycled. The company has also introduced the Government bike scheme to encourage employees to cycle to work
Colin Forrest, the Chief Executive at ISG Pearce, attends every new employee induction session, is visible sitting along side other employees at the head office and will answer any question posted to him on the "ask Colin" intranet forum. He also holds a Q&A session at each of the twice a year business presentations and is happy to be put on the spot and address any issues or concerns or general comments made by employees within all levels in the company. At least one member of the Executive team will always attend the company social events organised.
Colin Forrest, the Chief Executive at ISG Pearce, attends every new employee induction session, is visible sitting along side other employees at the head office and will answer any question posted to him on the "ask Colin" intranet forum. He also holds a Q&A session at each of the twice a year business presentations and is happy to be put on the spot and address any issues or concerns or general comments made by employees within all levels in the company. At least one member of the Executive team will always attend the company social events organised.
Any member of staff can undertake a Performance Development Plan (PDP) to plot their progress through ‘career pathways'. The purpose of the PDP could be for career progression, technical or soft skills development in a current role. They also provide their employees with extensive training such as commercial awareness training for all site staff to improve knowledge of contracts and ISG Pearce commercial processes, equality and diversity training and operational processes training to maximise consistency in the use of ISG Pearce systems and processes across all sites. They also offer training of a variety of soft skills such as assertiveness, conflict avoidance and stress management and avoidance, all of which their delegates have found to be useful at both work and home. The ISG Pearce Graduate Training Scheme includes a structured 2 year programme that develops graduates' technical knowledge and skills and improves their awareness of the company and construction industry in general.
Employees are rewarded and recognised for their efforts. Managers are encouraged to acknowledge good performance directly with their staff. Milestone recognition is given and usually takes the form of a celebratory event and a gift and instant recognition is usually by email.
Employees are rewarded and recognised for their efforts. Managers are encouraged to acknowledge good performance directly with their staff. Milestone recognition is given and usually takes the form of a celebratory event and a gift and instant recognition is usually by email.
Employees are rewarded through various means. There is an appraisal process in place during which employees and managers are encouraged to give balanced feedback. All employees are also eligible for a bonus. This is directly performance related therefore recognises those who have achieved.
There is a quarterly Vision session run by the executive team in the US with full video conferencing around global Hitachi Data Systems sites. There are also Townhall sessions run by the UK leadership team twice a year.
Under the Hats Off awards program, employees can nominate their colleagues for awards that recognise their efforts and achievements. As well as rewarding employees, this also serves to form stronger bonds between teams.
Hitachi Data Systems have an on line management resource centre, providing a central hub for all people related transactions, performance management, management development tools and compensation planning. All managers also have access to Skillsport, an on-line training resource that can be accessed at any time to develop a wide range of management skills.
The Leader lives the culture of the business and shows respect to all his staff. On his visits he goes around and talks to all his staff and understands the company is nothing without a strong engaged work force. All sites are open plan and all managers' doors must be left open unless a private meeting is in progress which encourages an open culture. Managers communicate through weekly monthly meetings and when required.
The Leader lives the culture of the business and shows respect to all his staff. On his visits he goes around and talks to all his staff and understands the company is nothing without a strong engaged work force. All sites are open plan and all managers' doors must be left open unless a private meeting is in progress which encourages an open culture. Managers communicate through weekly monthly meetings and when required.
There has been inspirational leadership training for over forty senior managers over the last year. Managers are supported through access to resources on the intranet site. They also receive internal coaching and mentoring from Human Resources and group managers as well as 360 feedback.
Potential managers within the organisation are identified early on and given the nurturing and support that they need to move up to higher levels. Managers are mentored by more senior staff from within Hereford Sixth Form College whilst also extending the mentoring process through other sixth form colleges. Managers are also encouraged to attend any West Midlands management and teacher groups to extend and share their knowledge.
Potential managers within the organisation are identified early on and given the nurturing and support that they need to move up to higher levels. Managers are mentored by more senior staff from within Hereford Sixth Form College whilst also extending the mentoring process through other sixth form colleges. Managers are also encouraged to attend any West Midlands management and teacher groups to extend and share their knowledge.
Potential managers within the organisation are identified early on and given the nurturing and support that they need to move up to higher levels. Managers are mentored by more senior staff from within Hereford Sixth Form College whilst also extending the mentoring process through other sixth form colleges. Managers are also encouraged to attend any West Midlands management and teacher groups to extend and share their knowledge.
All managers including the CEO operate an open door policy and work in close proximity to their teams. New employees are invited to meet the CEO and senior leaders over specially convened buffet lunches and staff also have the chance to ask the leaders questions through the staff council. The CEO, Shaun Reason always makes an effort to talk to staff, not only about work but finds common ground on a personal level too. He invites criticism and responds to this by not acting defensively but by explaining/upholding the decision/action or by taking action to address the issue raised. He has also introduced a staff suggestion scheme that can be accessed anonymously which he personally deals with.
All managers including the CEO operate an open door policy and work in close proximity to their teams. New employees are invited to meet the CEO and senior leaders over specially convened buffet lunches and staff also have the chance to ask the leaders questions through the staff council. The CEO, Shaun Reason always makes an effort to talk to staff, not only about work but finds common ground on a personal level too. He invites criticism and responds to this by not acting defensively but by explaining/upholding the decision/action or by taking action to address the issue raised. He has also introduced a staff suggestion scheme that can be accessed anonymously which he personally deals with.
Employees are encouraged to organise and get involved with fundraising activities. Activities undertaken by employees have included a sky dive, swimathon and staff have also helped to decorate a youth centre and supported opportunity days for young people with learning difficulties and disabilities. The company is very much part of the community support infrastructure within and beyond Hertfordshire and they recruit local people where they can. HCS have an Environmental and Health & Safety Committee that meets regularly, with staff representatives from across the company. They have been instrumental in introducing their 'no-personal bin' policy and reducing their electricity usage with a 'lights off' campaign.
Their communication strategy ensures that the leaders of the firm interact and communicate with staff at all levels, for example the three year strategy was rolled out not just to the partners but to all staff. The leaders believe in empowering employees whilst giving full support, for example the Chief Executive fully supports the Healthy Working Lives committee and Health and Safety committee, however he allows more junior employees to manage the groups. The leaders are actively involved in staff meetings, department meetings, and Practice Group meetings and attend the social events which are open to all levels of staff. The leaders ensure that they action feedback and suggestions of staff. All offices are open plan and they operate an open door policy throughout. There are half year presentations which take place twice a year to all staff in a local venue with drinks and canapés provided afterwards so that staff can ask questions informally.
The firm is committed to the welfare of employees and as part of this; they achieved recognition through the Healthy Working Lives award, aimed at promoting health awareness and healthy activity at work and out of work. They understand that it can be difficult to balance a healthy lifestyle with work and therefore a number of initiatives resulted in them achieving this award, including nutrition seminars, promotion of physical activity, and smoking cessation group. These were received very positively by staff and in turn have boosted morale and reduced absence levels. The firm encourages work-life balance and operates a flexible working policy. Their culture very much supports family life and they currently have twenty employees working flexible hours, part time hours or reduced hours. They also understand that when they are funding further qualifications that it can be difficult to balance this with work and home life, which is why they offer paid study leave for those undertaking qualifications with them.
Their communication strategy ensures that the leaders of the firm interact and communicate with staff at all levels, for example the three year strategy was rolled out not just to the partners but to all staff. The leaders believe in empowering employees whilst giving full support, for example the Chief Executive fully supports the Healthy Working Lives committee and Health and Safety committee, however he allows more junior employees to manage the groups. The leaders are actively involved in staff meetings, department meetings, and Practice Group meetings and attend the social events which are open to all levels of staff. The leaders ensure that they action feedback and suggestions of staff. All offices are open plan and they operate an open door policy throughout. There are half year presentations which take place twice a year to all staff in a local venue with drinks and canapés provided afterwards so that staff can ask questions informally.
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