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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.
The company has created a new operational management team (OMT) that now runs the business on a day to day basis. The OMT has been created from staff promoted within the business. Any quality issues that arise from people, processes and systems are handled by the team. The major benefit to all staff is faster and more accurate decision making; this has increased both employee engagement and satisfaction. Charles Davis leads by example. He is passionate and committed to the company and its employees; employees respect him and his 'open door' policy ensures they also find it easy to approach him both professionally and socially.
The company has created a new operational management team (OMT) that now runs the business on a day to day basis. The OMT has been created from staff promoted within the business. Any quality issues that arise from people, processes and systems are handled by the team. The major benefit to all staff is faster and more accurate decision making; this has increased both employee engagement and satisfaction. Charles Davis leads by example. He is passionate and committed to the company and its employees; employees respect him and his 'open door' policy ensures they also find it easy to approach him both professionally and socially.
The organisation seeks to reward employees for their efforts. They reward employees for business ideas they contribute that are implemented in the company. The reward is twofold; a financial reward and a public acknowledgement in the company newsletter.
Throughout the year, many Rooflight staff support charitable events such as Children in Need, The Nasio Trust and Nets for Malaria by organising events that are fun and raise money for the nominated charity. The company will match any funds raised by employees and also sponsor 14 children through their school years at an orphanage in Aligarh, India which they got to know through a relationship with one of their suppliers. They have an environmental policy including movement sensors so that lights are not left on, measuring power consumption, recycling of waste materials and the sustainable sourcing of food.
Throughout the year, many Rooflight staff support charitable events such as Children in Need, The Nasio Trust and Nets for Malaria by organising events that are fun and raise money for the nominated charity. The company will match any funds raised by employees and also sponsor 14 children through their school years at an orphanage in Aligarh, India which they got to know through a relationship with one of their suppliers. They have an environmental policy including movement sensors so that lights are not left on, measuring power consumption, recycling of waste materials and the sustainable sourcing of food.
Throughout the year, many Rooflight staff support charitable events such as Children in Need, The Nasio Trust and Nets for Malaria by organising events that are fun and raise money for the nominated charity. The company will match any funds raised by employees and also sponsor 14 children through their school years at an orphanage in Aligarh, India which they got to know through a relationship with one of their suppliers. They have an environmental policy including movement sensors so that lights are not left on, measuring power consumption, recycling of waste materials and the sustainable sourcing of food.
The Real Adventure Marketing Communications Ltd have a local charity of the Year. This year it is a local, national or international charity nominated by and voted for by all their employees, which they will commit to champion throughout the year by supporting different fundrising events and they will match any funds raised up to £1,500. Their Charity of the Year runs from April to March, and in March 2013 they raised in total £4,000 for MNDA.
The Real Adventure Marketing Communications Ltd reward their employees in a number of ways, including recognising and rewarding outstanding work through their monthly ‘star awards' for individuals, and regular ‘team awards' for groups. However they believe their most unique approach is their end of financial year reward, as this is a package made up of different elements. The package applies to all employees and comprises one day's extra holiday, a gift of £75 to be spent on a meal or entertainment activity which is taken in employees' own time, a performance related or ‘stretch' bonus (for example in FY13 payments ranged from £250 to £3000), and an after-work evening party at a local venue, with drinks, food, and entertaining presentations by senior management and team members, reflecting on the year past. As the event usually ends after midnight, they provide taxis home or hotel accommodation for those who live further than 30 miles from the office. What makes The Real Adventure Marketing Communications Ltd a unique is that the package combines universal rewards, the holiday, meal gift, and evening out, with individualised rewards, the stretch bonus. It also combines celebrating as an organisation, with celebrating with friends and family, something their employees say they much appreciate.
The Real Adventure Marketing Communications Ltd have a local charity of the Year. This year it is a local, national or international charity nominated by and voted for by all their employees, which they will commit to champion throughout the year by supporting different fundrising events and they will match any funds raised up to £1,500. Their Charity of the Year runs from April to March, and in March 2013 they raised in total £4,000 for MNDA.
The company has an open door policy at all levels. They hold quarterly company meetings where everyone gets to say whatever they want. They then get into teams to solve a specific problem. It could be anything from company titles to dress code to new business opportunities. They then write this meeting up and send it around to everyone. Throughout the quarter they follow up on any actions taken as a consequence to these meetings and send out the outcomes. Nothing gets ignored that has been mentioned in these meetings.
The two owners are both incredibly hands on and available, even when they have a lots of their own work. They are fun, likeable, fair and encouraging and they work hard and lead by example. They get involved, whether it means getting up at 5am or partying with everyone until 2am. They do not forget their roots and strongly believe that their staff make the company what it is.
The organisation seeks to enhance the wellbeing of employees. They have lots of arenas for communication, both public and private. There are weekly yoga sessions, juices and fruit are always available and there are cycling initiatives. They also give an extra days holiday for birthdays!
The Glenmorangie Company off assistance to quit smoking which is provided with support through occupational health. There is a Healthy eating programme provided in the staff canteen. Losing weight is supported through occupational health. There is support for managing stress through self help and counselling available through the private medical help line. Support can also be prrovided by occupational health.
The Glenmorangie Heroes recognition programme allows for peer recognition where colleagues can recommend another employee for an award if they have supported them in some way or delivered for the business and/or customers. Employees receiving an award will be recognised in the Company newsletter and in their quarterly presentation to all employees.
Annually the Glenmorangie Company holds a Company dinner dance. This dance is open to all employes and their partners and is fully funded by the Company. It is a way for the Company to say thank you to all employees and the people who support them. It is also an oportunity to get everyone from the Company together as they bring all employees to a central location. Employees who travel from outlying sites will have transport and accomodation paid for.
Graeme is an approachable leader who leads by example. He is often seen chatting with all members of staff asking about their work and also about their personal lives. He has an open door policy and all staff feel comfortable in approaching him. Graeme's relaxed leadership style influences how the Senior Management team support him in leading the organisation, ensuring that staff are supported and encouraged to be creative and innovative within their work. Staff are encouraged to bring new ideas on how they can deliver better services to their customers. Graeme has been recognised for his strengths in leading Five Lamps by being awarded the North East VCS awards for his outstanding leadership and more recently was the winner in the North as Ernst and Young Entrepreneur of the Year. Also during their recent IIP Assessment the assessor stated 'It was interesting to note that some of the descriptions of top managers chimed with the recognised features of inspirational leadership. Inspirational leadership is a quality attributed to leaders who are able to create a culture of motivation and commitment. Investors in People UK defines inspirational leaders as those “who create an environment of trust in which people can be creative and motivated to fulfil their potential. They tend to: Have passion, Have a sense of purpose, Be honest and trustworthy, Encourage others to share their vision, Inspire others to achieve their potential.”
The most effective thing Five Lamps does to give something back to the wider world is to help their customers and the local community address social/economic and financial barriers. Each year they will work with over 20,000 people living in the most disadvantaged communities of the North East. Five Lamps is structured with four business divisions. The performance and impact of these divisions are included in their social accounts 2011/12.
The wellbeing of all Five Lamps staff and Volunteers is critical to its ability to deliver services. Five Lamps is committed to providing a working environment and management practices which promote employee wellbeing and good health. Staff were asked to contribute their ideas and ways in which they could enhance their current Wellbeing approach and these are a few of the things they have done so far and have been very successful: Free Financial Health checks for all staff, provided by our Financial Inclusion Team. This helped staff who may be experiencing issues with debt or are struggling financially. It also helped members of staff who just needed advice about what to do with their savings and any investments etc. Staff were asked to contribute a plant to their office to reduce stress levels and make their own office a healthier place to work. Free healthy Heart checks, carried out by the NHS on site. Staff also have the option to attend the smoking cessation at one their community venues and seek advice on alternatives such as patches and gums. Five Lamps asked staff to contribute their ideas on a monthly theme i.e. July 'Summer ideas'.
The clinical team have recently been given the opportunity to take part in a facilitated event which enabled them to explore what affect their actions and behaviours had on each other in a safe environment. It was agreed what sort of team they wanted to be and they created a list of actions and behaviours that would enable them to achieve this.
Managers monitor the hours that employees work and ensure that workloads are manageable. Managers accommodate requests to work flexibly where possible. Managers participate in preparing the business plan. A job evaluation scheme has been introduced.
The clinical team have recently been given the opportunity to take part in a facilitated event which enabled them to explore what affect their actions and behaviours had on each other in a safe environment. It was agreed what sort of team they wanted to be and they created a list of actions and behaviours that would enable them to achieve this.
Managers set realistic personal objectives at appraisal and review these periodically during 121 meetings. Every 121 meeeting to to include time for mutual expectations – for the line manager to express how they want their reports to behave and for the line report to express what they want and need from their manager.
Although Rosie had been with London Youth since 2005, upon her appointment to the Chief Executive role in April 2012, she took six months to meet every employee, Trustee, a cross section of young people, members, funders and external stakeholders. Her purpose was to understand how each person viewed London Youth, what they do, their challenges and priorities for the future – what they thought they did well and what they should be developing further. With this feedback Rosie considered and re-articulated the Vision, Mission and Principles cascading these through the planning process in 2013. In this way all employees had a part of the new Vision, Mission and Principles and can connect with either a word, phrase or expressed intention of these. Rosie empowers others to lead, manage and deliver the organisational aims. She creates a shared responsibility for what London Youth is and does. Simple acknowledgements – either personally or through organisation-wide communications – can impact on individuals' sense of achievement, contribution and commitment.
The Federation of London Yout Clubs' internal employee attitude survey was introduced in 2011 and repeated in 2012. There was lots of positive feedback, emphasising the commitment of employees across all locations. There was some negative feedback too, albeit a small amount but this was seen as a good thing – they appreciate that employees feel connected to London Youth and confident to share their feedback. In 2012 the Federation noted that a lot of feedback from Hindleap was concerned with what the centre offers, its facilities and need for investment. Theye collect feedback at employee team building and development events to find out what people feel went well and what they'd like to improve. For their Development Days – which seek to improve the corporate responsibilities skills, understanding and involvement of senior delivery staff – they use this information to identify future topics to explore with the group.
The organisation looks after and manages 3,000 acres of Triassic Pebblebed Heaths which enables over 500,000 visits a year by the local community at no cost to them. They gave over 270 local school children a chance to visit the Heaths and learn about its "240 million year old Triassic past", even meeting their own 240 million year old Triassic repile - the Rhynchosaurus! They also use wood fuel to heat their office and they are rolling out this green energy approach to other buildings this year. They have installed a 50kw solar PV array next to one of their business parks to encourage use of solar power by their business tenants and they have just applied to install a 4 mega watt scheme next to a larger business park in Exmouth to power all the businesses with renewable energy. They also provide "ride to work stabling" at Bicton Arena for employees who wish to travel to work by horse.
The organisation hosts "Skip Sessions" - i.e. skipping layers of management where each quarter five employees meet informally with the leader of the organisation for a two hour session where anything can be discussed and ideas and thoughts on how to improve the way they work can be put on the table and discussed. The only rules are that those attending may not discuss anyone not present and there are no formal minutes but the Director takes away the key un-attributable messages and ensures that they are followed up.
The organisation seeks to reward employees in various ways. They arrange dinner or lunch with a family member from the Estate's owners, which provides an opportunity to say "thank you" personally and for the employee to feel appreciated. Employees receive recognition for years of service by receiving a certificate and gift presented by Lord Clinton and the Estates Director after 10, 20, 25, 35, 40, 45 and 50 years. Our last 50 year certificate was in April 2012; our next will be in 8 years' time.
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