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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 also has a CSR strategy which focuses on Wellbeing, Charity, Schools and Colleges and the Environment. Outsourcery sponsor charity annually and encourage employees to take part in events such as the Sport Relief Mile, BUPA Great North Run and the Manchester to Blackpool Bike Ride. Entering a company team in these events helps both build relationships across the business as well as improve the health and wellbeing of their employees. Internal events such as the pedometer challenge were also conducted, encouraging employees to work together in groups of five to walk the equivalent distance between their Bury and London offices in one week. Outsourcery have also worked with organisations such as the NHS to introduce on site stop smoking and health works groups and offered a weekly on site GP service with annual flu jabs for all employees.
Managers regularly meet with employees, through 121s, team briefings and team events, encouraging them to speak openly and honestly, ask any questions they may have as well as raising any concerns or improvement ideas.
Outsourcery strives to deliver expertise, supporting individuals to acquire and be recognised for knowledge. Supporting industry recognised qualifications and awards. Whether a professional award in project management, a qualification in management accountancy or a masters degree in human resources Outsourcery look to equip individuals with skills to achieve. Promoting development, Outsourcery have 3 training support policies. Vocational non work related course sponsorship. Professional role specific related course sponsorship.Technical Training . Microsoft competency based qualifications. Colleagues have so far gained expertise in Software Development AGILE, SCRUM. Management Accountancy accredited by CIMA, Human Resources accredited by CIPD, People Management accredited by ILM, Purchasing & Procurement accredited CIPS, Financial Accounting accredited by AAT, Project Management e.g. Prince2 qualifications, Marketing accredited by CIM. Outsourcery will be investing in development further in 2011/12 by introducing a graduate programme where a large number of employees will be involved , helping them develop leadership qualities. Succession planning is key on the agenda during 2012 . They have an internal induction programme. The Insights programme is also utilised by all employees. Train the trainer.
Orthoplastics reward efforts with bonuses and competence payments.
Orthoplastics offer private health to a manager group.
Orthoplastics offer private health to a manager group.
Line managers use one to ones and team meetings to share information and to discuss information that has been provided through Members' Days, email updates, etc. This is an important way of feeding information up the chain, and is encouraged.
OPM give their staff time for community benefit, and freedom to use that time as they see fit. Staff members get six days a year for volunteering. This has led to a range of innovative and impactful volunteering - community groups in Camden, staff work with a centre in Somerstown. Support includes running a community café and classes for people with English as a second language. For the past eight years staff have worked with the Calthorpe Project a community garden and centre, keeping the site in fit repair. They've also been raising money and campaigning for the Project to continue - an unfortunate victim of council funding cuts, despite the local authority being one of OPM's biggest clients. In terms of support to the ‘wider world', OPM staff run monthly fundraising projects, including bake-offs, bring and buy sales and charity auctions. Staff have raised thousands of pounds for the Pakistan floods appeal, Sudan crisis and Japanese earthquake recovery.
OPM give their staff time for community benefit, and freedom to use that time as they see fit. Staff members get six days a year for volunteering. This has led to a range of innovative and impactful volunteering - community groups in Camden, staff work with a centre in Somerstown. Support includes running a community café and classes for people with English as a second language. For the past eight years staff have worked with the Calthorpe Project a community garden and centre, keeping the site in fit repair. They've also been raising money and campaigning for the Project to continue - an unfortunate victim of council funding cuts, despite the local authority being one of OPM's biggest clients. In terms of support to the ‘wider world', OPM staff run monthly fundraising projects, including bake-offs, bring and buy sales and charity auctions. Staff have raised thousands of pounds for the Pakistan floods appeal, Sudan crisis and Japanese earthquake recovery.
Share information in an open and honest way and ensure fresh and relevant information is relayed in a timely fashion. Facilitating team meetings and ensuring that information is cascaded through the organisation.
Share information in an open and honest way and ensure fresh and relevant information is relayed in a timely fashion. Facilitating team meetings and ensuring that information is cascaded through the organisation.
Results will be reviewed with Heads of Departments and communicated throught the organisation. Any viable changes will be assessed for implementation.
A particularly enjoyable social event was the team night out at Batchwood, St Albans in April.
The company have maintained high standards of performance by consistently demanding excellence and delivering support and training to allow their staff to perform at these high standards. They endeavour to invest in high quality equipment and staff training to help keep them at the cutting edge of their profession.
During the last 12 months the Senior Management team have agreed their core values with their staff.
Employees are rewarded for their efforts. Upon completion of any relevant professional qualifications employees are rewarded for their achievement. The amounts are very generous as these awards are also grossed up to ensure the employee receives the full amount after Tax and National Insurance deductions.
Employees are rewarded for their efforts. Upon completion of any relevant professional qualifications employees are rewarded for their achievement. The amounts are very generous as these awards are also grossed up to ensure the employee receives the full amount after Tax and National Insurance deductions.
NMB offer a wide range of benefits to employees in order to enhance their wellbeing. These include; private healthcare to all employees, their partners and their children, health screening which is provided to all employees upon request or should NMB feel this may be beneficial after a period of long term sickness, etc. and gym membership at either a corporate or local gym is offered. They also promote a Cycle to Work Scheme and reimburse the costs of any eye tests for VDU users. In addition, NMB provides fresh fruit and water daily to all 8 floors within the building and also fund a company netball and football team that both have matches during lunch times to promote and encourage healthy living. There is also a company funded darts team so they're a very active company!
Neal's Yard Remedies manage an employee forum that is designed specifically for employees to be able to get their business ideas heard. Representatives attend the forum from all parts of the business. In addition to bringing all the ideas directly to the table, and into the hands of the Director team, they also operate as a sensory panel to give feedback on all new product development. Monthly briefings are delivered by the Director team to all employees in the Head Office and the London Offices, to make sure that everyone is up to date on the company's performance and strategic direction. This presentation is then sent out to all stores.
Neal's Yard Remedies manage an employee forum that is designed specifically for employees to be able to get their business ideas heard. Representatives attend the forum from all parts of the business. In addition to bringing all the ideas directly to the table, and into the hands of the Director team, they also operate as a sensory panel to give feedback on all new product development. Monthly briefings are delivered by the Director team to all employees in the Head Office and the London Offices, to make sure that everyone is up to date on the company's performance and strategic direction. This presentation is then sent out to all stores.
Neal's Yard Remedies became the first carbon neutral multi-site retailer. The company are the first health and beauty company to become certified with the Soil Association, and in partnership with the Soil Association, they set the standards for other organic health beauty companies to follow.
NDS Cool change initiative is a commitment made by the organisation to work towards being carbon neutral. The organisation has invested in reducing power consumption of Set Top Boxes and has installed an IT switch-it-off campaign in all offices. NDS has also invested heavily in high quality video conferencing rooms throughout the world which has dramatically reduced travel requirements between offices, therefore benefiting the reduction of carbon emissions. NDS continues to support various charities not only at a national level but also smaller local charities that are proposed by employees and agreed by the charities committee on an annual basis. Employees have utilised volunteering days to assist these charities and local schools with technical support such as website set up, painting and general maintenance and fundraising events. Employee fundraising is matched by the company whether undertaken at individual, team or organisational level.
NDS Cool change initiative is a commitment made by the organisation to work towards being carbon neutral. The organisation has invested in reducing power consumption of Set Top Boxes and has installed an IT switch-it-off campaign in all offices. NDS has also invested heavily in high quality video conferencing rooms throughout the world which has dramatically reduced travel requirements between offices, therefore benefiting the reduction of carbon emissions. NDS continues to support various charities not only at a national level but also smaller local charities that are proposed by employees and agreed by the charities committee on an annual basis. Employees have utilised volunteering days to assist these charities and local schools with technical support such as website set up, painting and general maintenance and fundraising events. Employee fundraising is matched by the company whether undertaken at individual, team or organisational level.
NDS Cool change initiative is a commitment made by the organisation to work towards being carbon neutral. The organisation has invested in reducing power consumption of Set Top Boxes and has installed an IT switch-it-off campaign in all offices. NDS has also invested heavily in high quality video conferencing rooms throughout the world which has dramatically reduced travel requirements between offices, therefore benefiting the reduction of carbon emissions. NDS continues to support various charities not only at a national level but also smaller local charities that are proposed by employees and agreed by the charities committee on an annual basis. Employees have utilised volunteering days to assist these charities and local schools with technical support such as website set up, painting and general maintenance and fundraising events. Employee fundraising is matched by the company whether undertaken at individual, team or organisational level.
Managers conduct monthly reviews to communicate targets/activity requirements and openly discuss how these should be achieved, whilst continuously offering support to their team. Managers have weekly activity reports, which are a discussion with the employee to determine where their focus should be for that week. This is a collaborative discussion, and the Manager ensures the employee knows how this contribution will affect the overall success of the business.
MRL Consulting Group offer Consultants a chance to win a Rolex upon achievement of a specific sales goal.
MRL Consulting Group offer Consultants a chance to win a Rolex upon achievement of a specific sales goal.
Mott MacDonald utilises two primary groups to listen to the views of employees. To promote professional excellence, a Young Professional Excellence (YPE) network exists across all of the company's business units. This network creates a learning culture among the company's younger staff. YPE promotes two way communications and ensures that the views of their young professionals are fed back to senior management. As the YPE networks are representative of Mott MacDonald's business units, the Groups can be targeted depending on the nature of the query on which the company is seeking views. The other channel which MacDonald uses is staff councils. These allow effective two-way communication between the company and staff at all levels. In doing so, they provide a forum in which company policy can be explained to staff. They are held on a quarterly basis and minutes are posted on the company's intranet to ensure all staff have access to on going discussions.
Mott MacDonald utilises two primary groups to listen to the views of employees. To promote professional excellence, a Young Professional Excellence (YPE) network exists across all of the company's business units. This network creates a learning culture among the company's younger staff. YPE promotes two way communications and ensures that the views of their young professionals are fed back to senior management. As the YPE networks are representative of Mott MacDonald's business units, the Groups can be targeted depending on the nature of the query on which the company is seeking views. The other channel which MacDonald uses is staff councils. These allow effective two-way communication between the company and staff at all levels. In doing so, they provide a forum in which company policy can be explained to staff. They are held on a quarterly basis and minutes are posted on the company's intranet to ensure all staff have access to on going discussions.
The senior management team at Mott MacDonald has produced a video called Moving Forward, aimed at giving their staff an insight into the opportunities and challenges the company is currently facing and where they expect to be going as a company for the next five years. The video started with a reminder of how the company fared in the past 12 months and looked at the new reality impacting the business and the challenges it brings. To make it as easy as possible for everyone to see the video, the company hosted the production on their internal e-learning site as well as making it available on DVD for staff outside the office. To ensure maximum awareness was generated for the production, an email was sent out from the Group's chairman well as notices appearing on the intranet encouraging all staff to view it. Feedback from staff showed this approach was welcomed and included positive comments about how sincerely and well the senior management came across.
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