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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.
Networks First believe strongly in giving back, and they currently have a number of initiatives in place to help raise money for their local chosen charity, Birmingham's Children's Hospital. These include: Tuck Shop - a variety of items are on sale to employees via Networks First's own 'tuck shop' including items such as; chocolate, sweets, crisps, popcorn, cans of pop, flavored water etc. Suggested donations are provided, and there is an honesty box for people to make their donation for an item. All profits go to the company's chosen charity BCH. Bake-Off - Throughout the the Entertainments Committee set dates for a bake off between employees in the office. Employees then donate a cake(s) on the day, which get entered into a competition for the chance to win vouchers for the Tuck Shop and a certificate that Mary Berry would be proud of! Employees then make a donation for a slice of cake. Employees can chose to bring in shop cakes, but these are not entered in the competition.
Networks First believe strongly in giving back, and they currently have a number of initiatives in place to help raise money for their local chosen charity, Birmingham's Children's Hospital. These include: Tuck Shop - a variety of items are on sale to employees via Networks First's own 'tuck shop' including items such as; chocolate, sweets, crisps, popcorn, cans of pop, flavored water etc. Suggested donations are provided, and there is an honesty box for people to make their donation for an item. All profits go to the company's chosen charity BCH. Bake-Off - Throughout the the Entertainments Committee set dates for a bake off between employees in the office. Employees then donate a cake(s) on the day, which get entered into a competition for the chance to win vouchers for the Tuck Shop and a certificate that Mary Berry would be proud of! Employees then make a donation for a slice of cake. Employees can chose to bring in shop cakes, but these are not entered in the competition.
Networks First believe strongly in giving back, and they currently have a number of initiatives in place to help raise money for their local chosen charity, Birmingham's Children's Hospital. These include: Tuck Shop - a variety of items are on sale to employees via Networks First's own 'tuck shop' including items such as; chocolate, sweets, crisps, popcorn, cans of pop, flavored water etc. Suggested donations are provided, and there is an honesty box for people to make their donation for an item. All profits go to the company's chosen charity BCH. Bake-Off - Throughout the the Entertainments Committee set dates for a bake off between employees in the office. Employees then donate a cake(s) on the day, which get entered into a competition for the chance to win vouchers for the Tuck Shop and a certificate that Mary Berry would be proud of! Employees then make a donation for a slice of cake. Employees can chose to bring in shop cakes, but these are not entered in the competition.
The company have invested in a bespoke leadership development programme "Talent Unlimited", in order to develop the skills of senior leadership team. The programme focuses on authenticity and both technical and behavioural skills to enhance individual capability. All managers are provided with appraisal training, focusing on the appraisal process but more importantly, how to deliver an effective appraisal so that individuals leave the meeting feeling motivated regardless of the topics covered. In addition to this, they have also recently invested in line - management training, this is for current line manager and those likely to be promoted in the near future into a managerial role. This is to ensure they have the required capabilities before taking on the responsibility. The course covers recognising everyone as an individual whilst highlighting the importance of treating everyone fairly, delegation, motivation and how and when to have difficult conversations.
They have run internal comms campaigns and postcard desk drops to reiterate the mission, vision and company values. They also feature in appraisal forms to ensure that employees are living and breathing our shared goals.
They have run internal comms campaigns and postcard desk drops to reiterate the mission, vision and company values. They also feature in appraisal forms to ensure that employees are living and breathing our shared goals.
Employee Connect Nationwide has a group of 1,000+ employees called Employee Connect. The virtual group influence business decisions by being consulted on ongoing issues including product design, service improvements, marketing and employee campaigns. The company creates bespoke employee apps to foster greater interaction. For the Annual Awards 2015, the event app had 96% of employee finalists logged in, 796 photos posted, 969 comments, 1,232 status updates, 4,274 likes and over 55,000 visits. The retail division comprises 9,000 employees across 700+ branches and sites. To connect those employees the company have created a Virtual Retail Expo, which enables people to have a better understanding of what other Retail teams do, key contacts, latest news and product information. Corporate cascade Nationwide's five year Corporate Plan is announced internally in April each year. Following a leadership conference for the top 800 leaders, the corporate plan is then cascaded through every division, department and team within the business over a 6 week period. So every one of our 17,000 employees receives a face to face presentation on our latest business strategy.
Employee Connect Nationwide has a group of 1,000+ employees called Employee Connect. The virtual group influence business decisions by being consulted on ongoing issues including product design, service improvements, marketing and employee campaigns. The company creates bespoke employee apps to foster greater interaction. For the Annual Awards 2015, the event app had 96% of employee finalists logged in, 796 photos posted, 969 comments, 1,232 status updates, 4,274 likes and over 55,000 visits. The retail division comprises 9,000 employees across 700+ branches and sites. To connect those employees the company have created a Virtual Retail Expo, which enables people to have a better understanding of what other Retail teams do, key contacts, latest news and product information. Corporate cascade Nationwide's five year Corporate Plan is announced internally in April each year. Following a leadership conference for the top 800 leaders, the corporate plan is then cascaded through every division, department and team within the business over a 6 week period. So every one of our 17,000 employees receives a face to face presentation on our latest business strategy.
Employee Connect Nationwide has a group of 1,000+ employees called Employee Connect. The virtual group influence business decisions by being consulted on ongoing issues including product design, service improvements, marketing and employee campaigns. The company creates bespoke employee apps to foster greater interaction. For the Annual Awards 2015, the event app had 96% of employee finalists logged in, 796 photos posted, 969 comments, 1,232 status updates, 4,274 likes and over 55,000 visits. The retail division comprises 9,000 employees across 700+ branches and sites. To connect those employees the company have created a Virtual Retail Expo, which enables people to have a better understanding of what other Retail teams do, key contacts, latest news and product information. Corporate cascade Nationwide's five year Corporate Plan is announced internally in April each year. Following a leadership conference for the top 800 leaders, the corporate plan is then cascaded through every division, department and team within the business over a 6 week period. So every one of our 17,000 employees receives a face to face presentation on our latest business strategy.
Staff at DLKW Lowe were involved in helping decide what the company's values should be and have been included from day one. Staff meetings were used as a forum to discuss the company's values. The values of the company are now communicated during the induction process for new employees and also in the language used throughout the company day in and day out.
The senior management team at DLKW Lowe demonstrate the company's values through their behaviour and always use the company's terminology in all staff meetings. They also award staff who continually demonstrate the company's values in their day to day working lives.
The senior management team at DLKW Lowe demonstrate the company's values through their behaviour and always use the company's terminology in all staff meetings. They also award staff who continually demonstrate the company's values in their day to day working lives.
Following the appointment of their new Head of Talent, the company began with a major overhaul of the entirety of the learning and development offering. A new company-wide appraisal process and associated documentation was rolled out, in line with the commencement of the new fiscal year. This allowed their L&D team to conduct a full training needs analysis across the company. Their training partner, with Head of Talent, launched a “new starter training programme” for onboarding all new employees. Their mid-level / Senior Consultants were offered a newly designed “advanced sales training course” to enhance and develop their skills, and maximise their potential. Having previously had all management training delivered by external partners, they were able to bring this offering in house and are in the process of delivering a new “Leadership Development Programme” to the entirety of their Management team. They have also assessed and redesigned their promotional process to guarantee transparency and parity at all levels. Their existing competency documents were reviewed and redesigned to ensure complete clarity of expectations for all staff for the level they are currently operating at, but also to convey to them what needs to be done in order to achieve promotion. With this increased investment they are able to create and execute a full L&D strategy, whilst simultaneously being able to create bespoke training packages in house.
Following the appointment of their new Head of Talent, the company began with a major overhaul of the entirety of the learning and development offering. A new company-wide appraisal process and associated documentation was rolled out, in line with the commencement of the new fiscal year. This allowed their L&D team to conduct a full training needs analysis across the company. Their training partner, with Head of Talent, launched a “new starter training programme” for onboarding all new employees. Their mid-level / Senior Consultants were offered a newly designed “advanced sales training course” to enhance and develop their skills, and maximise their potential. Having previously had all management training delivered by external partners, they were able to bring this offering in house and are in the process of delivering a new “Leadership Development Programme” to the entirety of their Management team. They have also assessed and redesigned their promotional process to guarantee transparency and parity at all levels. Their existing competency documents were reviewed and redesigned to ensure complete clarity of expectations for all staff for the level they are currently operating at, but also to convey to them what needs to be done in order to achieve promotion. With this increased investment they are able to create and execute a full L&D strategy, whilst simultaneously being able to create bespoke training packages in house.
The company's Head of Talent post was specifically appointed this year to focus on developing their management team. Given the growth of the company over the past 12 months, they recognised there was an increasing requirement to be able to offer their own bespoke training in house, in order to be flexible to be able to respond to the manager's individual development needs as and when required. A full leadership development programme has been designed and is currently being delivered to the entirety of their management team, including those working towards a managerial promotion. The course offers a blend of leadership development to include effective coaching in leadership, developing emotional intelligence and also core management skills i.e. conducting effective appraisals and competency development. They have the capacity to follow up with managers, and their line managers, outside of the training programme to offer any extra support or one to one feedback/coaching sessions required. They are currently in the process of reviewing and redesigning their mentorship programme, to ensure both the mentor and the mentee are empowered to maximise the opportunity of external support. Their Directors and Senior Managers have recently undergone a Colorworks psychometric profiling in order to understand and improve their own personal performance but also to inform how they work best as a group.
BUPA health screening is available to all Senior Managers and Directors which gives an overview of their current state of health and wellbeing. The assessment of current health and future risks includes: A medical history and lifestyle questionnaire; a physical examination; a consultation with a doctor or health adviser; the opportunity to ask questions and discuss concerns. Many test results are available on the day and a personalised health report and action plan with practical advice to help minimise health risks is produced. BUPA has been extended to a wider number of colleagues (benefit grade C1 and above) and offers private medical insurance which aims to fund medical treatment required. The company offers a discount Gym Membership at one of the leading leisure clubs in the UK, David Lloyd. This is to try and encourage colleagues to keep fit and maintain a healthy lifestyle. They also have a walking club set up where colleagues get together and walk into town at lunchtime. This is encouraged internally to ensure colleagues are taking a sufficient lunch hour and interacting outside the workplace. In every regional office they have a Sports & Social Committee set up. It is the responsibility of the committee members to plan and organise a range of sport and social activities. They also have a Wellbeing Section on their Intranet – this includes workout advice, healthy recipes, tips to alleviate stress.
BUPA health screening is available to all Senior Managers and Directors which gives an overview of their current state of health and wellbeing. The assessment of current health and future risks includes: A medical history and lifestyle questionnaire; a physical examination; a consultation with a doctor or health adviser; the opportunity to ask questions and discuss concerns. Many test results are available on the day and a personalised health report and action plan with practical advice to help minimise health risks is produced. BUPA has been extended to a wider number of colleagues (benefit grade C1 and above) and offers private medical insurance which aims to fund medical treatment required. The company offers a discount Gym Membership at one of the leading leisure clubs in the UK, David Lloyd. This is to try and encourage colleagues to keep fit and maintain a healthy lifestyle. They also have a walking club set up where colleagues get together and walk into town at lunchtime. This is encouraged internally to ensure colleagues are taking a sufficient lunch hour and interacting outside the workplace. In every regional office they have a Sports & Social Committee set up. It is the responsibility of the committee members to plan and organise a range of sport and social activities. They also have a Wellbeing Section on their Intranet – this includes workout advice, healthy recipes, tips to alleviate stress.
BUPA health screening is available to all Senior Managers and Directors which gives an overview of their current state of health and wellbeing. The assessment of current health and future risks includes: A medical history and lifestyle questionnaire; a physical examination; a consultation with a doctor or health adviser; the opportunity to ask questions and discuss concerns. Many test results are available on the day and a personalised health report and action plan with practical advice to help minimise health risks is produced. BUPA has been extended to a wider number of colleagues (benefit grade C1 and above) and offers private medical insurance which aims to fund medical treatment required. The company offers a discount Gym Membership at one of the leading leisure clubs in the UK, David Lloyd. This is to try and encourage colleagues to keep fit and maintain a healthy lifestyle. They also have a walking club set up where colleagues get together and walk into town at lunchtime. This is encouraged internally to ensure colleagues are taking a sufficient lunch hour and interacting outside the workplace. In every regional office they have a Sports & Social Committee set up. It is the responsibility of the committee members to plan and organise a range of sport and social activities. They also have a Wellbeing Section on their Intranet – this includes workout advice, healthy recipes, tips to alleviate stress.
All new team members go through an induction process where they are introduced to the values by an executive team member. These values are reinforced in company collateral, and they are even encrypted on the office tea/coffee mugs. Their mission, vision, strategic objectives and critical success factors are reinforced at the All Hands Quarterly Team Meeting and in company collateral, including large posters displayed in the office. As their values are so crucial to their business they have incorporated them into their Performance Management Process. It is important to the company that they not only understand what their employee achieved but also how.
At Metapack they are very keen on raising the leadership and people management capability and aligning the MetaPack leadership framework to the new vision and growth strategy. They have set up a programme called the ‘MetaPack Leadership Academy' where the focus is on: strategy, managing change, values and behaviour, influence and communication, planning and organising, structure and process, teamwork and motivation, metrics, results and awards.
Within their Software Development and Product Management practices, they engage with Agile work stream structures, managing work on a team basis, using sprints, work planning and retrospective reviews – which help them manage the constant flow of demand coming into these teams, and helps them turn that work around more quickly and efficiently vs. a linear Waterfall approach.
Medigold provide their staff with many wellbeing initiatives including wellness days, smoking cessation, flu jabs, mini medicals, on-site clinician access, a dedicated wellness website, regular health promotion (on noticeboards and walkways), stress awareness, counselling and physio.
Medigold provide their staff with many wellbeing initiatives including wellness days, smoking cessation, flu jabs, mini medicals, on-site clinician access, a dedicated wellness website, regular health promotion (on noticeboards and walkways), stress awareness, counselling and physio.
Medigold has always attempted to pay annual bonuses to all staff as it is believed that all staff contribute to the success of the organisation. They also undertake regular reviews of salaries to ensure not only that they are exceeding benchmarks but that they are attracting the best people in the organisation.
The hours of work are 8:45 - 16:45 which enables them to miss a lot of rush hour traffic to get valuable time at home. They also provide hot drinks, cold drinks, biscuits, fruit, occasional lunches, salad dressings, and small things to offer a home from home environment. They have recently had a large office refurbishment which has enabled them to create an environment which allows people a better work environment. There are several areas for privacy, relaxing and thinking to encourage people time away from their desks.
The hours of work are 8:45 - 16:45 which enables them to miss a lot of rush hour traffic to get valuable time at home. They also provide hot drinks, cold drinks, biscuits, fruit, occasional lunches, salad dressings, and small things to offer a home from home environment. They have recently had a large office refurbishment which has enabled them to create an environment which allows people a better work environment. There are several areas for privacy, relaxing and thinking to encourage people time away from their desks.
The company communicates the organisation's Primary Purpose (Mission), Core Principles (Values) and Outrageous Ambition (Vision) to employees at inductions and display it on internal boards, and at training academies.
They have a 6 month Management Development Programme available called Step Forward. This programme includes modules in Values Based Leadership, Coaching as a Leadership Style, Managing Performance and Recruitment. During the programme managers also have access to an online leadership library and bite size breakfast learning sessions with topics including Managing Conflict and Handling Difficult Conversations. Additionally in the weekly workflow meeting they have a forum for managers to discuss live issues in the agency with the senior leadership team. Outside of this forum, they also create smaller working groups of managers with senior leaders to support them in their daily tasks. An example of this is having the creative services director meet with the CEO and creative directors weekly to discuss resourcing in his department. They also invite their managers to attend more senior training opportunities such as those organised by the AAR and IPA.
Every Friday morning they have an all agency meeting. It's an opportunity to share what's going on in the agency, welcome new joiners, allow teams to share the work they're doing for clients and a forum for parish notices. All accompanied by a free bacon / egg sandwich and a hot cup of tea! It's great for encouraging inter-department relationships and is just a great way to end the week. The last Thursday before payday is 'Thirsty Thursday' when a member of the management team chooses a venue and invites the agency out for a few drinks. It's timely because many people are short of funds and it's a good opportunity for people to socialise and unwind together. 'What's going on?' is an email summary contributed to by anyone in the team, a weekly snapshot of the culture, successes, people and news at the agency. Normally compiled by the CEO or another member of the management team it's sent to everyone at the end of the week so if you've been away or busy on a project you can keep in touch with all the goings on.
The values at mcgarrybowen are defined by the behaviour of the management team in all aspects of running the business. Those values are respect, honesty, openness and an inclusive, collaborative spirit. The team challenge themselves to fulfil these values every day in all dealings both with the broader team and their clients. They actively seek feedback on what they're doing as a company and listen. They empower their people to make decisions and encourage people to excel and grow.
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