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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.
Daily meetings are held by Multitech Managers to review and plan projects. During these meetings staff are reminded about the core values of the business and the importance of incorporating these values into their daily work.
Guy Scilly formed Multitech in 1998 and has successfully built it into a customer service focused company with exemplary staff at all levels. Being a Managing Director is often perceived as a barrier to approachability, but this is far from the case with Guy. Multitech is a reflection of his kind natured personality, and Multitech is people focused. Guy Scilly is a Managing Director who knows the name of every member of staff and whose door is always open for anyone needing support, whether professionally or personally. Without admirable continuity Guy communicates with staff and clients at all levels eloquently and honestly. His attention to detail is second to none and his ability to make business decisions is evident in the success of Multitech. However, Guy is not a man to become complacent and continually strives for improved personal development, participating in mentoring groups and maintaining and increasing his knowledge of industry best practices. The staff engagement Guy Scilly achieves is neither contrived nor forced; it is a naturally occurring result of having an approachable, respected leader who genuinely cares and who nurtures mutual respect among staff, and prioritises their welfare through an embedded culture of safety.
Multitech match-fund money raised for charity by staff with no upper limit and has a charity committee comprising of staff who consider charitable requests on an annual basis and decide which charities to support for the coming year.
2013 was Multiply's 10th anniversary and to celebrate this they took all their employees away for an overnight stay at Aberfeldy. The theme was a pagan ritual ceremony and each employee had a specially chosen, bespoke outfit waiting for them in their room on arrival. Their team from London flew up to join this too and the whole company had a fantastic evening of entertainment and celebration. This event took several months to plan and was packed with unique and personal touches. All costs were fully covered by Multiply and the event was a fantastic success. They have various other team building events including a yearly Company Update BBQ in the summer which brings the whole agency together in either London or Edinburgh. They have also recently installed their own bespoke bar in the basement, and they have ‘down time Friday' to encourage everyone to get together for a Friday refreshment.
2013 was Multiply's 10th anniversary and to celebrate this they took all their employees away for an overnight stay at Aberfeldy. The theme was a pagan ritual ceremony and each employee had a specially chosen, bespoke outfit waiting for them in their room on arrival. Their team from London flew up to join this too and the whole company had a fantastic evening of entertainment and celebration. This event took several months to plan and was packed with unique and personal touches. All costs were fully covered by Multiply and the event was a fantastic success. They have various other team building events including a yearly Company Update BBQ in the summer which brings the whole agency together in either London or Edinburgh. They have also recently installed their own bespoke bar in the basement, and they have ‘down time Friday' to encourage everyone to get together for a Friday refreshment.
2013 was Multiply's 10th anniversary and to celebrate this they took all their employees away for an overnight stay at Aberfeldy. The theme was a pagan ritual ceremony and each employee had a specially chosen, bespoke outfit waiting for them in their room on arrival. Their team from London flew up to join this too and the whole company had a fantastic evening of entertainment and celebration. This event took several months to plan and was packed with unique and personal touches. All costs were fully covered by Multiply and the event was a fantastic success. They have various other team building events including a yearly Company Update BBQ in the summer which brings the whole agency together in either London or Edinburgh. They have also recently installed their own bespoke bar in the basement, and they have ‘down time Friday' to encourage everyone to get together for a Friday refreshment.
Each summer the company holds a themed summer party. This year it was based around the Football World Cup finals. The company provided food, drinks and a variety of entertainments and competitions throughout the day with colleagues positively encouraged to get involved. In the weeks leading up, they also launched a fantasy world cup league competition with prizes for 1st, 2nd and 3rd places - nearly 60 staff took part. This year they were able to provide Segway's for colleagues to "try out" along with some more familiar "games", such as "test your strength", "hoop the ducks", and "crazy golf". On the day employees were encouraged to wear casual clothes and were welcome to sport their favourite football teams' shirts if they wanted to. The party featured a face-painting artist, table football and a penalty shootout competition. On the day a fish and chip lunch was provided and a healthy alternative, and soft drinks. The divisions of the company get fully immersed in the activities of the day, and competition between the various departments can get quite fierce. A full range of photos are provided after the event, and a general round up of the day's activities are fed back via the Buzz platforms.
Each summer the company holds a themed summer party. This year it was based around the Football World Cup finals. The company provided food, drinks and a variety of entertainments and competitions throughout the day with colleagues positively encouraged to get involved. In the weeks leading up, they also launched a fantasy world cup league competition with prizes for 1st, 2nd and 3rd places - nearly 60 staff took part. This year they were able to provide Segway's for colleagues to "try out" along with some more familiar "games", such as "test your strength", "hoop the ducks", and "crazy golf". On the day employees were encouraged to wear casual clothes and were welcome to sport their favourite football teams' shirts if they wanted to. The party featured a face-painting artist, table football and a penalty shootout competition. On the day a fish and chip lunch was provided and a healthy alternative, and soft drinks. The divisions of the company get fully immersed in the activities of the day, and competition between the various departments can get quite fierce. A full range of photos are provided after the event, and a general round up of the day's activities are fed back via the Buzz platforms.
Each summer the company holds a themed summer party. This year it was based around the Football World Cup finals. The company provided food, drinks and a variety of entertainments and competitions throughout the day with colleagues positively encouraged to get involved. In the weeks leading up, they also launched a fantasy world cup league competition with prizes for 1st, 2nd and 3rd places - nearly 60 staff took part. This year they were able to provide Segway's for colleagues to "try out" along with some more familiar "games", such as "test your strength", "hoop the ducks", and "crazy golf". On the day employees were encouraged to wear casual clothes and were welcome to sport their favourite football teams' shirts if they wanted to. The party featured a face-painting artist, table football and a penalty shootout competition. On the day a fish and chip lunch was provided and a healthy alternative, and soft drinks. The divisions of the company get fully immersed in the activities of the day, and competition between the various departments can get quite fierce. A full range of photos are provided after the event, and a general round up of the day's activities are fed back via the Buzz platforms.
Morgan McKinley's senior leadership team demonstrate how much the company values mean by rewarding and recognising the individual who is voted for, by their colleagues, as champion of a particular value each quarter. Despite being a sales business this is not linked in any way to revenue generated, this is all about recognising those who consistently demonstrate their values and they reward this with vouchers and their 'Go Beyond' trip. Anyone at any level can be nominated including Directors and it is testament that every quarter, Directors are nominated. When anyone is being considered for promotion they must be able to provide evidence of commitment to the company values; this is deemed integral to their progression and development and a core element of the company's career pathway programme. Each week they highlight specific examples of excellence in each value and communicate to the business, again in recognition of how they want everyone in the business to behave.
Morgan McKinley's senior leadership team demonstrate how much the company values mean by rewarding and recognising the individual who is voted for, by their colleagues, as champion of a particular value each quarter. Despite being a sales business this is not linked in any way to revenue generated, this is all about recognising those who consistently demonstrate their values and they reward this with vouchers and their 'Go Beyond' trip. Anyone at any level can be nominated including Directors and it is testament that every quarter, Directors are nominated. When anyone is being considered for promotion they must be able to provide evidence of commitment to the company values; this is deemed integral to their progression and development and a core element of the company's career pathway programme. Each week they highlight specific examples of excellence in each value and communicate to the business, again in recognition of how they want everyone in the business to behave.
Morgan McKinley's senior leadership team demonstrate how much the company values mean by rewarding and recognising the individual who is voted for, by their colleagues, as champion of a particular value each quarter. Despite being a sales business this is not linked in any way to revenue generated, this is all about recognising those who consistently demonstrate their values and they reward this with vouchers and their 'Go Beyond' trip. Anyone at any level can be nominated including Directors and it is testament that every quarter, Directors are nominated. When anyone is being considered for promotion they must be able to provide evidence of commitment to the company values; this is deemed integral to their progression and development and a core element of the company's career pathway programme. Each week they highlight specific examples of excellence in each value and communicate to the business, again in recognition of how they want everyone in the business to behave.
Montpelier at LLoyd's have Spot Bonus Awards given to employees who go above and beyond throughout the year.
Montpelier at LLoyd's employees have Gym membership subsidy of up to £60 per month, Occasional massage therapist visits, nurse visit for flu shots each October, sports teams to encourage fitness
Montpelier at LLoyd's employees have Gym membership subsidy of up to £60 per month, Occasional massage therapist visits, nurse visit for flu shots each October, sports teams to encourage fitness
On 15th January Mindshare started a programme to evolve the way Mindshare works to be more collaborative, creative and responsive to how the media landscape is changing. The focus of their Transformation Programme is on behaviours as a way to transform their business and respond to the revolution in media and technology. On the 8th April, 'Future day 1', the whole company gathered together at the Bloomsbury Ballroom to mark the start of their journey of transformation. In the morning, very inspirational speakers articulated the case for transformation, shared stories, tools and techniques to support brainstorming, collaboration and creative thinking. In the afternoon, the whole company was split into groups and each employee had the opportunity to apply some of the learnings from the morning and to share their personal story of transformation, and the changes it brought to their lives. The most inspirational story from each group was selected and as a result a 'Book of transformation' was produced. This was not only a fantastic event where people from different areas of the business had the opportunity to bond, have fun and be inspired, but was also our first step towards changing people's behaviours to further embrace collaboration and creativity.
In 2011 Mindshare launched their Future Leaders Programme which was open to all Account Managers. The purpose was to offer 10 selected Account Managers a unique modular learning programme (over a period of 12 months) to accelerate personal and professional development and ultimately to nurture their Future Leaders giving them exposure to new exciting areas. The selected Future Leaders have also the opportunity to work on a live project briefed by their CEO, have the opportunity to network with senior members of the WPP group and are mentored by the Leadership Team. The programme has been a great success for developing junior talent and has also helped to reduce their turnover at this level.
On 15th January Mindshare started a programme to evolve the way Mindshare works to be more collaborative, creative and responsive to how the media landscape is changing. The focus of their Transformation Programme is on behaviours as a way to transform their business and respond to the revolution in media and technology. On the 8th April, 'Future day 1', the whole company gathered together at the Bloomsbury Ballroom to mark the start of their journey of transformation. In the morning, very inspirational speakers articulated the case for transformation, shared stories, tools and techniques to support brainstorming, collaboration and creative thinking. In the afternoon, the whole company was split into groups and each employee had the opportunity to apply some of the learnings from the morning and to share their personal story of transformation, and the changes it brought to their lives. The most inspirational story from each group was selected and as a result a 'Book of transformation' was produced. This was not only a fantastic event where people from different areas of the business had the opportunity to bond, have fun and be inspired, but was also our first step towards changing people's behaviours to further embrace collaboration and creativity.
Employee development is key to delivering Midas Vision and the roll out of the CLEAR programme supports their long term commitment to developing their staff. Core elements of the CLEAR programme include: Bespoke management and leadership training delivered to operational, commercial and business support staff , Performance Development Review (PDR) training, Introduction of monthly 1-2-1 meetings between staff and their line managers to discuss progress and development needs – known as CLEAR Catch Ups, Training initiatives covering customer service workshops, commercial excellence workshops and team-specific training aimed at improving team effectiveness and performance. The CLEAR programme, which, is cascaded throughout the business is also supported by the introduction of quarterly People Reviews with the senior managers of each division, ensuring that employee development is discussed on a regular basis at a high level and development themes identified in addition to the TNA conducted as part of our annual PDR (appraisal) process.
Employee development is key to delivering Midas Vision and the roll out of the CLEAR programme supports their long term commitment to developing their staff. Core elements of the CLEAR programme include: Bespoke management and leadership training delivered to operational, commercial and business support staff , Performance Development Review (PDR) training, Introduction of monthly 1-2-1 meetings between staff and their line managers to discuss progress and development needs – known as CLEAR Catch Ups, Training initiatives covering customer service workshops, commercial excellence workshops and team-specific training aimed at improving team effectiveness and performance. The CLEAR programme, which, is cascaded throughout the business is also supported by the introduction of quarterly People Reviews with the senior managers of each division, ensuring that employee development is discussed on a regular basis at a high level and development themes identified in addition to the TNA conducted as part of our annual PDR (appraisal) process.
Employee development is key to delivering Midas Vision and the roll out of the CLEAR programme supports their long term commitment to developing their staff. Core elements of the CLEAR programme include: Bespoke management and leadership training delivered to operational, commercial and business support staff , Performance Development Review (PDR) training, Introduction of monthly 1-2-1 meetings between staff and their line managers to discuss progress and development needs – known as CLEAR Catch Ups, Training initiatives covering customer service workshops, commercial excellence workshops and team-specific training aimed at improving team effectiveness and performance. The CLEAR programme, which, is cascaded throughout the business is also supported by the introduction of quarterly People Reviews with the senior managers of each division, ensuring that employee development is discussed on a regular basis at a high level and development themes identified in addition to the TNA conducted as part of our annual PDR (appraisal) process.
McFarlane Telfer operates performance management reviews - job chats every six months which provides an opportunity to feedback on their role and involvement within the company as well as their own individual performance. This is also an opportunity to raise any feedback to their line manager. Less formally everyone has the opportunity to and is encouraged to feedback ideas, thoughts or ideas for improvement. These are acted on and investigated. Examples being reviews to the processes within the tablets the engineers use to a review of the HR database. Staff surveys are completed at least once during each year. A significant part of involving people in decisions is the Comms meetings which are monthly and involve all employees. Presentations are given by a range of people always welcomed by the MD. This is a genuine and established way they engage people and seek their feedback either during the meeting or during smaller workshops afterwards. They believe this is a truly innovative way to enable people to feedback ideas and suggestions in person. Feedback from new starters after their first Comms meeting is really positive, seeing the whole company together in one room. This does cost the business - engineers off the road for half a day a month, but this is viewed as an investment that works.
McFarlane Telfer have monthly recognition awards "Shout Outs" which are to recognise any person who has gone out of their way to demonstrate the values which has made a positive impact on either a colleague or a customer. These are publicly announced during their monthly communications meetings and each person is recognised with a monetary award. Engineers' pay usually follows a clear structure upon joining to outline pay increments following successful completion of core qualifications. This is an incentive to pursue own learning and development which helps to create the right behaviours for engineers to take ownership and seek the next level.
McFarlane Telfer operates performance management reviews - job chats every six months which provides an opportunity to feedback on their role and involvement within the company as well as their own individual performance. This is also an opportunity to raise any feedback to their line manager. Less formally everyone has the opportunity to and is encouraged to feedback ideas, thoughts or ideas for improvement. These are acted on and investigated. Examples being reviews to the processes within the tablets the engineers use to a review of the HR database. Staff surveys are completed at least once during each year. A significant part of involving people in decisions is the Comms meetings which are monthly and involve all employees. Presentations are given by a range of people always welcomed by the MD. This is a genuine and established way they engage people and seek their feedback either during the meeting or during smaller workshops afterwards. They believe this is a truly innovative way to enable people to feedback ideas and suggestions in person. Feedback from new starters after their first Comms meeting is really positive, seeing the whole company together in one room. This does cost the business - engineers off the road for half a day a month, but this is viewed as an investment that works.
MBA created #MBAgoodtimes to help build really positive relationships internally and to ensure that their agency is a really fun place to work. Initiatives include: - Friday nominations: They select someone who has done a particularly good job that week, a new starter, or someone celebrating a milestone to choose the lunch time pub destination and Friday afternoon Spotify theme. They go to a different pub every Friday so they are making the most of the amazing location of their office, And everyone suggests their songs that go with the Spotify theme which are played from 5pm. - Monday work out sessions: Over summer they had a boot camp every Tuesday night. To keep everyone fit and healthy! - Summer Party: The London and Brighton agency teams donned their finest nautical dress-up gear and they were on a boat for the afternoon cruising around Brighton. And this was followed up with a BBQ on the beach in the evening. Lots of fun in the sun. - Beer pong: They are the proud owners of some beer pong tables that get a serious work out. Competition is tough – people take their beer pong very seriously at MBA.
Contributions and promotions are announced in MBA's monthly agency meetings. Hard work and agency successes are celebrated on a Friday evening with free drinks. Senior employees are incentivised through profit related pay.
MBA have begun to share the business performance index in order to update employees on new business on a regular basis. They have also been increasingly encourage staff across the business to share their work in Monday assembly. MBA have continued to introduce more social activities, with a dedicated social budget throughout the year. They introduced Slack so people can share amongst each other and socially connect. They have decided to give staff a day off after the Christmas party to give back to them.
Marathon Oil rolled out an Employee Workplace Wellbeing Programme in January 2014 open to all offshore and onshore employees and contractors. Their aim is to bring a greater number of health interventions directly into the workplace that can have a positive impact on their workforce's health and wellbeing. Each month different wellness themes are explored with related activities and opportunities for a better understanding of how they can take control of their own health and wellbeing. Underpinning this, a Health Competition was launched open to all employees and contractors to have a number of biometrics recorded (weight, blood pressure, cholesterol etc). This information is stored confidentially then measured around mid-year with final results and winners (best overall improvement in health) being announced early next year.
Marathon Oil rolled out an Employee Workplace Wellbeing Programme in January 2014 open to all offshore and onshore employees and contractors. Their aim is to bring a greater number of health interventions directly into the workplace that can have a positive impact on their workforce's health and wellbeing. Each month different wellness themes are explored with related activities and opportunities for a better understanding of how they can take control of their own health and wellbeing. Underpinning this, a Health Competition was launched open to all employees and contractors to have a number of biometrics recorded (weight, blood pressure, cholesterol etc). This information is stored confidentially then measured around mid-year with final results and winners (best overall improvement in health) being announced early next year.
One of Marathon Oil leadership commitments is to celebrate success and they have done this through various means such as MarAwards. The purpose of the MarAward is to motivate and provide individuals recognition for a specific effort or special achievement, usually in the form of gift vouchers.
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