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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.
ByBox gives everybody the chance to prove to themselves how good they really could be. It helps them to find and unlock the unique energy that is in all of us but that so many other companies work so hard to stamp-out. At ByBox, it doesn't matter a jot where you came from, how old you are, how you were educated or what you do in your spare time. All that matters is that you have the true desire to be part of something memorable.
ByBox gives everybody the chance to prove to themselves how good they really could be. It helps them to find and unlock the unique energy that is in all of us but that so many other companies work so hard to stamp-out. At ByBox, it doesn't matter a jot where you came from, how old you are, how you were educated or what you do in your spare time. All that matters is that you have the true desire to be part of something memorable.
ByBox gives everybody the chance to prove to themselves how good they really could be. It helps them to find and unlock the unique energy that is in all of us but that so many other companies work so hard to stamp-out. At ByBox, it doesn't matter a jot where you came from, how old you are, how you were educated or what you do in your spare time. All that matters is that you have the true desire to be part of something memorable.
They regularly support local charities that have a meaning or link to employees. They also support local educational establishments in work placements/work experience. This included taking eight students for a four week period where they gave them a specific project to work on supported by employee mentors and gave the students real life work experience to support university applications.
Building Adhesives offer an occupational health facility on site which is open to all employees. They are able to self-refer to discuss any issues with their health advisor, who are independent of the organisation and information is confidential. They provide counselling for individuals if they are having a difficult time, not just work related but if they have any issues in their personal life that they need support with. Building Adhesives also offer mini medicals for all employees.
Building Adhesives offer an occupational health facility on site which is open to all employees. They are able to self-refer to discuss any issues with their health advisor, who are independent of the organisation and information is confidential. They provide counselling for individuals if they are having a difficult time, not just work related but if they have any issues in their personal life that they need support with. Building Adhesives also offer mini medicals for all employees.
The Operational Board have increased the level of authority that managers and team leaders have in relation to employee relations and budgetary control. This was done to empower the lower tiers of management. In addition to this they are the people that work closest with staff members, they know them as individuals and by allowing them more authority to make decisions based on what they feel is best for their staff has helped to boost staff morale, productivity and in turn engagement.
Brookson Ltd held a 15 Year Party in September 2010 to celebrate the 15 year anniversary of the company. There was a large focus on how the company had progressed over the 15 years it has been in operation and awards and special mentions were given to staff that had helped to contribute to the success of the business. The event celebrated both the achievements of the company and also the achievements of individual staff members. There was a three course meal, free bar and lots of entertainment this combined with the awards demonstrated that the company recognised and wanted to reward staff for their hard work over the past 15 years which collectively has resulted in the company's success.
Brookson Ltd held a 15 Year Party in September 2010 to celebrate the 15 year anniversary of the company. There was a large focus on how the company had progressed over the 15 years it has been in operation and awards and special mentions were given to staff that had helped to contribute to the success of the business. The event celebrated both the achievements of the company and also the achievements of individual staff members. There was a three course meal, free bar and lots of entertainment this combined with the awards demonstrated that the company recognised and wanted to reward staff for their hard work over the past 15 years which collectively has resulted in the company's success.
As part of Brocade's global WellFit strategy all employees in Europe, including the UK, are invited to participate in all global contests and challenges by leveraging on line tools and resources. Wellness programmes provide unique fitness alternatives for employees and are designed to improve their overall health and wellbeing globally while decreasing benefits costs. Most recently this has included an Executive Fitness Challenge. In this challenge Brocade's CEO Michael Klayko and his direct reports challenged all Brocade employees to partner in teams of 12 to complete at least 30 minutes of exercise for two weeks. Over 500 people participated in 44 teams across all geographic locations. In the end the executives came in 28th place. Their CEO said it was a humbling experience for him and it was a fun event for all employees who participated. They also held TheHealthy Living Family Fun Challenge. In its first challenge designed for families, Brocade's WellFit team launched the Healthy Living Family Fun Challenge. Participants tracked the number of fitness minutes they completed with a family member. Another event was Specific for EMEA and was called The Step on it Challenge, Walking is simple and an easy way to get fit you can do it any time, anywhere, on your own or with your family. In this challenge, designed to meet the needs of Brocade's employee population in Europe, participants were given a free pedometer from WellFit so they could track steps and complete against colleagues.
As part of Brocade's global WellFit strategy all employees in Europe, including the UK, are invited to participate in all global contests and challenges by leveraging on line tools and resources. Wellness programmes provide unique fitness alternatives for employees and are designed to improve their overall health and wellbeing globally while decreasing benefits costs. Most recently this has included an Executive Fitness Challenge. In this challenge Brocade's CEO Michael Klayko and his direct reports challenged all Brocade employees to partner in teams of 12 to complete at least 30 minutes of exercise for two weeks. Over 500 people participated in 44 teams across all geographic locations. In the end the executives came in 28th place. Their CEO said it was a humbling experience for him and it was a fun event for all employees who participated. They also held TheHealthy Living Family Fun Challenge. In its first challenge designed for families, Brocade's WellFit team launched the Healthy Living Family Fun Challenge. Participants tracked the number of fitness minutes they completed with a family member. Another event was Specific for EMEA and was called The Step on it Challenge, Walking is simple and an easy way to get fit you can do it any time, anywhere, on your own or with your family. In this challenge, designed to meet the needs of Brocade's employee population in Europe, participants were given a free pedometer from WellFit so they could track steps and complete against colleagues.
As part of Brocade's global WellFit strategy all employees in Europe, including the UK, are invited to participate in all global contests and challenges by leveraging on line tools and resources. Wellness programmes provide unique fitness alternatives for employees and are designed to improve their overall health and wellbeing globally while decreasing benefits costs. Most recently this has included an Executive Fitness Challenge. In this challenge Brocade's CEO Michael Klayko and his direct reports challenged all Brocade employees to partner in teams of 12 to complete at least 30 minutes of exercise for two weeks. Over 500 people participated in 44 teams across all geographic locations. In the end the executives came in 28th place. Their CEO said it was a humbling experience for him and it was a fun event for all employees who participated. They also held TheHealthy Living Family Fun Challenge. In its first challenge designed for families, Brocade's WellFit team launched the Healthy Living Family Fun Challenge. Participants tracked the number of fitness minutes they completed with a family member. Another event was Specific for EMEA and was called The Step on it Challenge, Walking is simple and an easy way to get fit you can do it any time, anywhere, on your own or with your family. In this challenge, designed to meet the needs of Brocade's employee population in Europe, participants were given a free pedometer from WellFit so they could track steps and complete against colleagues.
The leader of the organisation is a person of high integrity, committed, passionate and a leader who has never lost sight of the Company's vision to be the premium provider in their sector. He has a most engaging management style, is open to ideas and listens to everyone. He is clear and reasonable, in setting objectives and supportive in their efforts to achieve these goals. In terms of interacting with employees, he is genuinely warm in his approach, has an astonishing capacity to remember names and a scary capability to remember previous conversations. At social events he is never happier than mixing with staff at all levels and always the first man to put his hand in his pocket. In summary he is a man that is recognisable as Casterbridge's leader and a leader who everyone is happy to follow.
Casterbridge use a direct email system called 'Mail Matt', where employees can email Operations Director Matthew Moore directly with any kind of query, idea or feedback. This is available in a link off the intranet site. Additionally there is a 'Directors' email address, allowing employees to contact all the senior team directly. Casterbridge hold a quarterly Employee Forum where questions can be raised and they invite questions at all staff meetings which can be passed through the appropriate communication channels to whoever can serve the question best. Casterbridge aim to engender a feeling of being able to communicate across the organisation freely and easily.
Casterbridge's training department (The Casterbridge Academy) amongst other activities operates internally and runs apprenticeship schemes for Level 2 and Level 3 qualifications in Childcare and Young People's Workforce. The overall aim of Casterbridge Academy is to recruit, train, educate and progress the future leaders of the business. Taking on approximately 120 new learners each year, they are based in Casterbridge's nursery settings which provides them with the right balance of gaining excellent on the job experience with formal training courses and programme assignments and tasks. The apprenticeship programmes and the team of dedicated trainers and assessors work with the learners in order to develop their skills and knowledge to the level of becoming a premium childcare practitioner allowing them to offer only the highest standards of care to all their children and parents. Upon graduating from the Level 3 programme the learners are considered by the industry to be ‘qualified' and are allowed to work independently and even progress on to be Supervisors and Nursery Managers although Casterbridge provide them with a lot more training before then. As far as they are aware, they are the only company in the industry to offer internally run apprenticeship programmes.
Company social events are a regular feature. Addiction Worldwide hold Friday drinks every week, when they all get together at the end of the day to chat over a few beers. Their monthly staff meeting always adjourns to a local pub, and turns into a social event. Recently they decorated the building with cobwebs and pumpkins for Halloween, most people dressed up and the day ended in a party. They also have a well-supported softball team. They are hardworking, highly motivated individuals who genuinely enjoy each other's company. People will often hear of staff members who go on holiday together and spend time together out of office hours. Fun and playfulness are key to a culture that is creative and encourages innovation and socialising is a lovely by-product of this. Social events are not limited to the 'junior' or 'younger' members of staff. The long standing, more senior members of staff are not afraid to get stuck in either.
Company social events are a regular feature. Addiction Worldwide hold Friday drinks every week, when they all get together at the end of the day to chat over a few beers. Their monthly staff meeting always adjourns to a local pub, and turns into a social event. Recently they decorated the building with cobwebs and pumpkins for Halloween, most people dressed up and the day ended in a party. They also have a well-supported softball team. They are hardworking, highly motivated individuals who genuinely enjoy each other's company. People will often hear of staff members who go on holiday together and spend time together out of office hours. Fun and playfulness are key to a culture that is creative and encourages innovation and socialising is a lovely by-product of this. Social events are not limited to the 'junior' or 'younger' members of staff. The long standing, more senior members of staff are not afraid to get stuck in either.
Addiction Worldwide is fast paced and often has intense periods of working, so they have to be communicating, observing and listening to what is happening throughout the organisation. They work on the basis of 'Ask forgiveness not permission'. Feedback is an integral part of their culture, which is something they bring in from the interview stage. They are an entrepreneurial, creative company which employs people who want and indeed need to share ideas on a daily basis. To that end there is no suggestion box or other 'one fits all' way of capturing all of this. Instead they make sure that every single member of staff knows that they will be listened to and answered. It is integrated into their DNA .
Bovey Castle display the correct behaviours by communicating regularly in the form of meetings and appraisals. They also provide training sessions.
Bovey Castle display the correct behaviours by communicating regularly in the form of meetings and appraisals. They also provide training sessions.
Bovey Castle display the correct behaviours by communicating regularly in the form of meetings and appraisals. They also provide training sessions.
They have a passionate belief in supporting their colleagues and have faced numerous challenges since the merger of the two heritage businesses, each with their own training methods and practices. To further develop their customer service training, they knew they needed to radically change the way they developed the capability of their practice colleagues adopting not just a ‘Best of Both' but a ‘Better than Both' approach to the challenge. Historically D&A had operated a compulsory NVQ programme for all of its practice colleagues whilst Boots had adopted a less structured but customer-led approach. To best support their colleagues the decision was taken to retain the formal NVQ approach. They also decided to make the programmes increasingly flexible and fit for purpose in a fast moving sector. So last year they made the Level 2 NVQ apprenticeship programme compulsory for all new joins - 400 new apprentices each year with capacity to flex up to over 600, and to ensure a consistent training experience for all learners whether full time or part time, government funded or non funded. In the last year, with the mission to ensure successful take up of the NVQ programme, they have opened five new satellite or regional training centres across the country. These have been carefully sited to ensure that all colleagues are within reasonable travelling distance of a centre, and that their Optical Consultant population do not have to stay overnight. This is particularly important given the number of part-time colleagues and colleagues with families, for whom residential training is extremely difficult. The company have invested large amounts in facilities, equipment and staff for these centres and they have all been created with colleagues' personal needs in mind. They want to ensure all of their colleagues have the knowledge they need to succeed in their role and the opportunity to develop themselves personally while at work, and the apprenticeship programme is just one example of that.
They have a passionate belief in supporting their colleagues and have faced numerous challenges since the merger of the two heritage businesses, each with their own training methods and practices. To further develop their customer service training, they knew they needed to radically change the way they developed the capability of their practice colleagues adopting not just a ‘Best of Both' but a ‘Better than Both' approach to the challenge. Historically D&A had operated a compulsory NVQ programme for all of its practice colleagues whilst Boots had adopted a less structured but customer-led approach. To best support their colleagues the decision was taken to retain the formal NVQ approach. They also decided to make the programmes increasingly flexible and fit for purpose in a fast moving sector. So last year they made the Level 2 NVQ apprenticeship programme compulsory for all new joins - 400 new apprentices each year with capacity to flex up to over 600, and to ensure a consistent training experience for all learners whether full time or part time, government funded or non funded. In the last year, with the mission to ensure successful take up of the NVQ programme, they have opened five new satellite or regional training centres across the country. These have been carefully sited to ensure that all colleagues are within reasonable travelling distance of a centre, and that their Optical Consultant population do not have to stay overnight. This is particularly important given the number of part-time colleagues and colleagues with families, for whom residential training is extremely difficult. The company have invested large amounts in facilities, equipment and staff for these centres and they have all been created with colleagues' personal needs in mind. They want to ensure all of their colleagues have the knowledge they need to succeed in their role and the opportunity to develop themselves personally while at work, and the apprenticeship programme is just one example of that.
They have a passionate belief in supporting their colleagues and have faced numerous challenges since the merger of the two heritage businesses, each with their own training methods and practices. To further develop their customer service training, they knew they needed to radically change the way they developed the capability of their practice colleagues adopting not just a ‘Best of Both' but a ‘Better than Both' approach to the challenge. Historically D&A had operated a compulsory NVQ programme for all of its practice colleagues whilst Boots had adopted a less structured but customer-led approach. To best support their colleagues the decision was taken to retain the formal NVQ approach. They also decided to make the programmes increasingly flexible and fit for purpose in a fast moving sector. So last year they made the Level 2 NVQ apprenticeship programme compulsory for all new joins - 400 new apprentices each year with capacity to flex up to over 600, and to ensure a consistent training experience for all learners whether full time or part time, government funded or non funded. In the last year, with the mission to ensure successful take up of the NVQ programme, they have opened five new satellite or regional training centres across the country. These have been carefully sited to ensure that all colleagues are within reasonable travelling distance of a centre, and that their Optical Consultant population do not have to stay overnight. This is particularly important given the number of part-time colleagues and colleagues with families, for whom residential training is extremely difficult. The company have invested large amounts in facilities, equipment and staff for these centres and they have all been created with colleagues' personal needs in mind. They want to ensure all of their colleagues have the knowledge they need to succeed in their role and the opportunity to develop themselves personally while at work, and the apprenticeship programme is just one example of that.
All staff are actively encouraged to put forward ideas to the Leadership team. This is made easier by the fact that they have face to face contact with all the Directors on a very regular basis. The speed with which good ideas are followed up and implemented is outstanding. Boodles plan to fully understand the results and identify the topics with the biggest impact. The Directors and HR Manager will devise an action plan with clear goals and a timescale. They will then communicate the results and share their commitment to an action plan to all staff, linking it to the business plan. Continuous monitoring of the action plan and celebration of successes.
Employees recieve handwritten cards from the Managing Directors for exceptional work. Staff are proud to receive them and it really encourages motivation and commitment.
Boodles genuinely and sincerely care about staff uplifting and motivating. They are 100% hands on and accessible to all staff, setting high standards and leading by example.
Bond Pearce has a confidential and free employee assistance helpline, for anyone to call and discuss personal or work-related problems. They also have regular occupational health visits by a qualified GP to each of their office locations. He is available for any employee to attend a private consultation, should he/she need to do so. They also have free eye tests and flu jabs for all employees.
Bond Pearce has a confidential and free employee assistance helpline, for anyone to call and discuss personal or work-related problems. They also have regular occupational health visits by a qualified GP to each of their office locations. He is available for any employee to attend a private consultation, should he/she need to do so. They also have free eye tests and flu jabs for all employees.
Bond Pearce has an active Corporate Responsibility agenda with local committees in each office. One of their most innovative actions is the Business Action on Homelessness (BAOH), which is a unique partnership between business, homeless agencies and the Government. The campaign runs in a number of cities, including Bristol, and aims to break the cycle of "no job, no home", by helping homeless people to find employment and achieve independent living. The people on the campaign are “hidden homeless” i.e. not rough sleepers but people living in hostels or other forms of temporary accommodation. They all share the aim of wanting to change their lives by returning to work but often lack the confidence and the know how to achieve this for themselves. Bond Pearce (Bristol office) has hosted part of the BAOH training programme for their homeless clients. They help by providing some volunteers to help clients improve their interview skills. Bond Pearce have participated in this programme over a number of years. The homeless clients gain an immense amount of confidence simply from coming into a professional office environment, being treated with respect and finding out that people who work in this type of firm are interested in seeing them achieve success
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