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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.
Rocela views communication as a two way initiative and has implemented a number of methods to listen to their employees, seek ideas and feedback. A quarterly company conference which covers performance and staff news. The Q&A session is an opportunity for anyone to ask questions or offer feedback. A companywide email group used by any member of staff who wishes to communicate news or ask a question. The most recent Employee Questionnaire was issued in September 2011 and this covered a variety of topics including; Communication, Line Management, Values, Benefits, Performance feedback and Development. Below are a few “stats” from the survey: 96% of Rocela employees took part in the survey , 87% of the respondents felt that Rocela communicate well on a company level , 95% of the respondents felt that communication was good on a team level , 96% answered positively to the question regarding customer service/ client care and89% answered positively in relation the Rocela Performance Management process Rocela has a formal Performance Review Process. This is particularly pertinent for those people working from home or based in an alternative location to their Line Manager. 1to1 meetings take place across the business approximately once a month. They are a great opportunity to ensure that people's views are heard. The key topics that are discussed at these meetings are achievements ,frustrations,role alignment and career alignment. Their Executive Team operate a “real” open-door policy and encourage people to speak to them on any topic – either face-to-face or on the phone.
Rocela views communication as a two way initiative and has implemented a number of methods to listen to their employees, seek ideas and feedback. A quarterly company conference which covers performance and staff news. The Q&A session is an opportunity for anyone to ask questions or offer feedback. A companywide email group used by any member of staff who wishes to communicate news or ask a question. The most recent Employee Questionnaire was issued in September 2011 and this covered a variety of topics including; Communication, Line Management, Values, Benefits, Performance feedback and Development. Below are a few “stats” from the survey: 96% of Rocela employees took part in the survey , 87% of the respondents felt that Rocela communicate well on a company level , 95% of the respondents felt that communication was good on a team level , 96% answered positively to the question regarding customer service/ client care and89% answered positively in relation the Rocela Performance Management process Rocela has a formal Performance Review Process. This is particularly pertinent for those people working from home or based in an alternative location to their Line Manager. 1to1 meetings take place across the business approximately once a month. They are a great opportunity to ensure that people's views are heard. The key topics that are discussed at these meetings are achievements ,frustrations,role alignment and career alignment. Their Executive Team operate a “real” open-door policy and encourage people to speak to them on any topic – either face-to-face or on the phone.
Fun is part of the company's ethic, ethos and core values. They do not have a stiff lipped corporate culture so fun is endemic and requires little in the way of nurture. This aspect of their culture is highly valued and they have appointed two CEO's (Chief Entertainment Officers) in their principle geographic office locations. The role of these CEO's is to harness the culture of fun and fund raising, so that they can coordinate efforts across the whole company to be as inclusive as possible. This helps promote and develop the fun culture without smothering it with top down control. Below are some of the 'fun' events that they have taken part in over the year. Easter/Halloween Cake Sales - Employees contributed cakes, scones and pancakes for everyone to enjoy. Secret Easter Bunny Jubilee Lunch - Cream tea and cakes! Their usual Rocela bakers contributed delicious sandwiches, scones and cakes and everyone else who came along donated money towards Rocela's nominated charities. New Hope Quiz Olympic Lunch - To acknowledge the Olympics, they organised a 'Bring a Dish' lunch where everyone had to choose a particular Olympic country and make a dish from there. Cheese n' Wine - Everyone who took part brought a bottle of wine (or soft drink for the drivers) and their favourite cheese(s), and enjoyed relaxed conversation with colleagues.
The UK and global senior management team aim to be visible throughout the business which helps not only with employee engagement, but also helps with morale and motivation in the business, as the recruitment market continues to be challenging. As their leadership team have all started with and built their careers with the company, it is encouraging for staff to know that their managers have been there and know what they're going through. The leadership hierarchy is very shallow and as such, it is common to see the directors and even global senior executive members sitting alongside the consultants in an open-environment. This helps break down barriers and demonstrates that the leadership team is accessible. Whether to assist on client meetings, training or general day-to-day activities, the leadership team works very closely with the sales consultants. To recognise consultants for their contributions and hard work, the company hosted a sales competition with 16 winners receiving VIP access to various Olympic competitions. Their managing director launched the competition and the directors worked very closely with employees to ensure they were on track and meeting targets for the highly sought-after prize!
The UK and global senior management team aim to be visible throughout the business which helps not only with employee engagement, but also helps with morale and motivation in the business, as the recruitment market continues to be challenging. As their leadership team have all started with and built their careers with the company, it is encouraging for staff to know that their managers have been there and know what they're going through. The leadership hierarchy is very shallow and as such, it is common to see the directors and even global senior executive members sitting alongside the consultants in an open-environment. This helps break down barriers and demonstrates that the leadership team is accessible. Whether to assist on client meetings, training or general day-to-day activities, the leadership team works very closely with the sales consultants. To recognise consultants for their contributions and hard work, the company hosted a sales competition with 16 winners receiving VIP access to various Olympic competitions. Their managing director launched the competition and the directors worked very closely with employees to ensure they were on track and meeting targets for the highly sought-after prize!
The UK and global senior management team aim to be visible throughout the business which helps not only with employee engagement, but also helps with morale and motivation in the business, as the recruitment market continues to be challenging. As their leadership team have all started with and built their careers with the company, it is encouraging for staff to know that their managers have been there and know what they're going through. The leadership hierarchy is very shallow and as such, it is common to see the directors and even global senior executive members sitting alongside the consultants in an open-environment. This helps break down barriers and demonstrates that the leadership team is accessible. Whether to assist on client meetings, training or general day-to-day activities, the leadership team works very closely with the sales consultants. To recognise consultants for their contributions and hard work, the company hosted a sales competition with 16 winners receiving VIP access to various Olympic competitions. Their managing director launched the competition and the directors worked very closely with employees to ensure they were on track and meeting targets for the highly sought-after prize!
The CEO has embedded a culture within the organisation that nurtures and provides the environment for innovation and employee self-expression. The open-door policy and employee communications within Riverbed enables each and every employee to directly communicate their ideas and thoughts to Jerry Kennelly and his executive team.
Riverbed Technology is committed to enhancing the quality of life of employees and their families. By offering competitive salaries and comprehensive packages of various benefits they strive to create an environment that attracts the most highly qualified individuals.
The CEO has embedded a culture within the organisation that nurtures and provides the environment for innovation and employee self-expression. The open-door policy and employee communications within Riverbed enables each and every employee to directly communicate their ideas and thoughts to Jerry Kennelly and his executive team.
An internal and external communication strategy has been developed over the last 4 years, which includes: Nine staff conferences which have been used to good effect to foster the creation of a positive and supportive culture where all staff work closely and effectively together in the best interests of learners and employers. One to one and team meetings which are used to reinforce key messages, along with electronic communication tools. A PDR and 360 process which has been embedded into the staff development process, and provides support and progression to all staff. A weekly bulletin which is emailed to all staff giving updates on activity from managers around the business. Facebook and Twitter pages which are used to detail current vacancies, industry and company information. The Facebook page is full of useful information and resources such as electronic versions of company leaflets, videos, and a national vacancy map.
Self assessment is an essential part of their continuous improvement. This process allows all departments and teams to analyse their strengths, areas for improvements and their satisfactory areas, through effective monitoring and on-going self assessment. All staff are fully engaged in this process and the outcome helps to focus on improvement across the business and to raise the standard and quality of training provision. A full self assessment process is completed once every year, with a formal review every 6 months, which is documented in a full report. This is also supported by a Quality Improvement Plan, which details all key improvement areas and documents the progress of key activities and actions. This plan is reviewed on a monthly basis and updated accordingly. Self assessment is a key part of their business culture and everyday approach.
The company combine their second conference of the year with the Christmas party. At this event all staff and their partners are invited to attend, as a thank you for their part in the organisation's success throughout the year. They also provide staff with an additional day's holiday, following the conference and party. On the 21st December 2011 a party was held where 252 staff and partners enjoyed a Christmas Dinner followed by a live band and dancing. The whole event is fully expensed by the company, including hotel arrangements, travel, food and drink. Feedback from the conferences and parties are always excellent and continue to build on the ‘family' vibe running across all departments and teams.
Paramjit is a very warm, approachable and visible leader. He is on first name terms with all Qedis' people (and their families, too!), frequently posts updates on their internal social networking site to let them know what he is up to, and uses their employee action days for sharing and communicating messages that in other firms would be restricted to the leadership team only. He sits alongside everyone in the office, and invites all new employees to shadow him for a day as part of their induction. He has found a way to infuse his style into the organisation without creating any form of leader-worship culture, he's incredibly humble yet has the respect of everyone and he encourages this behaviour in others . Paramjit gets the best out of his people through encouraging their input to and ownership of important company initiatives, displaying a great deal of confidence and trust, not only in those more senior within the company, but right down to the newest intern. He is also very open with his plans for the future of Qedis, actively encouraging everyone to think about the role they would like to play in shaping the organisation: as shareholders they all own a part of it. Above all, Paramjit is truly passionate about Qedis, and it shows! He likes to be ‘hands on' and is involved in client delivery, recruitment and the day-to-day running of the business as well as the strategic aspects of his leadership role.
Personal and professional development is a high priority at qedis. They have a fair, rigorous and development-focused performance management process; with performance feedback after each project, and formally twice a year. The Aqademy training pathway has 11 training courses, addressing the competencies junior people need to be successful. Qedis developed 4 additional courses linked to skills gaps eg Assertiveness training, BD bitesize and Advanced Core Consulting. For senior people, they have Counselling Manager and Business Development Training. They also developed a new course aimed at newly promoted Managers adapting to their increased responsibility. It is offsite and includes outdoor team building exercises linked to the learning objectives of the course. The most important course is the ‘Qedis Way', focusing on their culture and values, for new joiners. They offer GetAbstract – a tool that summarises books; Gartner, Forester, Lexus Nexus, Factiva. In the last year they ran 57 training sessions, 1040 days of training - an average of 7 days per person. They spent £174,719 on training courses, £32,951 on Knowledge Management and subscriptions; an average spend of £1,483 per person. 12/20 courses were developed and run by qedites.
Qedis's CSR programme is innovative because they donate their money, their time, business advice and take on a unique challenge, it covers 3 key events. The most significant is Challenge Q which is a physical challenge. This year it was a 24 hour global challenge where 12 qedites ran non-stop for 24 hours, 3 qedites danced solidly for 24 hours, 2 qedites played ping-pong for 24 hours and 1 qedite rowed for 24 hours. The challengers were supported by a team of qedites who stayed around the clock to encourage and cheer them on, they also invited their families and clients to the finishing line event. A team of 20 qedites spent 6 months planning the event. Qedis's partner companies around the globe also took part, one country each hour was doing a sporting activity, eg climbing, tennis, running, cycling, rowing. In total $120,000 was raised globally, in the UK they raised over £20,000 which went to their Charity of the Year (Calibre Minds), whom they also provided free business advice too. The 2nd event was their annual community day, where all their people took the day off client work, and did manual labour for 3 worthy causes. They renovated a church, community park and cemetery, painting, weeding, and clearing and funded the materials needed.
Managers listen to employees' needs and concerns and contact HR for guidance when necessary. An example would be a manager asking for the company to pay for a taxi for a member of staff to be able to come to work whilst using crutches, thus making the individual's travelling a lot easier. Managers develop an understanding of the individual's ambitions by discussions during appraisals and can then help to set appropriate objectives. Managers at Punter Southall Group are encouraged to be receptive to employees - to be open and approachable in an open plan office. HR helps managers understand the sickness absence management policy and other wellbeing at work policies.
Punter Southall Group grant an increase to salary following exam passes in various professional courses. They believe this is effective as it encourages their staff to develop themselves professionally and thereby enhance their future career prospects, but it is also valuable to the business as it can indicate to its clients that its staff are professionally trained and qualified.
Punter Southall Group grant an increase to salary following exam passes in various professional courses. They believe this is effective as it encourages their staff to develop themselves professionally and thereby enhance their future career prospects, but it is also valuable to the business as it can indicate to its clients that its staff are professionally trained and qualified.
All staff have a personal objective plan and support, guidance, training is given to help the individual meet with their objectives. Principle Healthcare Limited have a Training policy in place and all staff members can request training providing sound rationale to support requests. They have a current Training Plan in place with several external trainers coming in to train staff on Time Management / Management and Leadership and also have their own Training Module Management Training Plan which covers: Management & Supervision, Motivation Theory, Time Management, Leadership Skills, Customer Service, Forecasting, Service Level Management, Mentoring Skills, Training Skills.
During the second half of 2010 the business decided that they should look to set up something that allows all employees in the business to be involved in something tangible that provides help and support to disadvantaged children. A select number of employees worked hard on developing an idea that would be significant enough to excite employees, something local to be able to get involved in and to establish something with longevity and sustainability. After much deliberation on what this could be to help unfortunate children, the team decided on the idea of providing free holidays. The idea then grew quickly into buying 2 fabulous holiday homes at the popular holiday site Haven holiday blackpool. What we then needed to work out was how we would identify the right children who would benefit. In association with North Yorkshire council children services, they established a partnership that allowed the people looking out for those children in need to nominate those children and familes in need the most. In 2011 the idea was launched as a fully registered charity called The Principle Trust and to date has been successful in raising sufficient funds to benefit 237 children. All employees are involved in one or another and contribute proudly to the fund raising effort the charity requires, and give up their free time to help and assist where possible.
All staff have a personal objective plan and support, guidance, training is given to help the individual meet with their objectives. Principle Healthcare Limited have a Training policy in place and all staff members can request training providing sound rationale to support requests. They have a current Training Plan in place with several external trainers coming in to train staff on Time Management / Management and Leadership and also have their own Training Module Management Training Plan which covers: Management & Supervision, Motivation Theory, Time Management, Leadership Skills, Customer Service, Forecasting, Service Level Management, Mentoring Skills, Training Skills.
Every year the Company goes on a 5 star incentive trip which is for employees who have met their objectives and performed at the very top of their game. One of the highlight events on all 5 star trips is a team helicopter ride. In May 2012, 18 staff members and Directors enjoyed a trip of a lifetime to Hong Kong. In previous years, the trips have included the Seychelles, Monaco, Barcelona, New York, Las Vegas and this year Sun City. These trips include staying in a luxury resort as well as enjoying high adrenaline activities and wonderful meals, evenings socialising and some unforgettable memories. Because it is a mix of staff, everyone has a chance to bond and get to know each other outside of a work environment. Everyone returns with their own stories, pictures, and memories. These are truly trips of a life time and the motivation to return to another 5 star trip is always high in the agenda!
Every year the Company goes on a 5 star incentive trip which is for employees who have met their objectives and performed at the very top of their game. One of the highlight events on all 5 star trips is a team helicopter ride. In May 2012, 18 staff members and Directors enjoyed a trip of a lifetime to Hong Kong. In previous years, the trips have included the Seychelles, Monaco, Barcelona, New York, Las Vegas and this year Sun City. These trips include staying in a luxury resort as well as enjoying high adrenaline activities and wonderful meals, evenings socialising and some unforgettable memories. Because it is a mix of staff, everyone has a chance to bond and get to know each other outside of a work environment. Everyone returns with their own stories, pictures, and memories. These are truly trips of a life time and the motivation to return to another 5 star trip is always high in the agenda!
Every year the Company goes on a 5 star incentive trip which is for employees who have met their objectives and performed at the very top of their game. One of the highlight events on all 5 star trips is a team helicopter ride. In May 2012, 18 staff members and Directors enjoyed a trip of a lifetime to Hong Kong. In previous years, the trips have included the Seychelles, Monaco, Barcelona, New York, Las Vegas and this year Sun City. These trips include staying in a luxury resort as well as enjoying high adrenaline activities and wonderful meals, evenings socialising and some unforgettable memories. Because it is a mix of staff, everyone has a chance to bond and get to know each other outside of a work environment. Everyone returns with their own stories, pictures, and memories. These are truly trips of a life time and the motivation to return to another 5 star trip is always high in the agenda!
Practice Plan placed an advert in a local newspaper to ask if there were any volunteering opportunities that staff could help with in the area. This resulted in being approached by Osyteers who work with the local community and promote a positive community spirit, good citizenship and believe that everyone has something to offer. After joining forces, Practice Plan have now become Associate Members of Osyteers, working together on various projects such as gardening for the elderly and community centres, painting and decorating senior citizen halls etc. Teams are made up of volunteers from across the organisation and time during work hours is made available to ensure they can attend.
Practice Plan has phased return to work policy for all staff, risk assessments, regular meetings and updates. The company also provides free fruit, a cycle to work scheme, gym memberships, flexible working and encourages people to take care of each other.
Practice Plan placed an advert in a local newspaper to ask if there were any volunteering opportunities that staff could help with in the area. This resulted in being approached by Osyteers who work with the local community and promote a positive community spirit, good citizenship and believe that everyone has something to offer. After joining forces, Practice Plan have now become Associate Members of Osyteers, working together on various projects such as gardening for the elderly and community centres, painting and decorating senior citizen halls etc. Teams are made up of volunteers from across the organisation and time during work hours is made available to ensure they can attend.
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