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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.
Through Bedfordia's Striving for Excellence, performance and development framework, learning and development is discussed on a regular basis - minimum quarterly and an individual training plan is agreed. This can include on the job training, coaching, job shadowing through to external training courses on specific topics and funding to complete a professional qualification. One of Bedfordia's key values is Striving for Excellence, which encompasses always striving to achieve their best in whatever they do - they could not achieve this without a real focus on developing their people.
Through Bedfordia's Striving for Excellence, performance and development framework, learning and development is discussed on a regular basis - minimum quarterly and an individual training plan is agreed. This can include on the job training, coaching, job shadowing through to external training courses on specific topics and funding to complete a professional qualification. One of Bedfordia's key values is Striving for Excellence, which encompasses always striving to achieve their best in whatever they do - they could not achieve this without a real focus on developing their people.
Through Bedfordia's Striving for Excellence, performance and development framework, learning and development is discussed on a regular basis - minimum quarterly and an individual training plan is agreed. This can include on the job training, coaching, job shadowing through to external training courses on specific topics and funding to complete a professional qualification. One of Bedfordia's key values is Striving for Excellence, which encompasses always striving to achieve their best in whatever they do - they could not achieve this without a real focus on developing their people.
Employees are rewarded for excellent performance by providing incentives for high achievers. Bonus payments and Salary Reviews are also given on an ad hoc basis.
The organisation provides free fruit for employees and also have a free counselling service which is provided by BCW's Health Care Providers which allows staff to have up to six counselling sessions which are in total confidence.
Employees are rewarded for excellent performance by providing incentives for high achievers. Bonus payments and Salary Reviews are also given on an ad hoc basis.
With the introduction of Beyond Zero, all employees have the confidence that what they say matters. This is one of the unique aspects of working for BAM Nuttall. To actively encourage feedback from staff, they went out to everyone with the Beyond Zero workshops and encouraged people to come forward at a personal level. Any personal discussions, positive or negative, were undertaken confidentially so their personnel could speak freely. There are many ways in which they gather feedback from their staff from the dedicated Beyond Zero email address to just talking to people. The most effective is the Safety and Environment observation cards. All sites, offices and depots are provided with cards. Everyone is encouraged to record observations, anonymously if they wish, to report issues and near misses or simply to share good practice. They can be health and safety issues, environmental issues or any other event worthy of being brought to other people's attention. People can record details of any action they have taken in situations, to share their ideas and to prompt discussion or action at management level. All our staff are regularly reminded of the importance of giving feedback. At the end of 2012, BAM Nuttall held a successful awards ceremony, available to everyone across the country via their intranet, celebrating what was best about Beyond Zero. It was a simple way of demonstrating how Beyond Zero can make a difference on site, in the office and most importantly, for the well-being of each of their employees.
Apprenticeships at BAM Nuttall are recognised and celebrated as one of their key entry routes and continue to provide the Business with talented, skilled and committed employees who contribute to the continued success of the Company. BAM Nuttall's programmes are designed to support people through the early stages of their career and give them all the same opportunity to become professionally qualified and climb the career ladder. Through the success of their award winning Engineering Apprenticeship they expanded the programme in 2009 to offer an apprenticeship for commercial staff. This was the first of its kind in the industry and has received accreditation from Chartered Institute of Civil Engineering Surveyors. In 2013 BAM Nuttall have expanded this programme further to offer a route for aspiring young Planning Engineers. In 2012 they significantly increased the number of Craft Apprentices in the Business and they continue to develop the support model to effectively retain these apprentices. BAM Nuttall currently have over 145 apprentices enrolled on technical, trade and business support apprenticeships. However, BAM Nuttall strive to know and support all apprentices working on their sites regardless of who they are employed by. Apprenticeships are embedded throughout the organisation and supported by several key roles –Apprentice Advisors who support and guide apprentices throughout their programmes, a network of highly skilled staff who fulfill the roles of mentors and line managers as well as a growing alumni of past apprentices who are always willing to offer a helping hand.
Apprenticeships at BAM Nuttall are recognised and celebrated as one of their key entry routes and continue to provide the Business with talented, skilled and committed employees who contribute to the continued success of the Company. BAM Nuttall's programmes are designed to support people through the early stages of their career and give them all the same opportunity to become professionally qualified and climb the career ladder. Through the success of their award winning Engineering Apprenticeship they expanded the programme in 2009 to offer an apprenticeship for commercial staff. This was the first of its kind in the industry and has received accreditation from Chartered Institute of Civil Engineering Surveyors. In 2013 BAM Nuttall have expanded this programme further to offer a route for aspiring young Planning Engineers. In 2012 they significantly increased the number of Craft Apprentices in the Business and they continue to develop the support model to effectively retain these apprentices. BAM Nuttall currently have over 145 apprentices enrolled on technical, trade and business support apprenticeships. However, BAM Nuttall strive to know and support all apprentices working on their sites regardless of who they are employed by. Apprenticeships are embedded throughout the organisation and supported by several key roles –Apprentice Advisors who support and guide apprentices throughout their programmes, a network of highly skilled staff who fulfill the roles of mentors and line managers as well as a growing alumni of past apprentices who are always willing to offer a helping hand.
Flexible working arrangements are key plus regular communication and providing a safe and comfortable working environment. This year B P Collins have implemented health checks for all staff. They pay for eye tests and subsidise gym membership.
B P Collins places considerable importance on building and strengthening their relationships with their local community and each year they donate to and support a number of national and local charitable organisations and activity based events as part of their charitable giving programme.
Flexible working arrangements are key plus regular communication and providing a safe and comfortable working environment. This year B P Collins have implemented health checks for all staff. They pay for eye tests and subsidise gym membership.
The best example of how Arup supports employee development is related to the training the leaders receive in the development of their coaching skills. The reason that Arup have chosen this example is because this investment makes an impact right the way through their business. To date over 100 (70%) of their Directors have attended an intensive 3 day Coaching Mastery workshop including all of their region board members and have been encouraged to use these skills to get the best from their people. It is reported that this programme is promoting the development of initiative taking in their people because the coaching approach is encouraging a more empowered response. Additionally coaching as a prominent leadership style relies on the quality of questions the leaders ask. Obviously what follows is the reality and perception that the majority their leaders listen versus instruct. Also as the coaching training places a strong focus on self-awareness it means the leaders are instrumental in nurturing a feedback culture that is so essential for people to develop. Each year and even during difficult times Arup have maintained or increased their investment in this programme. The Directors involved take pride in their coaching skills and take some post programme supervision in order to keep their skills honed. In addition they have started to broaden the population who are trained dependent on their developing others' responsibility.
The best example of how Arup supports employee development is related to the training the leaders receive in the development of their coaching skills. The reason that Arup have chosen this example is because this investment makes an impact right the way through their business. To date over 100 (70%) of their Directors have attended an intensive 3 day Coaching Mastery workshop including all of their region board members and have been encouraged to use these skills to get the best from their people. It is reported that this programme is promoting the development of initiative taking in their people because the coaching approach is encouraging a more empowered response. Additionally coaching as a prominent leadership style relies on the quality of questions the leaders ask. Obviously what follows is the reality and perception that the majority their leaders listen versus instruct. Also as the coaching training places a strong focus on self-awareness it means the leaders are instrumental in nurturing a feedback culture that is so essential for people to develop. Each year and even during difficult times Arup have maintained or increased their investment in this programme. The Directors involved take pride in their coaching skills and take some post programme supervision in order to keep their skills honed. In addition they have started to broaden the population who are trained dependent on their developing others' responsibility.
In response to feedback from the Working at Arup survey 2010 Arup carried out a review of their performance management processes. They held workshops with their people to understand their views on the current approach and how they could improve this. As a result of these workshops they dramatically changed the Appraisal review process to move away from a paper driven approach, to one which focused on the importance of the conversation and dialogue that takes place in the appraisal meeting. They also decided to highlight the benefits of receiving a broad range of feedback during an appraisal meeting. Arups process now encourages Appraisers and Appraisers to seek feedback from colleagues, managers, team members and clients prior to the appraisal meeting which is then discussed during the meeting. To help support this change Arup delivered workshops for Appraisers on how to gather feedback and deliver feedback effectively. The workshops focused on the skills needed to do this and gave Appraiser the opportunity to practice their skills in a role play situation. They have received positive feedback from their people on the impact this change to the Appraisal has had on their view of how as an organisation they manage performance.
Following the aquisition in 2012, Artelia recognised a need to develop the UK HR Department, to accommodate the expanding workforce. Rather than recruiting, Artelia made the decision to offer a development opportunity for the in post HR and Payroll Manager, Sarah Dier. Sarah was already part qualified, but needed further training to increase knowledge and skills to support the business. She jumped at the opportunity and is now enrolled on the CIPD Post Graduate Diploma in Human Resourse Management. This is a 2 year study programme that includes 6 hours of classroom study a week. Artelia are fulling supporting Sarah, both financially and by enabling her the time off she needs to attend class and exams etc. A win win situation!!
In November 2012, a team of willing gentlemen took part in MOvember. The Company matched all funds raised to a maximum of £500. The Company makes these decisions on an ad hoc basis depending on the cause and in consultation with COM2. Self Unlimited is a charity which supports adults with learning difficulties. Artelia have run volunteer days at several of the charity's sites helping out with gardening, fence building and general maintenance. They have also provided professional advice on construction and property matters on a pro bono basis.
Following the aquisition in 2012, Artelia recognised a need to develop the UK HR Department, to accommodate the expanding workforce. Rather than recruiting, Artelia made the decision to offer a development opportunity for the in post HR and Payroll Manager, Sarah Dier. Sarah was already part qualified, but needed further training to increase knowledge and skills to support the business. She jumped at the opportunity and is now enrolled on the CIPD Post Graduate Diploma in Human Resourse Management. This is a 2 year study programme that includes 6 hours of classroom study a week. Artelia are fulling supporting Sarah, both financially and by enabling her the time off she needs to attend class and exams etc. A win win situation!!
Shirin Dehghan awarded 'Top Woman in Mobile' by Real Business; Shirin Dehghan wins inaugural ‘Women in Business' Award. This year saw Shirin Dehgan of Arieso win Female Entrepreneur of the Year. She has drive, commercial acumen, customer focus and communicates and lives values including the importance of execution and delivery.
Shirin Dehghan awarded 'Top Woman in Mobile' by Real Business; Shirin Dehghan wins inaugural ‘Women in Business' Award. This year saw Shirin Dehgan of Arieso win Female Entrepreneur of the Year. She has drive, commercial acumen, customer focus and communicates and lives values including the importance of execution and delivery.
Several technical staff with ambition to move into commercial/sales roles have been supported including relocation where required. Managers make it very clear how specific projects and deadlines are connected back to meaningful business objectives that contribute to entire teams bonus. There is a general open culture, anybody can talk to the senior managers about anything and regularly do.
The Aquarius annual conference took place in December 2013, providing an opportunity for all staff to come together, share their experiences and participate in workshops, individual / team awards activities which included laughter yoga, a quiz. In March 2013 we sent six of our staff on a learning trip to Rome where they visited a substance misuse service. They learnt about the services on offer, recieved training, visited local communities and took in the sites of the city.
Aquarius offer a comprehesive range of developmental training throughout the year to support staff in their roles. They have recently invited employees to participate in an NVQ training programme and their first cohort have now commenced work on their qualification through Birmingham Metropolitan College. Aquarius have secured external funding to support this opportunity and staff are able to utilise work time for completion of the required elements.
Aquarius offer a comprehesive range of developmental training throughout the year to support staff in their roles. They have recently invited employees to participate in an NVQ training programme and their first cohort have now commenced work on their qualification through Birmingham Metropolitan College. Aquarius have secured external funding to support this opportunity and staff are able to utilise work time for completion of the required elements.
Having been dedicated supporters of Bolton Lads and Girls Club since 2006, ao.com constantly think up new, innovative ways to do their bit for the local childrens' charity. ao.com recently became a sponsor for the Bolton Atlantic Challenge. Four Bolton businessmen will row 3000 miles across the Atlantic in a bid to raise £250,000 for Bolton Lads and Girls Club's Junior Mentoring Project. Alongside fellow Bolton-based businesses, ao.com have donated £100,000 to become a sponsor of the challenge, which is even more close to their hearts with a member of their very own team on board. Marketing Executive Finn Christo has spent the past two years training for the event which will begin on 2nd December, with the full support of his colleagues and the Senior Team here at ao.com. His dedication to the event made it an easy decision to become a sponsor in order to give back to an extremely worthy local children's charity and back a member of our team all the way.
Having been dedicated supporters of Bolton Lads and Girls Club since 2006, ao.com constantly think up new, innovative ways to do their bit for the local childrens' charity. ao.com recently became a sponsor for the Bolton Atlantic Challenge. Four Bolton businessmen will row 3000 miles across the Atlantic in a bid to raise £250,000 for Bolton Lads and Girls Club's Junior Mentoring Project. Alongside fellow Bolton-based businesses, ao.com have donated £100,000 to become a sponsor of the challenge, which is even more close to their hearts with a member of their very own team on board. Marketing Executive Finn Christo has spent the past two years training for the event which will begin on 2nd December, with the full support of his colleagues and the Senior Team here at ao.com. His dedication to the event made it an easy decision to become a sponsor in order to give back to an extremely worthy local children's charity and back a member of our team all the way.
Despite the rapid growth of ao.com's business and the ever-developing range of products, services and partners, CEO John still manages to remain as close to the business as possible and always makes time to interact with his teams. A passionate charity fundraiser, John set up and continues to drive the brand new Duke of Edinburgh Awards programme for young stars of the business. This ensures the teams have the opportunity to develop their own skills whilst giving back to the local community and beyond. At the end of their first residential, every member of the Duke of Edinburgh programme presented back to John, who provided feedback in order to aid in their personal and professional development. ao.com currently have two groups within the business completing their Duke of Edinburgh Gold Award. Due to their success John now wants to open this up to employee family members. These initiatives are all funded by the business and John continually drives the success of the programme from within.
A small team, drawn from all skill levels, set out to inspire and ignite the business to Be the Difference. There's a major shift going on in the world. From closed to open, protected to connected and aware to active. Added Value needed to be a part of this shift. With three motivations; Be active. Because they welcome hard graft, Added Value got the business to commit to two days for each individual to help a charity of their choice. Be generous. Because they want to build lasting partnerships, Added Value committed to work with their charity partners to help with their challenges. Their involvement has been a massive turning point in their ventures. Be Green. Because small actions can make a big difference, Added Value committed to inspiring behavioural change in the office and their personal life. They have work-shopped with DoNation and TEAM UP to help them define their character, mission statement and tone of voice, which gave the junior employees the chance to develop facilitation skills. 2013 has seen them continue their work with Shooting Star Chase by freshening up one of their local charity shops and paint Bollywood inspired posters to decorate their children's hospice. Other activities have included clearing up a local garden for Samaritans, volunteering for the Teddington River Festival, raising £500 for Comic Relief with fancy dress, £235 for East-End Shed, which offers underprivileged kids to attend drama groups and held an in-office barista coffee shop.
Paul is the Managing Director at Added Value UK. Added Value asked some people to give a few words on his leadership style. “Paul's leadership style is distinctive through being equally focused on both the commerciality of the business as well as developing the creativity. Typically leaders can sway towards one of these attributes but Paul is able to deliver credibly on both and inspire and bring the team along with him. He role models creativity in his work and employee engagement activities and believes delivering creating solutions is the key to our commercial success.” “I think he manages an unusual balance of being a really strong leader – strategic, inspiring, having a clear vision and so on, but who does so in a way that is fun and funny, warm, engaging and approachable.” “He's a family man with strong principles. He believes that some things are more important than work. When you need support he is quick to give it. When you don't he stays out of your way, giving you space and responsibility.” Paul is never shy of saying thank you to the team and always makes sure everyone is included, here's an excerpt from a company wide email at the end of 2012: “Unbelievable year. Mental, but amazing. I just wanted to say that it's been truly brilliant working with such a bunch of talented people all in flying form. It shows what we're capable of and how remarkable we are as a team…”
The brand team spent 2 days away in The Kent countryside. "The agenda? Have some fun - they did a vineyard tour, made pizzas – got to know each other, oh and do some work - they did some 2014 planning and developed a new offer to start selling to clients as soon as got back to HQ." The qual team headed into London for a day master class in Analysis Skills. A day of fun energisers like making models of colleagues out of play dough, practising analysis techniques and finished with a well-earned glass of wine. "It was a great session to learn and share ideas. It was also great to be out of the office all together something that doesn't always happen given the life of someone always on fieldwork." "Every month Qual get together for a sharing session. They invite members of other teams to join them to share their recent work or pov on various topics and sometimes have people from outside AV talk to them including hypnosis in research." "After winning a Shine award for their work on the Land Rover account, what better way to spend the winnings than on a night of cocktail flaring and tapas eating. 18 members of the Land Rover account from teams across the business enjoyed a night of cocktail making and drinking followed by dinner. A really fun night and a great reward for all of the hard work on a big and sometimes challenging account."
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