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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.
A key element of the staff induction process is a meeting with Roy Williams, the Chief Executive of One Vision Housing. Every new starters meets with Roy and this helps to establish the culture within One Vision Housing which is open and aimed at making people feel valued from day one. Another distinctive thing about Roy is how front-facing he is. He holds regular staff briefings in which he will address all staff and update them on key information from across the business. Roy is extremely personable and approachable and there is no feeling of elitism. Roy is also careful to ensure that there is no feeling of hierarchy when it comes to him and his senior management team. He chairs the Staff Group where employees are trusted to make decisions which have an impact on the rest of the organisation. More than anything, Roy is extremely passionate about what he does. When he says that he has some of the most talented staff in the sector, staff believe it. Staff feed off his enthuiasm, trust him for his guidance and admire his candidness.
Managers implement their team action plans to support the achievement of the company goals and have team away days to set the direction of the team. Each individual in the company has actions that link to the Corporate Plan and Service Delivery plans, encouarging them to take responsibility for the achievement of these goals.
A key element of the staff induction process is a meeting with Roy Williams, the Chief Executive of One Vision Housing. Every new starters meets with Roy and this helps to establish the culture within One Vision Housing which is open and aimed at making people feel valued from day one. Another distinctive thing about Roy is how front-facing he is. He holds regular staff briefings in which he will address all staff and update them on key information from across the business. Roy is extremely personable and approachable and there is no feeling of elitism. Roy is also careful to ensure that there is no feeling of hierarchy when it comes to him and his senior management team. He chairs the Staff Group where employees are trusted to make decisions which have an impact on the rest of the organisation. More than anything, Roy is extremely passionate about what he does. When he says that he has some of the most talented staff in the sector, staff believe it. Staff feed off his enthuiasm, trust him for his guidance and admire his candidness.
Their managers encourage a mentoring relationship outside of their own relationship with an employee. Their managers always make sure that they set aside time for regular, individual catch ups with each of their team members. They also have methods in place to regularly feedback any information from departmental meetings to their employees. Their managers place a strong emphasis on focus groups and encourage all employees to get involved in order to share their ideas for improvement.
Their managers encourage a mentoring relationship outside of their own relationship with an employee. Their managers always make sure that they set aside time for regular, individual catch ups with each of their team members. They also have methods in place to regularly feedback any information from departmental meetings to their employees. Their managers place a strong emphasis on focus groups and encourage all employees to get involved in order to share their ideas for improvement.
Ogilvy place a great emphasis on providing the best training and see nurturing the knowledge and development of their people as a priority. An example of this is their overall approach to the company's Learning and Development programme. This is designed to support company objectives as set out in their business plans, and incorporates the relevant training that supports the competencies and professional skills they value. A core feature of their approach to Learning and Development is that they place the onus on the individual to take primary responsibility for their own development, and then to support this through a clear learning path. The learning path is there to aid career development and succession planning and they underpin this by offering a breadth of opportunities available in an agile way so that everyone, no matter what level or department they work in, has access to some key development that meets their individual needs.
All Management participate in training courses provided by the Learning and Development function where the importance of caring and understanding team members needs is explored. How to deal with difficult conversations and the understanding of the company policies and procedures. Managers will conduct after every occasion of absence a ‘return to work meeting' in which a conversations about the individuals wellbeing takes place for the manager to understand what, if any reasonable adjustments need to take place. Managers are integrally involved in Flexible working meetings and make decisions based on fact as to whether this can be accommodated or not.
All Management participate in training courses provided by the Learning and Development function where the importance of caring and understanding team members needs is explored. How to deal with difficult conversations and the understanding of the company policies and procedures. Managers will conduct after every occasion of absence a ‘return to work meeting' in which a conversations about the individuals wellbeing takes place for the manager to understand what, if any reasonable adjustments need to take place. Managers are integrally involved in Flexible working meetings and make decisions based on fact as to whether this can be accommodated or not.
Employees have bespoke training programmes devised for their specific job role requirements; these are in various formats however they all follow the ethos of career and personal development. Top Talent is a programme for Consultants to apply for, who wish to be promoted to the next level up. This programme allows them to gain experience, on the job training and be mentored by colleagues within the organisation to experience what the reality of Branch Managers role is. This development programme is a course to enhance the knowledge and skills of Consultants who based on their current experience and achievements, are provided guidance and enrichment in their current role whether this leads to promotion to Branch Manager or elsewhere within the Company. In the past year they have promoted around 12% of consultants to either Senior or Principal Consultant. Career Development is a continuous priority in the organisation and they are always looking to improve on the methods used to inspire and develop their employees. The Company also operates a Leadership Development Programme to ensure that Senior Managers also benefit from on-going development and support. All employees have access to a concept called the education zone and Learning Portal which with over 7000 learning modules is available to colleagues to choose how they want to be developed and in what area to enhance their own performance, grow and achieve.
NRG is very charity focused, they have selected Maggie's Cancer Care Charity for the past four years as their charity of choice. They do not just limit their fundraising activities to Maggie's but continue throughout the year to hold dress down days supporting various charities – Children in Need, Comic Relief, Jeans for Genes etc. NRG's Chief Executive is Chair of the fundraising Board for Maggie's North East and gives her time free of charge and their staff are hugely supportive of her and have raised over £25,000 in the last four years. One of the main challenges the staff undertake is the Monster Bike and Hike which takes place annually in Fort William, Scotland. A gruelling 72 miles made up of 31 miles on a mountain bike followed by a 41 mile hike – all in 24 hours! Teams have also participated in the Three Peaks Challenge climbing the three tallest peaks in Great Britain again within 24 hours. Prior to taking part in these challenges, the teams have raised money by organising various events including: quizzes for staff and client companies raffles coffee mornings gents having various parts of their bodies waxed! NRG no longer send Christmas Cards to clients but make a donation to charity each year. Their Managing Director is also an active committee member of the Theatre Development Committee - created to develop funds for Newcastle's flagship Theatre, The Theatre Royal, to ensure community engagement activities including workshops, dance, creative groups, within the community. She is also a member of Sunderland Business Group - which is a group of private sector organisations working with the public and third sector to support children in schools through work experience.
NRG is very charity focused, they have selected Maggie's Cancer Care Charity for the past four years as their charity of choice. They do not just limit their fundraising activities to Maggie's but continue throughout the year to hold dress down days supporting various charities – Children in Need, Comic Relief, Jeans for Genes etc. NRG's Chief Executive is Chair of the fundraising Board for Maggie's North East and gives her time free of charge and their staff are hugely supportive of her and have raised over £25,000 in the last four years. One of the main challenges the staff undertake is the Monster Bike and Hike which takes place annually in Fort William, Scotland. A gruelling 72 miles made up of 31 miles on a mountain bike followed by a 41 mile hike – all in 24 hours! Teams have also participated in the Three Peaks Challenge climbing the three tallest peaks in Great Britain again within 24 hours. Prior to taking part in these challenges, the teams have raised money by organising various events including: quizzes for staff and client companies raffles coffee mornings gents having various parts of their bodies waxed! NRG no longer send Christmas Cards to clients but make a donation to charity each year. Their Managing Director is also an active committee member of the Theatre Development Committee - created to develop funds for Newcastle's flagship Theatre, The Theatre Royal, to ensure community engagement activities including workshops, dance, creative groups, within the community. She is also a member of Sunderland Business Group - which is a group of private sector organisations working with the public and third sector to support children in schools through work experience.
The leader of NRG is distinctive in her ability to directly contribute to all areas of the NRG business. She actively promotes the business in a direct business development function, developing and securing business opportunities for NRG. She influences business opportunities through her broader commercial knowledge and regional and national networks. She manages a wider remit of extracurricular activities and community based work - including the regional chair of Maggie's Cancer Care Charity, accepting the challenge and responsibility of raising £3million in funding and promoting Maggie's to the wider community. As a leader of NRG, Lorna is passionate, creative and challenging. Her enthusiasm inspires staff working at NRG and her breadth of knowledge and diverse portfolio of regional roles instils confidence in clients with her breadth of knowledge on factors influencing employment skills. Lorna's leadership style empowers the senior team to manage their respective business teams yet she has a style that is wholly accessible to all members of staff. She instils a culture of hard work and diligence in delivering excellence in service, whilst positively nurturing ambitions. Lorna drives a very focussed business but also ensures as a team we aren't afraid of having fun along the way. She is very passionate about ensuring that all staff regularly get the opportunity to get together for social events. Lorna also recognises when "down time" is needed for her team and this year has helped staff take advantage of the public holidays by offering staff an additional holiday day over the festive season.
Their senior team have revised their communications strategy over the last 12 months and this has had a significant impact on employee engagement. Firstly they have reformatted the way they run team meetings. These do not operate on status bases principles but are a a lively and interactive session between all team members. Team meetings take place each month and each senior team member gives an operational update on their area of the business. Meetings are held at each of their sites and at different times of the day to enable maximum attendance. Meetings have also been recorded and made available on television screens in our breakout rooms and on the intranet for team members who have not been able to attend sessions. The senior team also introduced daily operational updates for the business throughout their peak period. These business updates have been made available via email and on the intranet and have opened up communication channels across the business.
Two of their software developers are supporting their nominated charity with the creation of a website for them. On its completion their MD has promised to donate £500 to the charity.
Two of their software developers are supporting their nominated charity with the creation of a website for them. On its completion their MD has promised to donate £500 to the charity.
Investing in leadership remains a key priority to ensure the delivery of high quality, safe and effective integrated services, with improved patient experience and outcomes. In a changing NHS landscape with increasing financial constraints, the organisation must remain in a strong position to respond to the challenges ahead. By motivating and engaging current leaders, and identifying and developing future leaders, this can be achieved. The Trust have held a series of five vibrant and thought provoking events. These included organisational development, understanding roles in achieving, maintaining and measuring success, and creating high performing teams with effective appraisals and motivated staff. They focused on ensuring patient safety and recovery remain at the heart of all they do and their individual and collective responsibility to ensure quality across services. They also equipped staff with the tools and techniques to ensure workforce resilience and well-being. The programme has provided an invaluable opportunity to build networks, share learning and gain an insight into the experiences of colleagues, service users, carers and partner organisations.
Investing in leadership remains a key priority to ensure the delivery of high quality, safe and effective integrated services, with improved patient experience and outcomes. In a changing NHS landscape with increasing financial constraints, the organisation must remain in a strong position to respond to the challenges ahead. By motivating and engaging current leaders, and identifying and developing future leaders, this can be achieved. The Trust have held a series of five vibrant and thought provoking events. These included organisational development, understanding roles in achieving, maintaining and measuring success, and creating high performing teams with effective appraisals and motivated staff. They focused on ensuring patient safety and recovery remain at the heart of all they do and their individual and collective responsibility to ensure quality across services. They also equipped staff with the tools and techniques to ensure workforce resilience and well-being. The programme has provided an invaluable opportunity to build networks, share learning and gain an insight into the experiences of colleagues, service users, carers and partner organisations.
553 people attended the best ever Trust AGM and Annual Members' Meeting on 24 July. The day was attended by staff, service users and carers, trust members and partner organisations, who were all eager to find out how the Trust had performed over the past 12 months and its plans for the coming year. Focusing on partnership working, the event illustrated the range and depth of achievement across mental health, physical health and integrated health. An interactive showcase opened the day, highlighting how involvement really does change services, culture and lives; something they are incredibly proud of at Nottinghamshire Healthcare. Over 80 exhibition stands demonstrated the way their services and partners are working together to develop and improve, to provide the very best care to their patients and service users. Five engaging and moving films showcased how they are doing this. This is the reality of working at Nottinghamshire Healthcare; staff do all they can, every day, to live up to the inspiring and memorable words in the NHS Constitution.
Nissan's management team always use feedback employees provide them with to review the organisation and identify opportunities to make Nissan GB a better place to work. Bespoke actions plans are then developed and the management team work closer with HR and functional Directors to implement these in the business.
Nissan has a Career Development Programme for high potential people in the company. The company also operates a Graduate Development Scheme and a Management Development Scheme for employees.
Nissan has a Career Development Programme for high potential people in the company. The company also operates a Graduate Development Scheme and a Management Development Scheme for employees.
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