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My Company - The level of engagement employees feel with their job and organisation
My Company is what we call an ‘output’ factor, it focuses on people’s ‘love’ and ‘pride’ in working for your organisation.
Now unfortunately you can’t directly make people feel these emotions, but when all of the other seven factors are doing well, people will be far more likely to experience that love and pride ultimately improving the My Company factor as a result.
Workplace Systems Ltd believe the key to communicating the vision is firstly to involve the entire company in the development of the vision in the first instance and secondly to regularly re-enforce the vision with both new starters and existing employees. Consistent with the company culture, Workplace Systems Ltd engaged the entire company in the development of their vision statement and values. They revisit the vision annually to evaluate whether they need to pivot in certain areas; again, feedback from the entire Company is considered when making changes. Workplace Systems Ltd believe the key to communicating the vision is to discuss it regularly and to make it available in multiple media formats. The company communicate it in a number of ways: Face-to-face: the vision statement and values are communicated at offsite company events, at CEO ‘All Hands Briefings' and as a core part of the induction process, on the company intranet: the vision, business plan and values are all available on the intranet (called ‘The Bridge'). Workplace Systems Ltd use other tools, such as TribeHR, to bring the values to life using a recognition/ feedback tool called ‘Kudos', which provides an ongoing opportunity for colleagues to publicly recognise each other's efforts and identify which of the company values those efforts align with by awarding Kudos badges. During the last quarter of 2014 Workplace Systems Ltd held a ‘Values in Action' initiative to promote and recognise the colleagues who had embodied/ delivered the values in the business. These were then promoted via an on-line ‘Values in action' advent calendar.
Workplace Systems Ltd believe the key to communicating the vision is firstly to involve the entire company in the development of the vision in the first instance and secondly to regularly re-enforce the vision with both new starters and existing employees. Consistent with the company culture, Workplace Systems Ltd engaged the entire company in the development of their vision statement and values. They revisit the vision annually to evaluate whether they need to pivot in certain areas; again, feedback from the entire Company is considered when making changes. Workplace Systems Ltd believe the key to communicating the vision is to discuss it regularly and to make it available in multiple media formats. The company communicate it in a number of ways: Face-to-face: the vision statement and values are communicated at offsite company events, at CEO ‘All Hands Briefings' and as a core part of the induction process, on the company intranet: the vision, business plan and values are all available on the intranet (called ‘The Bridge'). Workplace Systems Ltd use other tools, such as TribeHR, to bring the values to life using a recognition/ feedback tool called ‘Kudos', which provides an ongoing opportunity for colleagues to publicly recognise each other's efforts and identify which of the company values those efforts align with by awarding Kudos badges. During the last quarter of 2014 Workplace Systems Ltd held a ‘Values in Action' initiative to promote and recognise the colleagues who had embodied/ delivered the values in the business. These were then promoted via an on-line ‘Values in action' advent calendar.
Workplace Systems Ltd believe the key to communicating the vision is firstly to involve the entire company in the development of the vision in the first instance and secondly to regularly re-enforce the vision with both new starters and existing employees. Consistent with the company culture, Workplace Systems Ltd engaged the entire company in the development of their vision statement and values. They revisit the vision annually to evaluate whether they need to pivot in certain areas; again, feedback from the entire Company is considered when making changes. Workplace Systems Ltd believe the key to communicating the vision is to discuss it regularly and to make it available in multiple media formats. The company communicate it in a number of ways: Face-to-face: the vision statement and values are communicated at offsite company events, at CEO ‘All Hands Briefings' and as a core part of the induction process, on the company intranet: the vision, business plan and values are all available on the intranet (called ‘The Bridge'). Workplace Systems Ltd use other tools, such as TribeHR, to bring the values to life using a recognition/ feedback tool called ‘Kudos', which provides an ongoing opportunity for colleagues to publicly recognise each other's efforts and identify which of the company values those efforts align with by awarding Kudos badges. During the last quarter of 2014 Workplace Systems Ltd held a ‘Values in Action' initiative to promote and recognise the colleagues who had embodied/ delivered the values in the business. These were then promoted via an on-line ‘Values in action' advent calendar.
The company have dedicated internal communications specialists who work with their services to ensure that key messages are communicated to staff in ways that are suited to the various job roles in the organisation. Their intranet is updated on a weekly basis and followed up with weekly news alerts to staff to let them know what's going on. Their Chief Executive sends out a monthly brief with her key updates, also directors sends out their own brief to share updates at a local level. They have television screens displayed within all their office buildings and these show key messages and updates of what's going on at Wigan Council. They also have a text messaging service staff can sign up to receive key updates.
The senior leadership have increased their visibility through top down communications. Their Chief Executive and the leader of the council deliver regular listening sessions throughout the year. This provides staff with an opportunity to share their views and hear directly from the senior leadership team. In addition each director holds similar sessions and shares key messages with staff based in their directorate.
As the company aren't able to give local pay rises they have implemented an online benefits platform named my rewards. The platform is home to all of their local and national discounts and it helps to make their employees money go further. They reward staff that achieve 100% attendance through their attendance reward scheme. The rewards that are available include quarterly and accumulative cash prize draws, recognition letters and an additional paid leave. In addition the council runs an annual staff recognition award scheme named the 'Confident Council Awards' All nominees for the awards are made by other colleagues within the organisation. They have nine award categories this year that support their core behaviours. The awards are: - Apprentice of the Year - Customer Excellence - Giving Something Back - Innovation and Improvement - Manager of the Year - One Team, One Council - Positive Partnership - Staff Deal Ambassador of the Year – Wellbeing.
Since 2014, every existing and new Whitespacer is given a copy of the ‘You Rule Book'. Written and designed by Whitespacers, it covers the company's mission, vision, aims and values and it received a commendation at the Scottish Design Awards. Topics at the bi-monthly agency wide meeting are regularly linked back to the mission, vision and values and all briefs for any internal project or proposal must evidence how they relate to these three things. The values are embedded in the appraisal and 360-degree feedback process. It's not enough for colleagues just to succeed. It's how they succeed that is collated in feedback. Whitespace share their values with potential new clients upfront, and prior to pitches and tenders, they aim to arrange chemistry meetings to assess potential cultural fit. If Whitespace think a client will require them to work against their core values, regardless of potential financial value, they won't proceed, and they have a poster in the bar meaning even on Friday nights, everyone is reminded they need to ‘work hard and be nice to people'!
Since 2014, every existing and new Whitespacer is given a copy of the ‘You Rule Book'. Written and designed by Whitespacers, it covers the company's mission, vision, aims and values and it received a commendation at the Scottish Design Awards. Topics at the bi-monthly agency wide meeting are regularly linked back to the mission, vision and values and all briefs for any internal project or proposal must evidence how they relate to these three things. The values are embedded in the appraisal and 360-degree feedback process. It's not enough for colleagues just to succeed. It's how they succeed that is collated in feedback. Whitespace share their values with potential new clients upfront, and prior to pitches and tenders, they aim to arrange chemistry meetings to assess potential cultural fit. If Whitespace think a client will require them to work against their core values, regardless of potential financial value, they won't proceed, and they have a poster in the bar meaning even on Friday nights, everyone is reminded they need to ‘work hard and be nice to people'!
This Christmas will be Whitespace's third charity fundraising campaign. In their first year, the team of Whitespace Elves sourced an arcade grabber machine, and worked out how their clients could control it from their own desks to program the claw to grab and deliver presents. For everyone who had a go, the company donated £1 to charity, but for skilled operators who grabbed and delivered a present, Whitespace donated £5. This all helped deliver real presents to kids who might not have received anything else. With thousands of site visitors and hundreds of participants, in only two days, Whitespace were able to donate £1,670 to Forth 1's Cash for Kids charity appeal. In 2014, Whitespace started working with global charity Mary's Meals and they realised that by joining forces, they could increase the impact of their Christmas fundraiser. The company gave Whitespace time for free and some Whitespacers also donated their own personal time out of hours. The result was the ‘One More for Christmas campaign'. The cost of a typical Christmas dinner is £16 per person. But for just £12.20, Mary's Meals can provide food for a poverty stricken child in a place of education for an entire year. So Whitespace created a virtual Christmas dinner table and invited people to set a place for £12.20. In a month the company raised over £47,000 - enough to provide 3,300 children with a daily meal for a year. For Christmas 2015 Whitespace are planning to build on this success and reach a higher target.
Wessanen UK encourage everyone at their Beaminster and Camberley sites to take part in our local community. At both locations the company have developed strong links with local schools. With Hawley Primary School, (Camberley), Wessanen UK link in with the school curriculum to run a variety of interactive classes for up to 90 children, teaching them about the importance of nutrition and where different foods come from and what they look like. The class where they learnt and tasted the difference between cow, soya, rice and almond milk was hugely successful! At Beaminster, the company regularly visit local schools and colleges to excite pupils about the world of food manufacturing, talking to them about what we do, the roles and types of careers available. Wessanen UK also take part in IGD's (a food and consumer goods-focused research and training charity) annual “Feeding Britain's Future” initiative, helping 16-24 year olds to find careers in food production. Other community initiatives include supporting local farmers by buying fruit for the offices, and taking part in local fairs. Wessanen UK respond to a wide range of requests and fund-raising activities, including the Bridport First Responder Unit, Scouts, and Cancer Research UK - our Company Charity 2015. The company's community reach extends beyond the UK. As a Fairtrade company they support charities work across the world; in particular on tea estates from where the company's raw materials are sourced. Wessanen UK are RSPO (Roundtable on Sustainable Palm Oil) accredited and they support three CarbonNeutral projects in Madagascar, India and Brazil, sharing regular updates with employees.
Wessanen UK encourage everyone at their Beaminster and Camberley sites to take part in our local community. At both locations the company have developed strong links with local schools. With Hawley Primary School, (Camberley), Wessanen UK link in with the school curriculum to run a variety of interactive classes for up to 90 children, teaching them about the importance of nutrition and where different foods come from and what they look like. The class where they learnt and tasted the difference between cow, soya, rice and almond milk was hugely successful! At Beaminster, the company regularly visit local schools and colleges to excite pupils about the world of food manufacturing, talking to them about what we do, the roles and types of careers available. Wessanen UK also take part in IGD's (a food and consumer goods-focused research and training charity) annual “Feeding Britain's Future” initiative, helping 16-24 year olds to find careers in food production. Other community initiatives include supporting local farmers by buying fruit for the offices, and taking part in local fairs. Wessanen UK respond to a wide range of requests and fund-raising activities, including the Bridport First Responder Unit, Scouts, and Cancer Research UK - our Company Charity 2015. The company's community reach extends beyond the UK. As a Fairtrade company they support charities work across the world; in particular on tea estates from where the company's raw materials are sourced. Wessanen UK are RSPO (Roundtable on Sustainable Palm Oil) accredited and they support three CarbonNeutral projects in Madagascar, India and Brazil, sharing regular updates with employees.
The management team at Wessanen UK recognise their responsibility to lead by example, aligning their behaviours and way of working with the company values. Trust is a ‘given'. The management team speak openly, honestly and directly even when the message is difficult; sharing ideas and information at the earliest opportunity; being inclusive and entrusting people with confidentiality. Wessanen UK aim to create an environment for break-through thinking, where people restlessly look for innovative thinking and approaches, seeking out new things; building on ideas; encouraging individuals to put forward new concepts and viewpoints. The company ask direct, challenging questions: encourage curiosity; inspire active participation and they like everyone to question the status quo. Everyone is treated as a unique person. Wessanen UK remember key events (birthday, anniversaries, holidays); people's families and holidays are considerate and the company are flexible about unique needs or circumstances, they provide help and support and listen to and respect what is said. Wessanen UK ensure they give timely recognition from a sincere ‘thank you' to public recognition and awards. The company feel their role is to inspire and motivate everyone to meet challenges head on and to succeed – to be the best they can. Whatever their role, they develop an in-depth knowledge of their internal and external customers so that they can speak with sincerity. The company treat their suppliers as trusted business partners working in mutual collaboration; setting and meeting high expectations, while being swift to respond to questions. Every day Wessanen UK talk proudly about their products, their quality, as well their company's sustainability credentials.
Wellingborough Homes hold Annual Star Awards. At the annual staff away day, there is the Star Awards ceremony. Which is where staff can nominate their colleagues for awards that are chosen by Senior Managers. Some examples of the awards are: Rookie of The Year, Best Team Player and First Responder. All nominees receive a certificate and a congratulations from the leadership team, and the employee with the most nominations within each category, receives a prize at the ceremony during the away day and a photo with the Chief Executive, just like real award ceremonies! This is particularly effective because team member employees as well as managers, can nominate anyone within the Organisation. Plus, having the Executive Management Team presenting the awards at the away day, then shows the most recognition in front of all staff.
Wellingborough Homes hold Annual Star Awards. At the annual staff away day, there is the Star Awards ceremony. Which is where staff can nominate their colleagues for awards that are chosen by Senior Managers. Some examples of the awards are: Rookie of The Year, Best Team Player and First Responder. All nominees receive a certificate and a congratulations from the leadership team, and the employee with the most nominations within each category, receives a prize at the ceremony during the away day and a photo with the Chief Executive, just like real award ceremonies! This is particularly effective because team member employees as well as managers, can nominate anyone within the Organisation. Plus, having the Executive Management Team presenting the awards at the away day, then shows the most recognition in front of all staff.
Wellingborough Homes hold Annual Star Awards. At the annual staff away day, there is the Star Awards ceremony. Which is where staff can nominate their colleagues for awards that are chosen by Senior Managers. Some examples of the awards are: Rookie of The Year, Best Team Player and First Responder. All nominees receive a certificate and a congratulations from the leadership team, and the employee with the most nominations within each category, receives a prize at the ceremony during the away day and a photo with the Chief Executive, just like real award ceremonies! This is particularly effective because team member employees as well as managers, can nominate anyone within the Organisation. Plus, having the Executive Management Team presenting the awards at the away day, then shows the most recognition in front of all staff.
The staff at Weber Shandwick held an off-site panel discussion with all staff, which involved Senior Management attending the event to do a live Q & A and showcase their favorite campaigns. This allowed the Senior Management team to transfer their knowledge and speak to all employees across all the different practices as to why they believed the campaign of their choice was their favorite. With Digital being one of our transformational pillars within the organisation, the company launched the Digital University which all employees are encouraged to attend, allowing employees to stay up to date with current and up and coming digital trends and skills that they can apply to their roles.
Weber Shandwick have provided a comprehensive learning and development program via a blended learning approach comprising classroom instruction, webinars and online delivery, self-directed learning, on-the-job training and external development support. As an integral part of their Employee Value Proposition, they are providing a variety of training in more flexible ways to meet the unique needs of employees, with 24/7 availability. This year Weber Shandwick launched the Digital University – where Digital experts host training, with curriculums to teach employees at all levels community management skills, content development, social crisis management etc. In addition, weekly updates keep employees up to date with trends and developments in the Digital arena, whilst weekly picks from the company's e-learning platform advises their people on pertinent up-to-the minute training ideas. In addition, the company host fortnightly talks. Weber Shandwick also launched podcasts with inspirational speakers from well-known digital leading companies. In addition, there are workshops on pitching, creativity, digital, strategy, analytics and communications, along with the company's rolling ‘key skills' training covering subjects such as line management, negotiation and writing skills, project management and a suite of finance/commercial skills courses, open to all employees.
All new joiners at Weber Shandwick are invited to attend a bi-monthly CEO breakfast which provides a full overview on the company including its history, details on the vision, mission and values, the company future goals, leadership team, clients and global network. The CEO gives all attendees the opportunity to ask any questions they wish. There is a company induction too, where HR take all new joiners through the company's approach to people encompassing Weber Shandwick's learning and development ethos and programmes, appraisals, career paths and how to get career support.
WaterAid's vision is clear, short and concise, and they frequently communicate it in the concise phrase of “everyone, everywhere by 2030”. This phrase is a constant presence across all internal and external communications, and a particularly effective way of embedding their mission in the consciousness of all WaterAid employees. In their most recent global employee survey, 95% of staff reported having “a good understanding of WaterAid's overall vision and mission”. The company share stories from their work on the ground in their bi-weekly newsletter, at their weekly meetings and via Yammer to ensure that all employees are kept informed of progress and see the impact of their work on achieving the company's mission. WaterAid's mission and vision, and particularly their values are reinforced constantly, for example in their physical office space via posters and other resources, through activities such as their values awards and My WaterAid Week. This is a celebratory week in May, which is themed around their values and including, amongst other things, a cake-baking competition.
WaterAid do a number of different activities as part of Giving Something Back and are currently considering a 'volunteering' day for their staff to get further involved with the local community. The company have a collection annually for the local food bank (this is usually close to Christmas) and many people use their office space to raise funds for their own charities and WaterAid allow the use of their communication channels. They are also part of the Business Improvement District for Vauxhall; this is a group of local businesses who support initiatives to improve the area. The company have recently had a payroll giving day, where they became the first charity to win a platinum award for their management sign up of employees on the scheme. They had 33 of their staff sign up to this on one day. This is a way for staff to contribute to a charity via their salary, under a salary sacrifice scheme, which is tax free. This can be any charity, not just WaterAid.
WaterAid do a number of different activities as part of Giving Something Back and are currently considering a 'volunteering' day for their staff to get further involved with the local community. The company have a collection annually for the local food bank (this is usually close to Christmas) and many people use their office space to raise funds for their own charities and WaterAid allow the use of their communication channels. They are also part of the Business Improvement District for Vauxhall; this is a group of local businesses who support initiatives to improve the area. The company have recently had a payroll giving day, where they became the first charity to win a platinum award for their management sign up of employees on the scheme. They had 33 of their staff sign up to this on one day. This is a way for staff to contribute to a charity via their salary, under a salary sacrifice scheme, which is tax free. This can be any charity, not just WaterAid.
All company staff has free access outside of office hours to the onsite gymnasium, with cardiac, weights and strength machines. Ok, other companies have a gym - but the real innovation at Checkatrade is that they also employ two full time Personal Trainers and every member of staff can have a free Wellness Session in work time every 2 weeks. The take up on gym and nutrition initiative is significant - anecdotal evidence suggests around 80%. Members of staff can chose their own activity at Wellness sessions which include: Personal Training sessions Individual eating plans and nutritional advice Shopping for the right food, Yes the trainer will take staff shopping! Fitness planning and home workout plans Sports injury and general massage Sea swimming sessions .Bike rides Circuits training and regular running sessions. There are Company cricket and football teams, spin classes and self-defence classes. The company have entered running teams into the Chichester Corporate Challenge and regularly organise staff sport challenges. A recent initiative was to open a Common room for employees, free PC and print access, table football, snooker, play station. People use the ‘Hub' for weekly therapeutic craft project evenings and just to relax. It brings people together, and many friendship groups have formed through the gym and the Hub. Mutual support is very strong in the company and doubtless underpins people's wellbeing.
This year the company completed a £350,000 project for Redwood Park School for mentally challenged young adults. It was a complete rebuild of sports changing facilities and swimming pool refurbishment. The company actively promote their generous charity leave policy whereby staff can volunteer for up to a week. One staff member has recently returned from a week at a holiday camp for adults with disabilities and said it was incredibly humbling, rewarding. Through the Checkatrade Foundation, the company support local, national and international causes; they funded a life-saving defibrillator and training for 12 staff at a primary school near their head office in Selsey. Seal School is where many staff went to school or have children there now and the company were delighted to help. They organised a football match at Crawley Town football ground raising money from staff and the public who wanted to play and spectators and raised £1280. This was divided equally between Chestnut Tree House children's hospice and the Nepal appeal following the earthquake. The cheques were presented to both at a recent game. North East: office took part in the Edinburgh 10k while there is a team running the Great South Run at the end of October. They have sponsored local football teams in Newcastle and Chichester with new kit. Staff play on the teams and it's great to see them come together and play regularly.
All company staff has free access outside of office hours to the onsite gymnasium, with cardiac, weights and strength machines. Ok, other companies have a gym - but the real innovation at Checkatrade is that they also employ two full time Personal Trainers and every member of staff can have a free Wellness Session in work time every 2 weeks. The take up on gym and nutrition initiative is significant - anecdotal evidence suggests around 80%. Members of staff can chose their own activity at Wellness sessions which include: Personal Training sessions Individual eating plans and nutritional advice Shopping for the right food, Yes the trainer will take staff shopping! Fitness planning and home workout plans Sports injury and general massage Sea swimming sessions .Bike rides Circuits training and regular running sessions. There are Company cricket and football teams, spin classes and self-defence classes. The company have entered running teams into the Chichester Corporate Challenge and regularly organise staff sport challenges. A recent initiative was to open a Common room for employees, free PC and print access, table football, snooker, play station. People use the ‘Hub' for weekly therapeutic craft project evenings and just to relax. It brings people together, and many friendship groups have formed through the gym and the Hub. Mutual support is very strong in the company and doubtless underpins people's wellbeing.
Values are communicated from first interview through to continuous employment. The Achieve More Together quarterly award is a constant reminder of the importance placed on the values. The values are appraised as part of the annual appraisal process. Posters displaying the values are present in all offices and meeting rooms. The company strategy is not only communicated to all employees, but employees are reminded at regular Communication Meetings of progress, updates and reminders.
Continual training throughout the year. Regular 1:1 meetings with feedback from MD. Team lunches prior to monthly management meetings. HR support to manage consistency and help managers with employee issues. Development Action Plan in place linked to succession planning including all key position in the Vetoquinol Group . Individual coaching as and when required.
The company have Achieve More Together Award which is a quarterly cash bonus of £500 net to reward an employee or team who best display the company values. Nominations are invited from all employees.
The company has participation in the Global Corporate Challenge with www.gettheworldmoving.com. Teams of seven from companies globally participate in the 16-week programme. GCC focuses on encouraging people to increase their daily step count from 3,000 steps a day to 10,000 steps per day. There was a marked increase in lunch time walks, weekend hikes and cycling to work over the summer. They have implemented a technology suite which enables extremely easy home working. Employees have a full range of telephony and video conferencing tools (UCOffice, Skype for Business) and webinar facilities (GoToMeeting) to enable them to work together remotely. Their remote access facilities are second to none, with no tokens/cards required, laptops simply link to employees' broadband with a direct link through to Version 1. Microsoft OneDrive and SharePoint tools allow them to share and work together on documents and proposals seamlessly. All of these tools mean that whether an employee is working from home, from a different office or from a hotel, they have the same easy Version 1 technology experience. This considerably reduces stress and time overheads.
The Version 1 Profit Share is paid quarterly to all eligible employees. This is dependent on them achieving quarterly targets on all three sides of the triangle, namely customer satisfaction, profitability and employee engagement. Maintaining the focus and momentum on these quarterly targets has been a key driver of their success. On average 95% of employees meet the eligibility criteria and payments translate into between 20% - 25% of net profit being shared with employees. The profit share scheme remains one of their biggest ways of saying thank you as each employee receives a letter outlining their quarterly profit share and the total for the year to date. In addition, each letter is personally signed by their COO includes some personalised messages. In 2014, they introduced the Version 1 Growth Share Scheme. This is a share scheme which allows managers to share in the company's growth and for them to become real shareholders. This provided them with extra meaning and connection and has led to 25 additional people actively engaged. In addition to paying for employee referrals, they also offer cinema nights, restaurant vouchers and concert tickets to those who refer someone who is interviewed (even if they don't result in a new hire).
The company has participation in the Global Corporate Challenge with www.gettheworldmoving.com. Teams of seven from companies globally participate in the 16-week programme. GCC focuses on encouraging people to increase their daily step count from 3,000 steps a day to 10,000 steps per day. There was a marked increase in lunch time walks, weekend hikes and cycling to work over the summer. They have implemented a technology suite which enables extremely easy home working. Employees have a full range of telephony and video conferencing tools (UCOffice, Skype for Business) and webinar facilities (GoToMeeting) to enable them to work together remotely. Their remote access facilities are second to none, with no tokens/cards required, laptops simply link to employees' broadband with a direct link through to Version 1. Microsoft OneDrive and SharePoint tools allow them to share and work together on documents and proposals seamlessly. All of these tools mean that whether an employee is working from home, from a different office or from a hotel, they have the same easy Version 1 technology experience. This considerably reduces stress and time overheads.
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