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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.
Some examples of the sorts of training activities that Qiagen employees might undertake are courses, mentorship, coaching and online sessions. There is internal coaching/ mentoring for women at work.
Some examples of the sorts of training activities that Qiagen employees might undertake are courses, mentorship, coaching and online sessions. There is internal coaching/ mentoring for women at work.
Qiagen held a Christmas party at a local hotel where a three course meal was provided, an open bar, disco and accommodation or transport for the evening. There is also a Summer party where partners/family are invited. In the past this has included a roller disco.
At QBE the company takes a flexible approach to accommodating requests for time off work, in particular supporting those whose requests are on medical grounds and time off in lieu is offered at manager's discretion. QBE is undertaking a long-term strategy alignment and brand programme which began in 2008 when it embarked on an inside-out approach that saw all UK and European employees attend The Big Difference workshops. The workshops equipped QBE people with the knowledge of who QBE is, where it has come from and where it is going. This continued with The Big Goal where employees were asked to give feedback on how QBE could improve the experiences its key stakeholders have of QBE. This resulted in a number of key initiatives, for example, buying and selling of holiday entitlement.
On average employees receive 8 hours per year of formal training with an average spend per employee on training per year of £550. Examples of the sorts of training activities their employees might undertake are: Technical/Role Specific - e.g. insurance/claims related, Personal/Soft Skills - e.g. effective communications, presentation skills, assertiveness, IT - e.g. system specific, MS Word, Excel, PowerPoint, Project, Management Skills – various levels of people management development, development around performance management, Professional Studies – support to various professional qualification studies and qualifications across the business and Induction/Cultural – Welcome to QBE and OPENUP QBE Awareness. QBE uses a variety of training delivery methods and their comprehensive website gives easy access for employees to see the overall offering as well as instant access to eLearning or online reading and recorded WebEx sessions on specific subjects.
At QBE the company approach to salary review and annual bonus awards focuses on linking performance, through the annual appraisal/performance management process with financial awards. This exercise is supported by annual benchmarking exercises to ensure that employees feel they are rewarded for their efforts.
Salford Software Ltd ensure that employees feel they are rewarded for their efforts with performance related payments, one off financial and non financial recognition awards.
On average employees receive 8 hours per year formal training with an average spend per employee on training per year of £800. Examples of the sorts of training activities that employees at Salford Software Ltd might undertake are professional qualifications with field of expertise plus regular updates on new products or sytems.
On average employees receive 8 hours per year formal training with an average spend per employee on training per year of £800. Examples of the sorts of training activities that employees at Salford Software Ltd might undertake are professional qualifications with field of expertise plus regular updates on new products or sytems.
Examples of how PSN engages with schools and colleges include workshop sessions for students on interpersonal and communication skills, information on the oil and gas industry (e.g jobs available), CV writing, applying for jobs, interviewing techniques and facilitating meetings. These sessions have taken place at Old Machar Academy and Mearns Academy. Members of their HR team mentor students at Robert Gordon University who are studying for their MSc in Human Resource Management. Engineering students from RGU universities meet with practicing engineers to mentor and discuss options for career development within oil and gas and other industries.
PSN hold a number of fitness actvities throughout the year including the 'Fit 4 2009 Challenge.' This involves measuring the fitness of the participants at the beginning of the programme and then again 8 weeks later. There are 6 areas to check which include body fat, blood pressure aerobic capacity and flexibility. They continue to maintain their 'Healthy Working Lives' programme. The standards criteria give them a framework to develop a strong health strategy within the business. It gives them a means of tackling not only the 'nicer' topics of health such as general fitness, but also the more difficult subjects such as urinary tract cancer, drug and alcohol abuse, stress and mental illness. Although not easy subjects to tackle they continually get wide support to 'lunch & learn' sessions throughout the year with most being over subscribed.
PSN hold a number of fitness actvities throughout the year including the 'Fit 4 2009 Challenge.' This involves measuring the fitness of the participants at the beginning of the programme and then again 8 weeks later. There are 6 areas to check which include body fat, blood pressure aerobic capacity and flexibility. They continue to maintain their 'Healthy Working Lives' programme. The standards criteria give them a framework to develop a strong health strategy within the business. It gives them a means of tackling not only the 'nicer' topics of health such as general fitness, but also the more difficult subjects such as urinary tract cancer, drug and alcohol abuse, stress and mental illness. Although not easy subjects to tackle they continually get wide support to 'lunch & learn' sessions throughout the year with most being over subscribed.
Portico have a formal Thank you Scheme that is an instant recognition scheme across their whole business. Each location has staff noticeboard to share relevant communications such as internal vacancy list, training posters, event posters. Portico also send out regular posters via email communicating training events, Giving Back events and social activities as well as reward and recognition.
Management tool kits/resources are provided to give the manager guides on some of the key HR policies such as how to manage attendance and how to manage a disciplinary. Portico have a policy that allows individuals to request pay/support for external management qualifications. Portico have a number of internal programmes as well as the ILM accredited Team Leading and First Line Management. Portico have a team of Mentors who currently work with Supervisors to help them grow in the business. Mentoring meetings take place monthly. Portico host quarterly Management breakfast seminars for networking and they bring in a speaker/trainer to focus on a key leadership/people manager area.
Portico have a formal Thank you Scheme that is an instant recognition scheme across their whole business. Each location has staff noticeboard to share relevant communications such as internal vacancy list, training posters, event posters. Portico also send out regular posters via email communicating training events, Giving Back events and social activities as well as reward and recognition.
Populous sponsor the ABS fun run as well as taking part and were presented by the Company's Award for the most significant contribution to the ABS in the Course of the year 2010. Populous also donate computers to schools and take part in educational days with school children in addition to donating sports equipment to schools.
Populous have live Q&A surgery sessions at staff meetings. They have no cellular offices so all leader/ senior managers are approachable and work in open plan offices alongside employees. They hold regular staff meetings, talks and office parties and events and all new staff are invited to introduce themselves to the board at a board meeting (collectively). Populous believe that they have approachable leaders.
Populous have live Q&A surgery sessions at staff meetings. They have no cellular offices so all leader/ senior managers are approachable and work in open plan offices alongside employees. They hold regular staff meetings, talks and office parties and events and all new staff are invited to introduce themselves to the board at a board meeting (collectively). Populous believe that they have approachable leaders.
On average, employees receive 40 hours per year formal training with an average spend of £300 per employee per year. Employees at Ponti's undertake training activities such as: Induction, Fire training, Food Hygiene Supervisory training, Influencing Employee behaviour, Management Development Programme, Barista coffee training, Train the Trainer course and NVQ's.
On average, employees receive 40 hours per year formal training with an average spend of £300 per employee per year. Employees at Ponti's undertake training activities such as: Induction, Fire training, Food Hygiene Supervisory training, Influencing Employee behaviour, Management Development Programme, Barista coffee training, Train the Trainer course and NVQ's.
On average, employees receive 40 hours per year formal training with an average spend of £300 per employee per year. Employees at Ponti's undertake training activities such as: Induction, Fire training, Food Hygiene Supervisory training, Influencing Employee behaviour, Management Development Programme, Barista coffee training, Train the Trainer course and NVQ's.
Places for People have Star Awards to ensure that employees feel they are rewarded for their efforts. The Star Awards include a celebration dinner each year for those who were nominated for the awards. They also hold regular 1 to 1's and appraisals as well as personal thank yous from the CEO.
On average, employees receive 18 hours per year formal training with an average spend per employee on training per year of £80. They provide training activities such as: H&S, Induction, Manual Handling, presentation skills, influencing skills, IT training and leadership development.
On average, employees receive 18 hours per year formal training with an average spend per employee on training per year of £80. They provide training activities such as: H&S, Induction, Manual Handling, presentation skills, influencing skills, IT training and leadership development.
They reward employees both monetarily with generous pay, bonus, flexible benefits and pension plans, and in broader terms with their commitment to training, support, recognition and opportunities for career development. As well as custom employee award and recognition schemes such as the GEM awards, they also invest a great deal of time in their in-house training programme so that their employees feel fully challenged, developed and rewarded, not only financially but also socially and professionally.
Penspen Ltd say that the e-cards at Christmas are a great idea as they are both sustainable and a great way of freeing up additioanl funds for charity. They also encourage small enterprise giving, supporting charity bungee jumps etc. The weekly 'Ramble and Roll' through Richmond Park also requests a small charitable donation to be given in order to take part. A number of their employees help and support local fundraising activities via small group enterprise eg. by raising money for their nearest Elizabeth Fitzroy Home, which provides support for people with disabilities.
Penspen Ltd say that the e-cards at Christmas are a great idea as they are both sustainable and a great way of freeing up additioanl funds for charity. They also encourage small enterprise giving, supporting charity bungee jumps etc. The weekly 'Ramble and Roll' through Richmond Park also requests a small charitable donation to be given in order to take part. A number of their employees help and support local fundraising activities via small group enterprise eg. by raising money for their nearest Elizabeth Fitzroy Home, which provides support for people with disabilities.
The Managing Director delivers a Town Hall communication to all employees once a month to update employees on recent events, progress and what is coming. A live Q&A session follows the monthly Town Hall communication where employees can ask any questions in an open forum. There is an open door policy accross the Company and employees are encouraged to liaise with Senior Managers regularly. The Managing Director and Senior Management team also deliver a quarterly strategic review presentation to all employees to update on progress against business strategy and any developments.
Management Workshops are run for all existing managers and aspiring managers to aquipe them with the skills and knowledge to motivate and manage their teams in line with best practice and Company Policy. Where appropriate external management qualifications are supported through the Company assisted study programme and internal management workshops are run periodically for all people managers. Mentoring is provided by one of their Directors, all of which have been fully trained. Many Managers at Pattonair are members of a proffessional body e.g. CIPD, CQI, CIMA, CIPS and they attend seminars periodically to keep up to date with new initiatives and network with others in their field for support. Others attend formal courses to contribute to their continuous proffessional development.
Management Workshops are run for all existing managers and aspiring managers to aquipe them with the skills and knowledge to motivate and manage their teams in line with best practice and Company Policy. Where appropriate external management qualifications are supported through the Company assisted study programme and internal management workshops are run periodically for all people managers. Mentoring is provided by one of their Directors, all of which have been fully trained. Many Managers at Pattonair are members of a proffessional body e.g. CIPD, CQI, CIMA, CIPS and they attend seminars periodically to keep up to date with new initiatives and network with others in their field for support. Others attend formal courses to contribute to their continuous proffessional development.
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