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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 ownership structure means that a charitable trust fund, 'The Russell Trust', owns 28% of the company shares. This trust uses the dividend from its shareholding, around £250,000 per annum, to make charitable donations to the local community. They have engaged with the local community and local councils to build the Tullis Russell Environmental Education Centre (TREE Centre). This centre supports their environmental branding and will provide environmental education to the local community and schoolchildren.
The company ownership structure means that a charitable trust fund, 'The Russell Trust', owns 28% of the company shares. This trust uses the dividend from its shareholding, around £250,000 per annum, to make charitable donations to the local community. They have engaged with the local community and local councils to build the Tullis Russell Environmental Education Centre (TREE Centre). This centre supports their environmental branding and will provide environmental education to the local community and schoolchildren.
The organisation seeks to enhance the well being of employees. They do this mainly through the utilisation of their occupational health resources, which support people with health problems. This year they have invested more into this area with the employment of a permanent occupational health resource in their Papermakers business.
The College has a Staff Appraisal Policy for all staff, whether full or part time. This ensures members of staff are given an opportunity to talk with their line manager about their work; where they see their career progressing as well as staff development opportunities. However, the culture of the College means that staff can talk with their line managers at any opportunity. New staff are assigned a mentor (as part of the Induction Checklist) and also have set review meetings after one, two and four months for support staff and two, four and six months for academic staff. Academic staff also have lesson observations as part of their probation review. This gives new staff not only the opportunity to discuss any aspect of their role with their mentor but also ensures time is set aside for the line manager to appraise their progress and to address any concerns (should there be any) at the earliest opportunity.
Truro and Penwith College is committed to supporting the professional development of all staff. Such development is essential to the wellbeing of students and to the morale of the College as a community, particularly in times of change. All members of the College academic and support staff have access to training which is needed to fulfil their roles effectively. The College has a CDI (College Development Initiative) Scheme linked to staff development whereby if members of staff undertake a course which is relevant to their job role and will enhance their skills; this effort is rewarded with an additional payment.
The College has continued to support an annual Christmas party at a local hotel since opening in 1993. For previous landmark occasions (anniversary's, outstanding achievements) they have held celebratory parties, some of which have been held at the Eden Project. However, the Christmas Party last year in Falmouth was a great success.
Learning and Development was their biggest cost outlay but they realise they could achieve the greatest impact on their performance as an organisation. They have recently reclaimed one of their recently vacated property's and refurbished it into a bespoke training centre, equipped to meet their organisational needs whilst remaining flexible enough to be multi-functional. The training centre is equipped with an IT training suite, a boardroom style training room, a number of break-out rooms as well as additional office space. This not only provides a future revenue source but removes the cost of renting external facilities. Their next biggest cost was the training itself. To make full use of the facilities, they recruited a HR/L&D professional. This investment not only strengthened the HR team but also allowed them to design and launch a bespoke suite of training initiatives aligned to the needs of the business. They introduce programmes that develop skills for the future. This initiative has been so successful that they have achieved accredited centre status through the Institute of Leadership and Management (ILM) allowing them to deliver a range of Level 3 and Level 5 qualifications to our staff and preferred business partners.
It has been Trident's belief for some time that Housing Associations have a wider responsibility to support and shape the communities which it serves. Trident's stock is predominantly in an area that is geographically isolated, has a high rate of benefit dependency, a high level of financial exclusion, unemployment, social isolation and lack of community engagement. They house some of the most disadvantaged, excluded and underrepresented communities in the region with issues such as mental health, drug and alcohol dependency, cultural diversity, refugees and those that have experienced homelessness. Trident has initiated a number of initiatives that have seen an increase in community cohesion, life skills, personal confidence and social interaction empowering the community to work together to address issues that matter to local people through initiatives such as coffee mornings, breakfast clubs, training sessions, martial arts classes, money advice surgeries, an Iranian Support Group and more recently a number of Trident Torch Events (to build on this Summer's Olympic theme). The money advice surgeries worked with over 360 customers last year maximising £87,369 worth of income and advising on £331,075 of debt. They engaged a local loan shark agency to deliver training and advice sessions to over 120 customers and staff raising awareness on a key issue in the area, signposting affected customers. The breakfast club and Iranian support group provides social interaction, personal confidence and a free breakfast for many customers who struggle financially.
Learning and Development was their biggest cost outlay but they realise they could achieve the greatest impact on their performance as an organisation. They have recently reclaimed one of their recently vacated property's and refurbished it into a bespoke training centre, equipped to meet their organisational needs whilst remaining flexible enough to be multi-functional. The training centre is equipped with an IT training suite, a boardroom style training room, a number of break-out rooms as well as additional office space. This not only provides a future revenue source but removes the cost of renting external facilities. Their next biggest cost was the training itself. To make full use of the facilities, they recruited a HR/L&D professional. This investment not only strengthened the HR team but also allowed them to design and launch a bespoke suite of training initiatives aligned to the needs of the business. They introduce programmes that develop skills for the future. This initiative has been so successful that they have achieved accredited centre status through the Institute of Leadership and Management (ILM) allowing them to deliver a range of Level 3 and Level 5 qualifications to our staff and preferred business partners.
The company employ two permanent fitness instructors who work in the Bracknell office gym. They also pay gym membership for employees in all other offices. Their on-line health and well being portal gives access to a comprehensive wellness information centre, which addresses a wide range of medical and well being issues, and their interactive online lifestyle programme. Towry entered 112 employees in 16 teams in last year's Global Corporate Challenge, and between them they clocked up nearly 56,000 measuring their daily step, swim and cycle count. The daily step average of 12,926 per person (5.15 miles) was an 11% improvement on last year.
The company employ two permanent fitness instructors who work in the Bracknell office gym. They also pay gym membership for employees in all other offices. Their on-line health and well being portal gives access to a comprehensive wellness information centre, which addresses a wide range of medical and well being issues, and their interactive online lifestyle programme. Towry entered 112 employees in 16 teams in last year's Global Corporate Challenge, and between them they clocked up nearly 56,000 measuring their daily step, swim and cycle count. The daily step average of 12,926 per person (5.15 miles) was an 11% improvement on last year.
The company employ two permanent fitness instructors who work in the Bracknell office gym. They also pay gym membership for employees in all other offices. Their on-line health and well being portal gives access to a comprehensive wellness information centre, which addresses a wide range of medical and well being issues, and their interactive online lifestyle programme. Towry entered 112 employees in 16 teams in last year's Global Corporate Challenge, and between them they clocked up nearly 56,000 measuring their daily step, swim and cycle count. The daily step average of 12,926 per person (5.15 miles) was an 11% improvement on last year.
The company use a career road map to ensure that each consultant knows in which direction their career is going, what they need to do to get there, what coaching will be offered to help them and what awards will be accrued when they reach their goal. Employees are rewarded through bonuses and incentives which encourage them to work at maximum capacity. After every year of service, the Directors take the individual employee for congratulatory drinks and discuss their successes. Listening to the employees ambitions, the Director(s) suggest potential development and further avenues for exploration. Employees are made aware of opportunities to develop in terms of promotions or sideways movements.
The entire organisation is rewarded for their hard work through an attractive incentive system which is two-fold; offering generic rewards that everyone competes for, and personalised prizes that ensure a heightened sense of employee satisfaction. By setting generic achievable targets on a weekly, quarterly and one off basis - consultants work towards rewards such as an exotic holiday for their entire team, Mont-blanc pens, Friday beers, sports car racing days, spa weekends in 5 star hotels, additional holiday time, Ipads or lunches at Michelin-starred restaurants. An additional 'money can't buy' luxury experience, that has been tailored to suit a particular high performing individual's interests, is given out on a quarterly basis. For instance, Alka Graham (mother of two) generated £1m revenue for TJC and was presented with her choice of reward (a family trip to see her favourite band in Paris), by TJC's CEO at a company-wide function. Not forgetting other integral members of staff, the administration and operations teams are also exposed to this target system if they meet their KPI's or are nominated as Employee of the Month. Recognition and appreciation is integral to the business and was reflected in last year's low attrition figures. Smaller day to day accomplishments and innovative acts are highlighted to the company at large via congratulatory company-wide emails, which encourage both the team and individuals to succeed.
The company use a career road map to ensure that each consultant knows in which direction their career is going, what they need to do to get there, what coaching will be offered to help them and what awards will be accrued when they reach their goal. Employees are rewarded through bonuses and incentives which encourage them to work at maximum capacity. After every year of service, the Directors take the individual employee for congratulatory drinks and discuss their successes. Listening to the employees ambitions, the Director(s) suggest potential development and further avenues for exploration. Employees are made aware of opportunities to develop in terms of promotions or sideways movements.
As a hotel The Savoy are committed to being green. They focus on Reduce, Reuse and Recycle. All of the unused and unwanted food gets placed into an uncontaminated bin when it gets taken away to be recycled and used as energy. They also do bi-annual Thames Foreshore cleanup to keep the environment clean and for the community to be able to enjoy a clean landscape of the Thames. The Savoy also continue to heat hotel water with the heat obtained from the refrigerators in the hotel.
The Savoy hire on talent and attitude, ensuring they have high quality, dynamic and motivated team. They pride themselves in providing a friendly environment. The Savoy invest in their people and encourage personal growth and development. The Savoy hold colleague reviews, the training programme includes orientation, train the trainer, online learning, coaching for success, MS office, etc. They have colleague recognition and are continuing to promote and tranfser over 100 colleagues each year.
The Savoy hire on talent and attitude, ensuring they have high quality, dynamic and motivated team. They pride themselves in providing a friendly environment. The Savoy invest in their people and encourage personal growth and development. The Savoy hold colleague reviews, the training programme includes orientation, train the trainer, online learning, coaching for success, MS office, etc. They have colleague recognition and are continuing to promote and tranfser over 100 colleagues each year.
Net-a-Porter delivered a series of company presentations to the teams around the world. This is a multi-media presentation to celebrate their successes - group,team and individual, look at the upcoming plan and also revisit why they are here. The serious moments are tempered by videos including the Senior management team dancing Gangnam style. The ability of the senior management team to speak authoritatively, inspirationally, while being able to not take themselves too seriously is very precious, especially in the fashion industry.
Net-a-Porter delivered a series of company presentations to the teams around the world. This is a multi-media presentation to celebrate their successes - group,team and individual, look at the upcoming plan and also revisit why they are here. The serious moments are tempered by videos including the Senior management team dancing Gangnam style. The ability of the senior management team to speak authoritatively, inspirationally, while being able to not take themselves too seriously is very precious, especially in the fashion industry.
Net-a-Porter delivered a series of company presentations to the teams around the world. This is a multi-media presentation to celebrate their successes - group,team and individual, look at the upcoming plan and also revisit why they are here. The serious moments are tempered by videos including the Senior management team dancing Gangnam style. The ability of the senior management team to speak authoritatively, inspirationally, while being able to not take themselves too seriously is very precious, especially in the fashion industry.
TLG Senior management team has long supported social events throughout its history and continue to actively encourage staff to engage in social events including fund raising activities within the community, many of which have proved not only to be sucessful but extremely memorable. TLG is happy to boast an average tenure for employees of over seven years, which for a company of over 250 staff is exceptional. The company hosts and finances an annual themed Christmas function for all employees to attend.
TLG Senior management team has long supported social events throughout its history and continue to actively encourage staff to engage in social events including fund raising activities within the community, many of which have proved not only to be sucessful but extremely memorable. TLG is happy to boast an average tenure for employees of over seven years, which for a company of over 250 staff is exceptional. The company hosts and finances an annual themed Christmas function for all employees to attend.
TLG Senior management team has long supported social events throughout its history and continue to actively encourage staff to engage in social events including fund raising activities within the community, many of which have proved not only to be sucessful but extremely memorable. TLG is happy to boast an average tenure for employees of over seven years, which for a company of over 250 staff is exceptional. The company hosts and finances an annual themed Christmas function for all employees to attend.
All Leith's managers, supervisors and senior managers have an open brief to reward individuals who make an outstanding contribution over the course of the year, an example of this is when they have given these hard workers/achievers a dinner or night away with their partner. Over and above this, the company have a long standing and humorous awards night at their Christmas party where all staff have nominated the awards categories and then vote for those they feel should win them. It's entirely democratic and often very revealing ensuring that those who are often unsung get the recognition they are due.
In addition to putting their star performers through the Cello Academy which Leith is a part of, they have regular training sessions at the agency where they bring in external suppliers to give their people all they need to know about print production, the latest developments in technololgy including mobile, Smart TV, tablets and social media. Every year Leith run two formal appraisal processes, one in June and one in December. These appraisal forms help to monitor performance and identify what development is needed for their people to reach even greater heights. Finally their Zeitgeist programme where they establish cross agency teams is a real enabler for their people when it comes to development of products, their pricing and distribution.
In addition to lively Summer and Christmas parties for all staff Leith also hold a Friday night special once every two months on their barge moored in the Water of Leith. The purpose of this is for everyone to let their hair down, enjoy some free drinks - our Leader assumes role of cocktail shaker and maker at the bar and free food. It's always a hog roast. The social committee, a powerful force at the agency, have run these evenings under a multitude of themes including this one for Halloween.
All managers have been trained on the 'measuring success' process, including how to agree SMART objectives, give effective feedback and assess performance. Managers recognise and reward colleagues in their teams in a number of informal and ad-hoc ways. These range from 'thank yous', notes from a member of the leadership team or CEO, a team lunch out, an afternoon off, food and drink. In addition, managers are encouraged to nominate their team members for formal recognition through the colleague Awards and Colleague Recognition events throughout the year.
They have a bi-annual work and a wellbeing assessment programme. This assessment measures the impact of work on colleagues' wellbeing and supports their belief that wellbeing is directly related to performance. The results of the survey inform organisation wide initiatives and team feedback sessions lead to team action plans to ensure that issues are addressed on a local team level. In addition, each area of the organisation nominates a work and wellbeing representative that are part of a team who feedback, advise of issues, review initiatives and ensure two way communication in between the assessments.
All managers have been trained on the 'measuring success' process, including how to agree SMART objectives, give effective feedback and assess performance. Managers recognise and reward colleagues in their teams in a number of informal and ad-hoc ways. These range from 'thank yous', notes from a member of the leadership team or CEO, a team lunch out, an afternoon off, food and drink. In addition, managers are encouraged to nominate their team members for formal recognition through the colleague Awards and Colleague Recognition events throughout the year.
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