What are companies doing with regards to 'My Company'

The company has retained the key principles that have been so crucial to its ongoing success. They continue to operate within a fun and vibrant working environment where people can reach their full potential and enjoy the processes in getting there. ARK proves it is a great workplace because it views everybody as a valuable asset.

The company has retained the key principles that have been so crucial to its ongoing success. They continue to operate within a fun and vibrant working environment where people can reach their full potential and enjoy the processes in getting there. ARK proves it is a great workplace because it views everybody as a valuable asset.

There is constant consultation and engagement taking place between the organisation and its people and mechanisms such as the staff and carer consultation forums are used as “temperature checks” to gauge people's views on the way in which the organisation manages and develops them. The results from the survey will initially be understood by the senior team within the organisation and then fed back to the line managers. They will then be assisted and supported in producing a presentation to present to their teams and facilitate a feedback session in order to develop local action plans which can then be co-ordinated into an organisations action plan.

Managers undertake a review of their teams and individual employees and recognise when new employees are required or when a role needs to be changed to reflect the needs of the organisation.
They continually review the role of the individuals in their teams and consider appropriate ways of ensuring that what is required is completed. They support new employees during their probationary period with reviews at 1, 3 and 6 months in order to ensure they have all the required support they need. In addition to this, all employees have 4 weekly supervision meetings which are clearly documented with their manager and approved by the manager's manager. They also hold regular team meetings with team members along with other members of the senior management teams as appropriate. In addition most employees have a regular one-to-one meeting with their manager during which any issues they have can be raised and discussed. Managers will invite feedback from employees at team meetings and one-to-one meetings which are formally recorded.

The wellbeing of employees is at the forefront of the Company's mind and it is in constant communication with employees. An Employee Assistance Programme is available for employees to help them through crises and without which their well-being could be compromised. The Employee Assistance Programme has well-being nurses and counsellors to assist with anxiety, stress and depression. They have introduced alcohol and drugs testing, not to be punitive, but to bring support to those that need it. Often when people are anxious, stressed or depressed they are more vulnerable and susceptible to addiction as a coping mechanism. The Company seeks to help and support those who are positive on a random test and not invoke the disciplinary procedure, but start a programme of support. They also have private medical, permanent health insurance cover and then an array of well-being items that can be purchased with disposable income through flexible benefits.

MWH seeks to reward employees for their efforts. They provide a variety of bonuses which celebrate life events (e.g. marriage or baby), performance in the form of Spot Bonus awards for outstanding work and achievement in terms of Professional Status Bonuses as well as educational sponsorship.

The organisation encourages employees to take part in raising funds for charity. They normally match what they raise up to approximately £500 but in special circumstances, such as natural disasters, they have given £10 for every £1 raised by employees up to a maximum of £5000. As well as this the company would subsidise fund raising activities by way of supplying food and prizes for raffles. The company has a Charitable Trust where 10% of the company's profits go to different charities, mainly to help third world countries. They continue to support a hospital and school in Burkina Faso and a Children's Recovery Unit in the Philippines. Money is also given to support missionaries working in third world countries. The workforce are very generous and caring and are always doing collections for charity and taking part in charity events to raise money. Recently when one of their employees who was terminally ill was in hospital receiving treatment, the employees and the company raised money for the cancer ward of the hospital. They had a company BBQ which raised £1000 and with a whip round and company sponsorship the final total was nearly £2000.

The company is moving to new premises in December of this year and the Senior Team has included everyone in the plans for the new factory. Employees have been shown the plans from an early stage and have been taken in Groups to the new factory and have had considerable input to the layout of their working area. Patrick Hurst the MD has great rapport with employees. He communicates regularly with the entire workforce and while employees are informed of serious issues; there is goodwill and light-hearted banter at these sessions. He really cares about all the employees and looks on them as extended family. He is trusted and respected by all and this is very evident when they get feedback from employees. He has an open door policy and often employees drop by for a chat with him because he is so well liked. He meets personally with all new employees.

Moo Print Ltd's last survey highlighted the desire and need for more training. As a result of this, they introduced a training budget of £100k and, using their employee development planners, identified training requirements based on individual needs. Employees and managers are empowered to decide what training providers, courses and conferences would be most beneficial to their development. These recommendations are put forward to, and approved, by the People Director. The process is quick and straightforward and they have seen in an uplift in engagement and enhanced skill sets as a result. Employees often share their training and conference experiences with the wider team via blog posts on their intranet.

Moo Print Ltd's last survey highlighted the desire and need for more training. As a result of this, they introduced a training budget of £100k and, using their employee development planners, identified training requirements based on individual needs. Employees and managers are empowered to decide what training providers, courses and conferences would be most beneficial to their development. These recommendations are put forward to, and approved, by the People Director. The process is quick and straightforward and they have seen in an uplift in engagement and enhanced skill sets as a result. Employees often share their training and conference experiences with the wider team via blog posts on their intranet.

Each year Moneysupermarket have a full well being programme as part of taking care of their employees health and well being. Each week, on a Wednesday, they have fresh fruit delivered to their offices which their employees can enjoy free of charge. Probably their most popular well being initiative is Lifestyle coaching, this is a free confidential service, they offer to their employees who are able to meet with the lifestyle coach when the feel they need a little help and support in their life. Moneysupermarket also offer employees 10 minute massages each month to help them distress.

Moneysupermarket.com encourage all teams to arrange team building events throughout the year. This year their marketing team (130 employees) took a day out for team building. Part of the day involved project updates and for the remainder of the day the team were able to enjoy dancing at a Salsa bar. Other team building events have included Go Ape and Go Karting.

When you consider that the stereotypical CEO of a fast growing, ambitious tech company are often aloof and sometimes downright scary, Peter Bauer strikes a very different note at Mimecast. Although the company now employs more than 500 employees globally, 253 staff in the UK and growing, Peter will know each staff member by name. Peter, together with his co-founder Neil Murray, continue to represent the DNA of the company, despite its rapid growth, and that creates a sense of togetherness and 'team' that makes the company feel small. Peter has a strong sense of personal responsibility for the future of both the company and the people he has hired to work in it. He is incredibly driven, works tirelessly, and expects the same commitment from Mimecast staff. It's not a place for a quiet life, but Peter has created an exciting, vibrant workplace where each employee feels they have a role to play in the company's future.

The Mimecast Eagles Club is an annual employee incentive program to reward Mimecasters who hit 105% of their annual sales quota. Thirty employees (and a guest) are invited to attend a three day learning and adventure experience held at a world class resort with their partners. They have annual bonus schemes and share option schemes to facilitate having variable pay and reward available for everyone. Mimecast reward milestones and behaviour in real time not just the result at the end of the year. We publicly recognise achievements in company communications so as to celebrate and perpetuate success. They have the facility for staff to openly “Recognise a Mimecaster” on their company intranet which gives employees the opportunity to give praise to their colleagues by awarding “badges” of recognition on their intranet profile. Mimecast hold regular social events for staff both formal and informal. Mimecast hosts a Summer Fun Day for all staff and their families, this year everyone attended a fun day at Chessington World of Adventures. Annual awards for outstanding achievements are aligned to their values and principles presented by Exec team to employees at the End of Year function in December.

Memex Technology Ltd believe that employees with good work-life balance are happier and healthier employees which is critical to the Company achieving its goals. In demonstrating their commitment to health and wellbeing they offer benefits that proactively encourage health and wellbeing, these are: £500 lifestyle benefit, which can be spent on enhancing any of the default benefits on offer or purchasing other benefits such as gym membership or dental cover. Should employees become unwell, they offer a free Employee Assistance Programme, which includes six free counselling sessions per year, free private medical insurance for employees with subsidised rates for dependant and family cover, life insurance, income protection and a 2nd medical opinion service through Best Doctors.

Memex Technology Ltd believe that employees with good work-life balance are happier and healthier employees which is critical to the Company achieving its goals. In demonstrating their commitment to health and wellbeing they offer benefits that proactively encourage health and wellbeing, these are: £500 lifestyle benefit, which can be spent on enhancing any of the default benefits on offer or purchasing other benefits such as gym membership or dental cover. Should employees become unwell, they offer a free Employee Assistance Programme, which includes six free counselling sessions per year, free private medical insurance for employees with subsidised rates for dependant and family cover, life insurance, income protection and a 2nd medical opinion service through Best Doctors.

Marlin Financial offer flu vaccinations and occupational health support.

Marlin Financial offer flu vaccinations and occupational health support.

Make encourages all partners to discuss their personal ambitions and where possible support them to do so. This may be by approving sabbaticals or allowing flexible working to attend a course. A number of their partners wish to give something back to the universities they attended to teach those now going through the same course. Make encourages individuals to do this and allow people to either use their holidays to give them a paid day off a week or amends contractual terms for them to do this. This is in addition to taking time to understand the types of projects individuals would like to work on through the appraisal process. Where possible they move people between projects to assist their aspirations.

Make is a 100 per cent employee-owned organisation; each member of staff shares in the profits each year. This business model engenders a genuine sense of ownership and entitlement and encourages commitment from all partners as they are guaranteed to be rewarded for their motivation and efforts. As a result, they are able to attract and keep the very best talent. Make encourages this ‘sense of ownership' to translate through into the practice operations. For example, all partners are encouraged, regardless of length of tenure or experience, to take on an active role in progressing the profile of the practice. Traditionally in architecture, it is the more senior architects that are permitted to network and to pursue new business, but at Make they actively shun this approach, instead encouraging all employees to network, attend events and to go after the clients and projects that excite and inspire them. They find that this trust pays real dividends in helping Make stand out from the crowd - both for the individuals who feel empowered and for the benefit of the company. This trust is also applied internally within the practice with broader ‘practice-wide' job roles rotated within the firm. For example, architects can volunteer to review CVs of new candidates before selecting those for interview. These roles usually rotate on an annual basis to ensure no one gets overloaded and that those interested can each get a chance to apply themselves.