Catch up now
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.
The Firm makes a Christmas gift to secretaries and support staff, of John Lewis vouchers, a fully paid for Christmas Party is thrown for all staff each year. Those who have worked tremendously hard are also rewarded with an extra bonus.
The company send HR staff to schools to prepare them for interviews. Trainee Solicitors are sent to Testwood College to speak to students who may wish to pursue a career in law. The company run a work experience scheme each year for students. The Paris Smith Choir help raise money at Christmas for charity by singing at shopping Malls. The company take part in donating Christmas presents for disadvantaged children each year.
The company send HR staff to schools to prepare them for interviews. Trainee Solicitors are sent to Testwood College to speak to students who may wish to pursue a career in law. The company run a work experience scheme each year for students. The Paris Smith Choir help raise money at Christmas for charity by singing at shopping Malls. The company take part in donating Christmas presents for disadvantaged children each year.
Last year the company took the decision to provide all our employees, regardless of service length or job seniority with private medical insurance. After a full market review, the company selected Vitality because of its heavy focus on wellness, not just on looking after employees when they're not well. As part of our PMI cover, the employees can take advantage of heavily-discounted spa days and breaks, and gym memberships which promote relaxation and lower levels of stress. They are also rewarded for having a healthier, more active lifestyle, with free cinema tickets, iTunes credits and Starbucks drink incentives, as well as receiving discounts with a variety of retailers. Employees can also select heavily discounted private medical insurance for their families as part of the flexible benefits package, subsidised by their flexible benefits allowance. The company also has an employee wellbeing programme called “Opus Energise” through which they promote physical activity, healthy eating, good mental health and stress management, all of which contribute to general wellbeing and therefore lower levels of stress.
The company has a comprehensive performance management scheme which is designed to encourage, recognise and reward high performance throughout the business. The scheme also encourages employees to put the company values into practice in their day-to-day roles. Every employee is given a copy of "A useful guide to Opus Energy's Performance Management Scheme" during their induction when they attend a training session about the scheme. Each employee is responsible for their own performance and progress with guidance and support from their manager. The performance management scheme works on a six-monthly cycle and at the end of each six-month period each employee's performance is scored out of 10, which is applied as a percentage of the salary paid to the employee during the six-month period. This is then paid as a performance-related bonus. The three areas that are measured as part of the bonus calculation are "individual objectives", "team targets" and "competencies".
Every month a group of our employees go to Rainbows Hospice for Children and Young People to volunteer as a team. This can involve speaking to supporters on the phones, doing fundraising admin or even packing orders from Rainbows' Christmas catalogue! As part of the local community recruitment initiative, the company work with Northampton College to source and develop apprentices for their apprenticeship scheme, they take on between 5 and 10 apprentices per year on permanent contracts. The company's HR and Resourcing teams were recently involved in a pilot run by the Northamptonshire Enterprise Partnership aimed at improving career guidance, employability and aspiration within the county. The teams spent time in local schools with students and teachers helping them to improve their skills and business understanding. The pilot has now been signed off and is in the process of being introduced across the country. The company have also supported nationwide initiatives such as Women in Engineering week, where employees visited a local Oxford school, and Small Business Advice week, where some of our internal business area experts contributed articles to our website that offers free advice for small and medium enterprises.
The company use the Salesforce Chatter to encourage employees to communicate; there are separate groups for different teams. The company circulate a staff update each month which has an area for each department to provide information on their own area and what it has been up to over the course of the month. The Company also cover costs of one team event per quarter for all teams, on top of group-wide events that take place twice a year. They also hold management meetings every month after each directors meeting and each team then has follow on meetings thereafter to encourage regular communication between directors and the wider team.
The company use the Salesforce Chatter to encourage employees to communicate; there are separate groups for different teams. The company circulate a staff update each month which has an area for each department to provide information on their own area and what it has been up to over the course of the month. The Company also cover costs of one team event per quarter for all teams, on top of group-wide events that take place twice a year. They also hold management meetings every month after each directors meeting and each team then has follow on meetings thereafter to encourage regular communication between directors and the wider team.
The company offer support for all staff in all roles to undertake qualifications relevant to their role. They also provide soft skills training for all staff, needs identified by way of reviews three times a year with all staff. The company like to encourage people to take on as much responsibility as possible as they believe people learn from experience. One E Group give people autonomy in exchange for accountability and find this is the best way for people to develop. They are not afraid of people making mistakes as this is how they learn.
As an open and transparent business, Omni utilises an array of working practices to boost team interaction - including weekly and monthly meetings across all business units. The most notable example of this is the weekly Account Manager meetings which are dedicated to providing employees the opportunity to raise operational and workplace challenges they're currently experiencing within a supportive forum. Once an issue has been raised, and a round of questions posed, each Account Manager is given an opportunity to suggest a solution in a bid to reach a successful outcome. Omni believes that inclusive initiatives such as this not only create new two-way channels of communication within a team, but also builds trust among employees and ultimately enhances employee engagement and productivity.
As an open and transparent business, Omni utilises an array of working practices to boost team interaction - including weekly and monthly meetings across all business units. The most notable example of this is the weekly Account Manager meetings which are dedicated to providing employees the opportunity to raise operational and workplace challenges they're currently experiencing within a supportive forum. Once an issue has been raised, and a round of questions posed, each Account Manager is given an opportunity to suggest a solution in a bid to reach a successful outcome. Omni believes that inclusive initiatives such as this not only create new two-way channels of communication within a team, but also builds trust among employees and ultimately enhances employee engagement and productivity.
As an open and transparent business, Omni utilises an array of working practices to boost team interaction - including weekly and monthly meetings across all business units. The most notable example of this is the weekly Account Manager meetings which are dedicated to providing employees the opportunity to raise operational and workplace challenges they're currently experiencing within a supportive forum. Once an issue has been raised, and a round of questions posed, each Account Manager is given an opportunity to suggest a solution in a bid to reach a successful outcome. Omni believes that inclusive initiatives such as this not only create new two-way channels of communication within a team, but also builds trust among employees and ultimately enhances employee engagement and productivity.
Omega is committed to making a difference to their employees by celebrating ownership that inspires them to build their legacy. Omega want to be the company everyone wants to join and no one wants to leave. This year the company developed an organisational development strategy that drove 3 key areas; Insight into self, understanding others, and delivering results. The company created an innovative pilot leadership development program aligned to these 3 areas; that is a blend of classroom, experimental, learning circle learning and supported with coaching. Each delegate was nominated for their personal skills and attributes as well as their alignment to the company's values. The company is currently working with the Institute leadership and Management development to have this program accredited and as it is a pilot program we are working with the delegates to code sign and evolve for cohort 2 in 2016- further demonstrating our commitment to working as one team to drive perfection.
The company's Make a Difference mission has remained true since their GM started in the business. The company is consistent in how they reference this for their consumers, customers, suppliers and employees alike. The Company Values were not defined top down but were developed by a group of employees from across the business. The Company Values are not on a wall, unforgotten or reminded about once a year. Instead, they are integrated tin every day as a reference to HOW they should run the business. The Company has a Values Charter which defines the standards they should expect of each other in reference to the outrageous ambition “T200” was launched two years ago, combined with a profit share scheme which means all employees can gain from a share in the business should the company hit certain profit targets.
Omega is committed to making a difference to their employees by celebrating ownership that inspires them to build their legacy. Omega want to be the company everyone wants to join and no one wants to leave. This year the company developed an organisational development strategy that drove 3 key areas; Insight into self, understanding others, and delivering results. The company created an innovative pilot leadership development program aligned to these 3 areas; that is a blend of classroom, experimental, learning circle learning and supported with coaching. Each delegate was nominated for their personal skills and attributes as well as their alignment to the company's values. The company is currently working with the Institute leadership and Management development to have this program accredited and as it is a pilot program we are working with the delegates to code sign and evolve for cohort 2 in 2016- further demonstrating our commitment to working as one team to drive perfection.
Octink strives to work in close partnership with the local community and directors and employees alike are actively involved in our community activities. Our CEO, Will Tyler is Chairman of Spark, a charity that creates links between local schools and businesses to improve the employability of young people. While our MD, Mike Freely is a Director of Cultivate London, an innovative urban farm and social enterprise based across multiple derelict sites in West London. These partnerships with Spark and Cultivate London reflect our wider community commitment. To helping improve the employability of young people in the community by giving them opportunities to gain work experience and develop new skills. In the last 12 months the company has invested a combination of employee volunteering time, cash donations and work in kind donations to the value of over £15,000.
Octink strives to work in close partnership with the local community and directors and employees alike are actively involved in our community activities. Our CEO, Will Tyler is Chairman of Spark, a charity that creates links between local schools and businesses to improve the employability of young people. While our MD, Mike Freely is a Director of Cultivate London, an innovative urban farm and social enterprise based across multiple derelict sites in West London. These partnerships with Spark and Cultivate London reflect our wider community commitment. To helping improve the employability of young people in the community by giving them opportunities to gain work experience and develop new skills. In the last 12 months the company has invested a combination of employee volunteering time, cash donations and work in kind donations to the value of over £15,000.
Octink strives to work in close partnership with the local community and directors and employees alike are actively involved in our community activities. Our CEO, Will Tyler is Chairman of Spark, a charity that creates links between local schools and businesses to improve the employability of young people. While our MD, Mike Freely is a Director of Cultivate London, an innovative urban farm and social enterprise based across multiple derelict sites in West London. These partnerships with Spark and Cultivate London reflect our wider community commitment. To helping improve the employability of young people in the community by giving them opportunities to gain work experience and develop new skills. In the last 12 months the company has invested a combination of employee volunteering time, cash donations and work in kind donations to the value of over £15,000.
All employees have a good understanding of EVP as they actively particpated in its construction. It is through EVP that they communicate their primary purpose, values and ambitions in a succinct way. The annual sales conference seeks to provide clarity and reinforcement of values, mission, strategic objectives and ambitions for the forthcoming year and beyond. It also recognises outstanding performance and celebrates successes - all are aligned to the mission, values and vision. Integral to how they live the mission, values and vision is to ensure they are always at the forefront of their minds when operating day to day, leading their people, making decisions, engaging with candidates and clients and interacting with others through social media and other media. Through annual employee engagement survey they gain a better understanding of what is important to the people and where we may have become 'out of touch' . This allows the company to address key areas and focus on driving a high performance culture focused on a single vision.
They work with all managers to improve their business performance through a combination of understanding themselves and understanding how to achieve improved staff performance. The business employs a number of approaches to supporting and developing the management team. An appraisal process which focuses on providing constructive feedback on individual and team performance and setting the development objectives for the forthcoming half year. A 360 degree feedback tool which gives employees an opportunity to ‘score' their managers. An exit interview process which gives constructive feedback on how they could improve in employee engagement efforts, and particularly how managers could maximise the value they get from their employees. A mentoring programme for all employees, including management, which gives the leaders in the organisation an additional support network outside the work environment. A regular weekly team meeting for all management is held to provide a forum for discussing business challenges and gleaning advice and feedback on work in progress. Frequent feedback and coaching is available to all managers on a regular basis- this performance feedback should identify skill gaps, leading to training and future improvement.
All employees have a good understanding of EVP as they actively particpated in its construction. It is through EVP that they communicate their primary purpose, values and ambitions in a succinct way. The annual sales conference seeks to provide clarity and reinforcement of values, mission, strategic objectives and ambitions for the forthcoming year and beyond. It also recognises outstanding performance and celebrates successes - all are aligned to the mission, values and vision. Integral to how they live the mission, values and vision is to ensure they are always at the forefront of their minds when operating day to day, leading their people, making decisions, engaging with candidates and clients and interacting with others through social media and other media. Through annual employee engagement survey they gain a better understanding of what is important to the people and where we may have become 'out of touch' . This allows the company to address key areas and focus on driving a high performance culture focused on a single vision.
Their homes represent one in every 10 households in North Devon, a picturesque holiday destination masking the real levels of significant deprivation in the area. As a community landlord much of their social responsibility is delivered through their community development activities. This work focuses around young people with estate-based youth clubs acting as a platform for interventions aimed at increasing educational aspirations, building resilience and assisting in the transition from school to work. The company can proudly state that 100% of the young people within the project have found paid employment and/or college places when leaving school. Their work is well documented within the independent evaluation undertaken by St Mark & St John University (December 2014). Dr Cooper remarked “The developing young communities approach is clearly influenced at leadership level by NDH's commitment to ‘create communities where people want to live'.” Within the evaluation links are also made with their family work in the wider community where they tackle debt, fuel and food poverty and social exclusion. Partners recognise their commitment to their social responsibility, acknowledging they deliver evidenced impact and value for money.
North Devon Homes believe that “culture” and “business objectives” require equal investment to enable them to deliver their vision. They invest a great deal of their leadership time on getting the culture right and have developed “Team ndh” as their culture. Team ndh drives the values, leadership, training and is “the way they do things ”. The company overlay this with their business objectives. They use Great Game of Business principles to help them embed this approach, Principles are based on the belief that to achieve success every employee should: understand the numbers enough to know what business success looks like, be expected and enabled to act on their knowledge to improve performance and have a direct stake in the company's success and risk of failure.
North Devon Homes believe that “culture” and “business objectives” require equal investment to enable them to deliver their vision. They invest a great deal of their leadership time on getting the culture right and have developed “Team ndh” as their culture. Team ndh drives the values, leadership, training and is “the way they do things ”. The company overlay this with their business objectives. They use Great Game of Business principles to help them embed this approach, Principles are based on the belief that to achieve success every employee should: understand the numbers enough to know what business success looks like, be expected and enabled to act on their knowledge to improve performance and have a direct stake in the company's success and risk of failure.
Company Show and Tell + Beer & Lightening sessions take place fortnightly on a Friday afternoon. The sessions promote a culture of shared learning and enhance internal communication across departments whilst enjoying a cold beer and snacks. Development and Operations teams present news around completed features, product updates and roadmap progress as well as new ideas, technologies and learning from conferences and personal self development. Sales and Marketing teams share emerging industry trends, competitor analysis and customer case-studies. HR , Finance and other support functions hold regular slots to provide insight on new-initiatives and processes. A monthly podcast was introduced to pull together interesting stories, interviews and the latest news and updates from across the business - essentially something to bridge the gap between the quarterly company meeting and day to day communications. The most popular podcast to date included an interview with NewVoiceMedia's founder and CTO Ashley Unitt who shared why he started the company and his visions for the future.
Company Show and Tell + Beer & Lightening sessions take place fortnightly on a Friday afternoon. The sessions promote a culture of shared learning and enhance internal communication across departments whilst enjoying a cold beer and snacks. Development and Operations teams present news around completed features, product updates and roadmap progress as well as new ideas, technologies and learning from conferences and personal self development. Sales and Marketing teams share emerging industry trends, competitor analysis and customer case-studies. HR , Finance and other support functions hold regular slots to provide insight on new-initiatives and processes. A monthly podcast was introduced to pull together interesting stories, interviews and the latest news and updates from across the business - essentially something to bridge the gap between the quarterly company meeting and day to day communications. The most popular podcast to date included an interview with NewVoiceMedia's founder and CTO Ashley Unitt who shared why he started the company and his visions for the future.
Company Show and Tell + Beer & Lightening sessions take place fortnightly on a Friday afternoon. The sessions promote a culture of shared learning and enhance internal communication across departments whilst enjoying a cold beer and snacks. Development and Operations teams present news around completed features, product updates and roadmap progress as well as new ideas, technologies and learning from conferences and personal self development. Sales and Marketing teams share emerging industry trends, competitor analysis and customer case-studies. HR , Finance and other support functions hold regular slots to provide insight on new-initiatives and processes. A monthly podcast was introduced to pull together interesting stories, interviews and the latest news and updates from across the business - essentially something to bridge the gap between the quarterly company meeting and day to day communications. The most popular podcast to date included an interview with NewVoiceMedia's founder and CTO Ashley Unitt who shared why he started the company and his visions for the future.
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.
