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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.
Managers ask for 360 appraisal feedback on their own work from colleagues and subordinates and constantly mentor and appraise individuals in their teams, highlighting and taking initiative if they notice any areas of expertise are lacking. Managers listen to their staff's needs and treat all staff like family members. Group Positive offer a defined career path and have regular reviews and appraisals. Weekly management team meetings are held to discuss all aspects of the business and company as a whole.
Group Positive provides staff with thank you cards, flowers, cakes, champagne and husband and wife weekends to the South of France in appreciation for their work.
Group Positive provides staff with thank you cards, flowers, cakes, champagne and husband and wife weekends to the South of France in appreciation for their work.
Every staff member is treated with respect and as an individual - so everyone will have different needs as an individual with regard to personal wellbeing. As Greenworks Solutions Ltd are nationally based and most staff only visit the office weekly, the organisation cannot provide extensive on site facilities as most people would be unable to take advantage of them. They have staff members whose families have, or had, ageing family members and Greenworks Solutions have developed flexible working and reduced hours specifically to allow them to spend quality time with their family
Greenworks Solutions encourage work sharing, and part time work to fit individuals.
After the 2011 Best Company survey, Greenworks Solutions presented the conclusions to all staff and explained where they thought the business could learn, but asked for feedback on the areas where they felt the company could improve.
Every staff member is treated with respect and as an individual - so everyone will have different needs as an individual with regard to personal wellbeing. As Greenworks Solutions Ltd are nationally based and most staff only visit the office weekly, the organisation cannot provide extensive on site facilities as most people would be unable to take advantage of them. They have staff members whose families have, or had, ageing family members and Greenworks Solutions have developed flexible working and reduced hours specifically to allow them to spend quality time with their family
Greenworks Solutions encourage work sharing, and part time work to fit individuals.
All staff were asked to submit suggestions that could improve Greene & Co both internally and in the service the company offers to customers. They have a company colleague rep who staff can talk to in absolute confidence about any problems/issues they may have (be it to do with work or of a personal nature). The colleague rep can feedback any issues to senior management. All staff at Greene & Co have a monthly one-to-one with their manager, and a quarterly one-to-one with David Pollock the MD, where any feedback can be given.
All staff were asked to submit suggestions that could improve Greene & Co both internally and in the service the company offers to customers. They have a company colleague rep who staff can talk to in absolute confidence about any problems/issues they may have (be it to do with work or of a personal nature). The colleague rep can feedback any issues to senior management. All staff at Greene & Co have a monthly one-to-one with their manager, and a quarterly one-to-one with David Pollock the MD, where any feedback can be given.
Managers carefully monitor how their team is performing and whether they are achieving their goals. Managers will review progress in one-to-one's, and put measures in place to provide extra training if needed. One-to-one's with managers are also for receiving feedback from staff as well as giving it. Sales techniques are also covered in monthly company training sessions.
Managers review if the skills and the capacity of employees in their team needs to be reconsidered against the requirements of the work, both in team and 1-2-1 meetings on a weekly and monthly basis. At appraisal interviews, managers discuss with each employee what their personal aspirations are. Managers also debrief their teams after Board meetings. Discussions are encouraged whereby employees can ask questions and receive feedback in an open and honest environment.
Gleeds has an internal team known as "GYM" - Gleeds Young Marketeers - which has been running for circa 20 years. Younger members are encouraged to sign up and take part in the activities designed to help develop a sense of belonging and build up long term internal and external relationships. Activities include a conference (attended by 120 GYM members from across the world) sailing, bowling, wine tasting events with clients and charity marathons. 2011 saw a re-launch of GYM with new members and greater involvement. As well as occupational health provision and employee assistance programmes, they have also run yoga and massage courses at Head Office and their social calendar includes Christmas events, sailing days, team sports, away days and charity fund raising.
Gleeds has an internal team known as "GYM" - Gleeds Young Marketeers - which has been running for circa 20 years. Younger members are encouraged to sign up and take part in the activities designed to help develop a sense of belonging and build up long term internal and external relationships. Activities include a conference (attended by 120 GYM members from across the world) sailing, bowling, wine tasting events with clients and charity marathons. 2011 saw a re-launch of GYM with new members and greater involvement. As well as occupational health provision and employee assistance programmes, they have also run yoga and massage courses at Head Office and their social calendar includes Christmas events, sailing days, team sports, away days and charity fund raising.
Listening to employees and gaining valuable feedback and ideas is of vital importance to Freestyle's business. The company believe it's only through listening to your employees that you can really gauge how your business is progressing and how the office is feeling in general. They could use terms vibe or team cooperation ratings, but when it comes down to it, it's just about how they are all getting along in both a personal and professional capacity. And getting along and working together is just about the most important thing in making a business successful. In recognition of this importance, at Freestyle Interactive they encourage managers to meet with their staff on a regular basis. These ‘1-2-1s' benefit both employee and employer by acting as a direct conduit between team-members and team-leaders. These meetings function as a platform on which employees can discuss work and job satisfaction, as well as putting forward ideas that could benefit the company as a whole.
In the last 12 months the senior management have started to run regular (but optional) company lunches. These drop-in sessions, each with a specific business focal point, have helped their staff to stay up-to-date with the wider news surrounding the business and have allowed employees to ask questions in an open forum. The lunches have helped staff feel part of the business as a whole, rather than as part of just a team or department. The lunches are very well attended and have created an engagement with the company hitherto unseen in the past.
Freestyle's recruitment process is all about recognising talent and just because you start Freestyle life in a certain role doesn't mean you'll stay there. Previous recruits have started in junior roles and progressed through the company to senior management roles. This is just an example that shows how Freestyle recognises and develops people's strengths and talent.
Fortune Cookie hold regular reviews of performance, recognise and reward outstanding performance through incentives based on goals, have regular announcements to the company about great work and achievements, regular formal and social get together's for the whole company.
Fortune Cookie hold regular reviews of performance, recognise and reward outstanding performance through incentives based on goals, have regular announcements to the company about great work and achievements, regular formal and social get together's for the whole company.
Fortune Cookie hold regular reviews of performance, recognise and reward outstanding performance through incentives based on goals, have regular announcements to the company about great work and achievements, regular formal and social get together's for the whole company.
What works particularly well at Fleishman-Hillard is that the results per office/team are shared in groups, providing a forum for feedback and an exchange of views. Senior leaders in the business agree particular areas of focus for the next year, either in teams or office-wide. This provides a strong sense of continuous improvement and a desire to seek feedback. Also this year, the Managing Director of the London office conducted a series of listening sessions – Staff Clinics – made up of groups cutting across the different teams to gather detailed employee feedback on a first-hand basis and to foster greater transparency and collaborations.
What works particularly well at Fleishman-Hillard is that the results per office/team are shared in groups, providing a forum for feedback and an exchange of views. Senior leaders in the business agree particular areas of focus for the next year, either in teams or office-wide. This provides a strong sense of continuous improvement and a desire to seek feedback. Also this year, the Managing Director of the London office conducted a series of listening sessions – Staff Clinics – made up of groups cutting across the different teams to gather detailed employee feedback on a first-hand basis and to foster greater transparency and collaborations.
Each summer Fleishman bring the teams together for an away day and partner with an external events company. In 2011 they split the company into teams to participate in a dragon boat race followed by a Summer BBQ. Other events include: Karaoke, bowling and ice skating. Children's Christmas Party. One morning in December is set aside for staff to bring their children to a Christmas Party with games and an entertainer. A senior staff member, usually their MD dresses as Father Christmas. There is a Team Christmas Lunch. Each team will organise a lunch or drinks to celebrate the end of the year. Fleishman have a company Christmas Party. They bring the company together to celebrate the end of the year. Fleishman choose a stylish venue and host champagne cocktails followed by dinner and dancing into the small hours. Employees can have an in House Massage. Fleishman set up drinks in their reception area to encourage staff to get together at the end of the week. In the summer, they set this up on the deck of their roof terrace.
Fleet Hire have a number of communication channels to encourage open and honest feedback. These include; Stress Management committee, represented by each area of the business and facilitated by an external counsellor. Anonymous suggestions box, reviewed monthly by management. Social Committee. Q &A sessions after each monthly floor presentation.
Monthly company funded stress management discussions, facilitated externally, which includes 'stress free days' utilising stress relieving methods. Company funded external quarterly in work hours health and wellbeing consultations covering diet, blood pressure, cholesterol testing, BMI etc. Company subsidised gym membership.
Monthly company funded stress management discussions, facilitated externally, which includes 'stress free days' utilising stress relieving methods. Company funded external quarterly in work hours health and wellbeing consultations covering diet, blood pressure, cholesterol testing, BMI etc. Company subsidised gym membership.
Employee development by access to a variety of training interventions. Dedicated team of learning and development professionals, Head of Training, Group Trainer,specialist, Food / Beverage Training Manager. Dedicated departmental skills trainers who are experts in customer service field and knowledgeable in company specific operational procedures. Accessable to all employees, ensuring successful orientation of new employees. They monitor and record training provison to ensure consistency. Head of Training ensures courses accessible to all and pitched at different levels and job role. Ensures clear and progressive pathway towards achieving supervisory and management skills allowing development within the business . Includes management development programme, Supervisory Skills workshops, Food and Beverage academy, NVQ customer service and team leading, Graduate Management Training programme. Comprehensive training calendar published inviting all managers to nominate employees for the courses. Head of Training identifies employees who would benefit from specific courses and talented employees can enhance their skills and fulfill future leadership succession plans.
Employee development by access to a variety of training interventions. Dedicated team of learning and development professionals, Head of Training, Group Trainer,specialist, Food / Beverage Training Manager. Dedicated departmental skills trainers who are experts in customer service field and knowledgeable in company specific operational procedures. Accessable to all employees, ensuring successful orientation of new employees. They monitor and record training provison to ensure consistency. Head of Training ensures courses accessible to all and pitched at different levels and job role. Ensures clear and progressive pathway towards achieving supervisory and management skills allowing development within the business . Includes management development programme, Supervisory Skills workshops, Food and Beverage academy, NVQ customer service and team leading, Graduate Management Training programme. Comprehensive training calendar published inviting all managers to nominate employees for the courses. Head of Training identifies employees who would benefit from specific courses and talented employees can enhance their skills and fulfill future leadership succession plans.
Tim Kemp is Chairman of Firmdale hotels London and New York. For the past 30 years he has taken what started out as a few small student hostels in central London locations and created from them, luxury, full service, award winning boutique hotels. He manages a core team of Directors and visits the various properties on a daily basis to ensure that each provides the high standards he demands. He has an active role in areas such as personnel and training, purchasing, branding and identity of his successful hotel group. Tim breathes life into derelict areas which in turn brings more jobs and money into new communities. It is this sense of independence that sets Tim Kemp apart as the leader of Firmdale Hotels. He has the freedom to realise his ideas. Whilst he is able to delegate responsibility to other leaders in his organisation, he retains a ground roots relationship with personnel at all levels.
During summer 2011, Ffastfill had a Summer BBQ and Dragon Boating event for all staff and their families. It was well attended and the feedback was great from employees. Ffastfill catered for families including small children where a bouncy castle was available for their entertainment.
Dialogue is encouraged between managers and team members. Managers are encouraged to adopt a flexible approach to team members. Allow flexibility in work patterns and allow work from home without significant prior arrangement.
During summer 2011, Ffastfill had a Summer BBQ and Dragon Boating event for all staff and their families. It was well attended and the feedback was great from employees. Ffastfill catered for families including small children where a bouncy castle was available for their entertainment.
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