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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.
A dedicated Health and Wellbeing Manager ensures people are kept up to date with the latest resources in MSC’s employee portal, with information on health and wellbeing to keep individuals and their families well, along with access to private medical healthcare and personal counselling support.
All managers at MSC have the option to receive executive leadership coaching from an external development partner. There’s also a partnership with a Diversity and Inclusion organisation which sees all managers undergo an extensive training programme in this area. An internal intranet site houses extensive developmental reading material and tools to support managers.
MSC’s approach is about recognising team collaborative in an inclusive way. This means success is celebrated as a whole, with everyone’s contributions acknowledged. It regularly holds celebrations for a diverse range of events, including National Employee Appreciation Day, where all employees received a personalised chocolate gift to their home, thanking them for their contribution.
A staff forum network, known as ‘Gateway Together’, exists to raise awareness of diversity and inclusion in the workplace. Designed to promote a constantly evolving positive and inclusive culture, it has led to a number of events initiatives including Eid celebrations, Pride, Men’s Health, Black History Month, and International Women’s Week.
Gateway’s office refurbishment included a new recycling system, as well as other initiatives that focused on a commitment to mitigating its impact on the environment. These include LED lighting, the use of hybrid vehicles and electric charging points, as well as a ‘Cycle to Work’ scheme and a bike loan initiative.
Collaboration and inclusion activities consist of weekly team briefings internally, as well as a number of external team bonding activities. These include taking part in virtual ‘escape rooms’, as well as the establishment of a ‘Birthday Month Club’ to encourage celebration across different teams.
The charity has a good mix of senior leaders who have been in the organisation for up to 20 years and those for fewer than five. This keeps some of the history and narrative of Young Devon in balance with the constant need to develop to meet young people's needs.
Young Devon has developed a set of annual workforce commitments and in the past year these have included improving public awareness of its work – achieved through changes to its marketing and partnerships with the BBC and local companies – and reviewing pay and benefits, including implementing the national living wage.
Employees get 30 days' annual leave – in effect 38, including bank holidays and the like. This amounts to 10 days more than statutory and five days more than UK average. The charity believes this is crucial recovery and rest time for staff who undertake demanding work with young people.
Yobota's engagement survey picked up that new starters felt isolated because they couldn't see their new workmates in virtual meetings. Employees are now encouraged to switch on their cameras to create a sense of cohesion, boost social interaction and, of course, meet new joiners.
Junior members of the team will receive career development support and advice from senior management in a new mentoring programme. A virtual workshop provided each member of staff with a wellbeing plan for remote working tailored to their individual needs.
Staff have been able to see an online counsellor or ask them questions via Slack. A new online portal features a large wellbeing section which includes advice on mental and physical health. Food and snacks are delivered to people's homes to enjoy during business updates.
YASA likes to reward good service with bespoke gifts aligned to staff members' hobbies and passions. One worker with a passion for the sport of cycling got to meet an Olympic cyclist, thanks to an experience gift to mark his 10-year anniversary with the company.
YASA has introduced a training management system for all staff, with sessions on key topics such as working effectively remotely and longer courses on specific subjects, including corporate social responsibility. The company also sponsors qualifications and provides study leave to allow staff to prepare for exams.
Staff are given three days off a year to volunteer in the local community. This includes anything from helping to dredge canals to supporting worm farms or lending a hand at food banks. The company offers work experience to school pupils.
Senior management led a series of engagement campaigns after the coronavirus emerged. These included a video series called Desert Island Lockdown, with chairperson Justine Markovitz in the finale. She also took part in 73 “Meet Justine” Skype sessions for all staff.
A graduate recruitment app is being developed to help Withers reach a wider pool of diverse candidates. The app will also help the firm meet the need to recruit differently, which became apparent during the pandemic. Social media is playing an increasing role in the search for talent.
The Withers World Tour set staff the challenge of walking the equivalent of the distance between all the firm's offices, a total of 23,000 miles. They exceeded the miles target and raised more than £30,000 for charity, including the Mental Health Foundation.
William Blair's Global Inclusion Council, created in 2017, is an advisory group of colleagues responsible for defining the firm's inclusion strategy and priorities to create a workplace where people are encouraged to bring their individual perspectives and experiences to work to drive greater creativity.
During the pandemic, it was important to keep employees up-to-date and to promote team bonding. William Blair launched a microsite dedicated to Covid-19 updates and a special edition of the firm's global electronic newsletter, Inside William Blair@Home.
Each employee received a food voucher that could be used for home deliveries while working from home. The company has a strong employee assistance programme to support every member of the workforce. Laptops were issued to all staff to enable the team to work from home over the past year.
A pot of money is given to the directors to award to employees they feel have gone above and over expectations. This could be because they have shown integrity, worked collaboratively, taken an innovative approach to their work or exhibited exceptional customer service
Career and apprenticeship journeys published on the intranet, website and LinkedIn highlight how Watford Community Housing attracts, retains and nurtures talent. The two-year-long business graduate scheme provides the chance to learn about different areas of the organisation, while gaining extensive work experience in the housing sector.
All frontline workers were sent care packages containing hand cream, chocolates, tissues, bath bombs and thank you cards. Virtual sessions were held on mental health and working from home in the winter and December's ‘Festive Fridays' included posting advent calendars to all staff, a Christmas quiz and seasonal giveaways.
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