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.
Individual wellbeing is the first agenda item at every one-to-one meeting between manager and employee. The organisation subscribes to an external and confidential employee assistance programme for every colleague and member of their household, as a free benefit, to help deal with any issues that they have in their work and personal lives.
Autosmart International consider feedback to be a gift to drive improvement. The Senior Management Team always want to know, “What can I do even better?”, and they actively seek feedback from all employees. All staff also complete “The Deal Between Us” training based on the culture and values of the organisation.
The HR and Management Teams operate an open door policy, encouraging employees to feel comfortable speaking with them about any issues. The HR Manager also reports on ‘hot spots’ generated by company data, engaging with managers to ensure that all employees are provided with the opportunity to love working for, and grow within, the organisation.
KP Snacks demonstrates its commitment to fair treatment through financial support initiatives in collaboration with Grocery Aid, offering financial grants and a one-off cost of living payment to colleagues earning £35,000 or less per annum.
KP Snacks' leadership ensures transparency and clarity through regular updates on the KP4ME portal and on-site townhall meetings. They promote organisational values and provide strategic direction, enhancing employee engagement.
KP Snacks' 'Community Heroes' initiative encourages employees to support local community projects. Additionally, the company's sustainable strategy, 'People & Planet', highlights its commitment to environmental responsibility.
Morson Group's managers provide robust support to its teams, with initiatives like the HR for Line Managers course and regular 'HR Check-ins' fostering open communication and effective issue resolution.
Morson Group's commitment to wellbeing is demonstrated through its weekly yoga sessions, mental health first aider training, and comprehensive menopause support framework, all aimed at fostering a supportive and caring environment.
Leadership at Morson Group is proactive and responsive, with regular town halls, focus groups and one-to-one sessions with C-suite directors ensuring that employees at all levels have a voice in company policy.
The 'Essential Management Skills' and 'Passport to Personal Growth' initiatives demonstrate the company's commitment to personal development, helping employees understand their learning styles and career aspirations.
The organisation invests in the wellbeing of its employees, with regular physical activities, mental health first aiders and wellbeing weeks centred on mental health awareness.
The CEO, Helen Browning, regularly holds sessions with department heads, focusing on their skills development, demonstrating a strong and engaged leadership.
UK Coaching’s new check-in process (regular informal performance management reviews) allows leaders to discuss the organisation’s values with their staff and how they are being brought to life in their everyday work.
Team Time Out days are two-day events that bring together the entire company. The last Team Time Out had the theme of A Festival of Learning where the organisation redecorated the office with music festival props and colleagues came dressed in festival-themed clothing.
Youth Sports Trust prioritises employee wellbeing with initiatives like Wellbeing Champions, Active 30 team, and Menopause Champions. It has also developed a Wellbeing policy and a Wellbeing Charter to support its staff's mental, emotional, and social wellness.
Leadership at the Trust is committed to living out the organisation's values, promoting them during corporate inductions, training, and staff reward programmes. They further demonstrate responsibility through the creation of an employee engagement action plan.
Youth Sport Trust gives back to society through initiatives like the Generation Charnwood project, which focuses on enhancing the wellbeing and life chances of local young people. The organisation also promotes sustainable and active lifestyles through staff wellbeing initiatives.
Oryx Align supports personal growth by providing a variety of training courses through Udemy licenses and internal training sessions. The company's focus on individual development plans and the promotion of internal talent underscores its commitment to growth.
In addition to private healthcare and pension contributions, Oryx Align supports its employees through financial contributions to help with energy bills. This commitment to fair treatment extends to free financial advice through its partnership with Schroders.
Oryx Align's leadership team ensures transparency and alignment through regular company update meetings, led by the CEO. The company's values are reinforced through a 'Living our Values' award at the annual awards ceremony.
Four social committees have their own events fund to organise get-togethers in and around the Trust's offices in London, Belfast, Edinburgh and Cardiff, from festive and Halloween parties to bake sales and other fundraising activities. There are also virtual events, from wellbeing activities to one celebrating the Trust's 30th birthday.
'Getting to know our leaders' sessions have been introduced, with colleagues interviewing them about their career journey. The idea is to inspire those keen to progress at the Trust. The organisation has also invested in a new Learning and Development Manager to help staff map their career paths and identify training needs.
There are plans for listening groups across the Trust to dig deeper into engagement survey results. The leadership team wants to understand better why people feel the way they do, so they can address the issues and make plans to resolve them in a meaningful and impactful way.
The company takes a transparent approach to business with regular team catch-ups, weekly management meetings – which managers can take from to brief their staff – and monthly all-employee calls. The purpose is to update them on strategy and performance and allow them to ask questions anonymously if they’d prefer.
Employees are involved in company life before they start, with invitations to lunch and social events. During their induction period, they meet all department heads and have regular HR catch-ups. There’s also an induction survey after four weeks for the new starter to give feedback on their experience and suggest improvements.
The company’s at the start of its journey to becoming more sustainable with a new employee-led sustainability group looking into areas such as reducing carbon footprint and giving back to the community. The IT reseller is also working with local charity Young Gloucestershire and the British Red Cross as their charity partners of the year.
Employees at Age Well East are provided with opportunities for personal development through Reflective Practice sessions and one-to-one meetings, where they can express their interest in specific training or skills enhancement.
The organisation prioritises employee wellbeing by offering an Employee Assistance Programme, wellbeing seminars and maintaining a menopause policy. This demonstrates its commitment to supporting employees in managing work-life balance and personal health.
Leadership at Age Well East is characterised by transparency and regular communication with the team. Monthly updates from the CEO and an open-door policy from leaders create a supportive and engaging work environment.
