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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.
By supporting people in making changes to the way they live their lives. This can be powerful and positive, not just for the individual concerned, but for their children, their families, their friends and their communities. CAN's Mission statement ‘Touching lives and changing futures by inspiring people to make positive choices' therefore creates a ripple effect that reaches far beyond their immediate remit to support people with drug, alcohol and homelessness problems.
Individual supervision sessions are held with a line manager every 4-6 weeks where agenda items include a review of any work/personal issues affecting their work and identification of effective/ineffective competencies. Managers are explicit about what high performance looks like and focus on the results required from actions and tasks. They meet regularly with staff as a team to create a clear vision for their project area. They attend to individuals within the team, to ensure they understand their role in the performance of the organisation and feedback is provided regarding service level key performance indicator. They meet with their team regularly to share information and respond to staff questions and suggestions. They also take the time to relay information that could be confidential or impact in particular roles or individuals in the most sensitive way possible.
CAN seek to enhance the wellbeing of their employees. Their Staff Support Service offers staff one to one counselling on a range of issues to support them in their personal and work life. Feedback from staff has been very positive about this service.
Their mission, vision and core purpose as a charity of beating breast cancer is a life changing method of giving back to which all staff buy-in and actively contribute. With this in mind, they recognise the importance of funding medical research, without which the charity would not exist and the key role the supporters play at every level to contribute to this. Staff are encouraged to volunteer at events and to fundraise themselves, for Breast Cancer Campaign and for other charities or causes. This year, all staff were asked to volunteer in October for one event outside the day job, an example set by the Chief Executive and Senior Management Team and recorded on a Wall of Wonder in the Fundraising Department.
Their mission, vision and core purpose as a charity of beating breast cancer is a life changing method of giving back to which all staff buy-in and actively contribute. With this in mind, they recognise the importance of funding medical research, without which the charity would not exist and the key role the supporters play at every level to contribute to this. Staff are encouraged to volunteer at events and to fundraise themselves, for Breast Cancer Campaign and for other charities or causes. This year, all staff were asked to volunteer in October for one event outside the day job, an example set by the Chief Executive and Senior Management Team and recorded on a Wall of Wonder in the Fundraising Department.
They operate an Employee Assistance Programme with telephone advice and counselling, face to face counselling and online health and monitoring through Lifeworks for all staff. This is backed up by their policy and breast awareness work which advocates a healthy lifestyle plus a policy relating to their corporate partners and CRM work in the food arena. Staff are encouraged to use the Cycle to Work Scheme and to take part in their sporting events, such as 10k runs and half marathons, plus they have a highly competitive softball team with members from all departments. They do not encourage a long hour's culture and the office is locked before 8 and after 6 to encourage a work life balance. They also encourage people to take proper breaks and not eat at their desk.
The college normally holds staff events at Christmas and the end of June when staff break up for the summer holidays. Last year a group of staff led by the Head of HR, got together and organised an end of term event in June 2011. On the last working afternoon of term, staff got together in the Union for a Fun Afternoon. The College had dominoes, a pool competition, bingo and races (three legged, space hopper and egg and spoon). The bar was open and burgers and chips were on sale. This event lasted about four hours with a large number of staff continuing the party mood by going out to the pubs in the town. It was a great success and lots of fun.
As well as the formal processes implemented by the college the managers within the college are tuned into the college culture of recognition and praise for a job well done. The college also has a thank you card system and the Christmas Stars which allow managers to recognise outstanding staff members. Managers meet regularly with staff to ask for feedback both at a team level and on an individual basis. The teams are relatively small which allows line managers to be able to pick up on any issues quickly and discuss these and find workable remedies.
As well as the formal processes implemented by the college the managers within the college are tuned into the college culture of recognition and praise for a job well done. The college also has a thank you card system and the Christmas Stars which allow managers to recognise outstanding staff members. Managers meet regularly with staff to ask for feedback both at a team level and on an individual basis. The teams are relatively small which allows line managers to be able to pick up on any issues quickly and discuss these and find workable remedies.
In addition to flexible working opportunities, ASDAN also provides Work Life Balance days for staff to compensate for overnight stays (one day per three nights away). Centrally they have also responded to interest expressed in the Staff Forum and approved a Pilates class which is now available to colleagues on site after work.
In addition to flexible working opportunities, ASDAN also provides Work Life Balance days for staff to compensate for overnight stays (one day per three nights away). Centrally they have also responded to interest expressed in the Staff Forum and approved a Pilates class which is now available to colleagues on site after work.
ASDAN offers one off bonus payments; additional extension in pay scales for exceptional performance, praise and recognition in staff newsletter. The Staff Newsletter is an important communication tool for ASDAN, and ownership is given to staff in which all kinds of good work and achievements are acknowledged and celebrated.
Antrim Borough Council provides a holistic and innovative Wellbeing Programme aligned to their Health, Safety and Wellbeing Strategy. This includes a wide range of options for individuals including Individual Wellbeing Action Plans, Healthy Lifestyle Schemes, Cycle to Work Schemes, 'Quickfit' Health Checks, Health Surveillance Checks, Work Life Balance Policies, Carecall Counselling and a number of special events. Individual action plans are tailored to suit the needs of an individual at a point in time as the Council recognise that personal circumstances change over time and the programme is flexible enough to accommodate this.
Antrim Borough Council are an accredited Employer of Choice and a working group comprising representatives from across the Council meets monthly to ensure that relevant action plans are developed and implemented. The Council survey employees regularly on work life balance issues and incorporate the Health and Safety Executives Stress Management Standards within the survey. The results demonstrate that employees believe Council values staff and that relationships are good in the workplace. They use a 'Talkback' system to enable staff to forward ideas or ask questions but the primary method of listening to employees is through the line manager and their latest survey results showed that 89% of employees confirmed that their manager has an 'open door' approach. Line managers have also been fully trained to adopt a coaching style which focuses on listening to employees and encouraging them to fulfil their potential.
Antrim Borough Council are an accredited Employer of Choice and a working group comprising representatives from across the Council meets monthly to ensure that relevant action plans are developed and implemented. The Council survey employees regularly on work life balance issues and incorporate the Health and Safety Executives Stress Management Standards within the survey. The results demonstrate that employees believe Council values staff and that relationships are good in the workplace. They use a 'Talkback' system to enable staff to forward ideas or ask questions but the primary method of listening to employees is through the line manager and their latest survey results showed that 89% of employees confirmed that their manager has an 'open door' approach. Line managers have also been fully trained to adopt a coaching style which focuses on listening to employees and encouraging them to fulfil their potential.
Employee development is supported at Affinity Sutton and they are committed to ensuring that everyone has the opportunity to grow and their learning and development programme reflects that. They are passionate about continuous improvement and seek to ensure their people have the resources and working environment that promotes job satisfaction and employee wellbeing. There is targeted internal training supported by on the job coaching, regular one to ones, annual appraisals, an E-learning provision and ILM management programmes and there is also high level management support and endorsement.
Managers allow time for 1:1's to take place with members of their team every 4-6 weeks and ensure that this is structured to discuss work, work life balance, Health and Safety and any other issues. Part of this process is allowing for an open conversation to take place between the manager and members of staff. They are encouraged to discuss any recent training their team have been on during team meetings and individual 1:1's and through these and appraisals managers should be working with individuals to determine training that will be useful in the future to help them grow and develop. Managers attend training themselves to identify possible signs of stress or workload issues to help prevent this occurring in their members of staff. Managers are the key to driving the direction and vision of the organisation to their team, this is done through team meetings and on an individual level at 1:1's.
Employee development is supported at Affinity Sutton and they are committed to ensuring that everyone has the opportunity to grow and their learning and development programme reflects that. They are passionate about continuous improvement and seek to ensure their people have the resources and working environment that promotes job satisfaction and employee wellbeing. There is targeted internal training supported by on the job coaching, regular one to ones, annual appraisals, an E-learning provision and ILM management programmes and there is also high level management support and endorsement.
A key part of Action's culture is that they have no hierarchy. Therefore words such as Senior are not used. Instead they have a Strategic Leadership Team. In the past year this group has undertaken its own review and development through surveying the needs of team/individual development and also shaping the content and purpose of the Senior Management Team. As a result of this the Senior Leadership Team now only meets six times per year and the items discussed are purely strategic and operational matters are dealt with locally or through regional teams. Stephen is a unique Chief Executive. He aims to meet as many employees as possible, operates a truly 'open door' policy and is accessible to every member of staff not just his direct reports. Despite being at Action for a number of years, he is constantly striving to make people who are blind or partially sighted at the centre of everything they do, through challenging and motivating staff to make them question they are doing the best they can and changing and shaping the organisation so it is able to meet the future needs and challenges.
In the last 12 months the Senior Management Team have introduced "Back to the floor"; an initiative that sees all Head Office employees go back to work in restaurants for a day, from CEO downwards. The impact has been fantastic and the initiative has improved communication and enhanced understanding of both sides' job roles. The CEO is extremely down to earth, personable and 100% people focused. He will happily listen to any ideas from any member of the YO! Team and implement initiatives quickly if he agrees there is value in doing so.
The organisation sets clear restaurant KPI's with General Manager's agreement and rewards through a profit related bonus scheme available to all restaurant employees. Managers cascade targets to their team through team briefs and a daily follow ups, rewarding and recognising achievements. They hold appraisals twice yearly on all staff, reviewing actions and agreeing focus areas for development. They hold coffee chats and one to ones coupled with an open door policy which encourages feedback and two way communication. Managers also motivate staff with daily meetings to encourage and set the scene for every shift. Every manager sees their restaurant as a theatre and the team as the actors when they are open.
The organisation sets clear restaurant KPI's with General Manager's agreement and rewards through a profit related bonus scheme available to all restaurant employees. Managers cascade targets to their team through team briefs and a daily follow ups, rewarding and recognising achievements. They hold appraisals twice yearly on all staff, reviewing actions and agreeing focus areas for development. They hold coffee chats and one to ones coupled with an open door policy which encourages feedback and two way communication. Managers also motivate staff with daily meetings to encourage and set the scene for every shift. Every manager sees their restaurant as a theatre and the team as the actors when they are open.
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