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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.
Lakehouse's founder and Chief Executive has a very distinctive management style. He has always operated an 'open door' policy and all staff, from managers to site assistants know they are free to speak with him in his office anytime and always receive a warm welcome. He makes great efforts to get to know staff on a personal level and even feels frustrated that with such rapid expansion and recruitment he finds it hard to keep up with getting to know all the new faces. Most times people meet him they are completely unaware they have just met the owner of the company, as he is a very unassuming man, rarely wears formal clothes and introduces himself simply as 'Steve'. Steve also encourages others to dress informally and come to work how they feel best comfortable.
Lakehouse's founder and Chief Executive has a very distinctive management style. He has always operated an 'open door' policy and all staff, from managers to site assistants know they are free to speak with him in his office anytime and always receive a warm welcome. He makes great efforts to get to know staff on a personal level and even feels frustrated that with such rapid expansion and recruitment he finds it hard to keep up with getting to know all the new faces. Most times people meet him they are completely unaware they have just met the owner of the company, as he is a very unassuming man, rarely wears formal clothes and introduces himself simply as 'Steve'. Steve also encourages others to dress informally and come to work how they feel best comfortable.
Lakehouse have developed the 'Lakehouse Management Academy'. This saw them partnering with an external training supplier to develop a management training programme tailored to the needs and culture of the company. Over 40 of their managers are part of this ongoing programme which includes elements such as 360 degree feedback, personality profiling, performance management, communication skills, time management skills and more. This academy programme sees Lakehouse managing not only their management talent more effectively but also has the knock-on effect that these managers can manage their teams more effectively too, identifying and nurturing the talent they find there. Lakehouse want to encourage everybody's talent so they have created a ‘Lakehouse Legacy'. Lakehouse have committed to training every single staff member to NVQ level 2 minimum. Together, this shows they are investing far more than their industry average in training their people.
L&Q have team and individual rewards for great work towards targets. This includes dining out, theatre tickets, a bottle of wine, flowers, chocolates, book, CD or store voucher. They also hold annual outstanding achievers awards, they receive 2.5% of salary as a bonus for 5% of staff. The staff also receive an attendance award for 100% attendance of one day's additional annual leave and they have professional qualification awards of £100 for a pass and £200 for a pass with distinction.
L&Q encourage their employees to use the firstassist health & wellbeing service which provides an online service to assist their employees to measure and improve their overall health. The online service Fitness2live's include health assessments, weight loss, lifestyle plans and expert training programmes for events ranging from fun runs to corporate triathlons. Members also have access to an extensive library of fitness and nutrition articles and hundreds of healthy recipes. They have an employee assistance programme from first assist in order for our employees to receive access to a 24 hour telephone counselling and legal information service, to support them with a wide range of personal and work related problems in areas such as stress, relationship difficulties, bereavement, anxiety, family worries, alcohol/drug abuse, employment or financial concerns.
L&Q have team and individual rewards for great work towards targets. This includes dining out, theatre tickets, a bottle of wine, flowers, chocolates, book, CD or store voucher. They also hold annual outstanding achievers awards, they receive 2.5% of salary as a bonus for 5% of staff. The staff also receive an attendance award for 100% attendance of one day's additional annual leave and they have professional qualification awards of £100 for a pass and £200 for a pass with distinction.
Knowledge for Action training activities include Sales approach training, NLP and Dale Carnegie Training.
For performance recognition the staff nominated winner receives a cup and presentation and a gift of their choice up to value of £100. After 4 years, 5 years and 10 years service there is a presentation of plaques and gift of up to £100. Instant recognition is a 'Wow' award for achievement and one gift of their choice up to the value of £100.
Knowledge to action have a budget specifically for fun and social events, which have included their Christmas Party and a Summer Polo event. Team recognition is provided in the form of monthly bowling competition and bonuses for hitting targets are provided.
Kitcatt Nohr hold regular "Digital Surgeries" when staff can ask their Technical Director and Digital Planning Director for advice on digital marketing. Based on staff feedback the leaders provide openness, caring for staff and a strong sense of values and they are good role models.
The Partners act as mentors for the founders of the sister agencies Trinity and Huw Davis Partnership. KNAS offer mentoring to their staff as a way to help them grow a specific skill, deal with a particular issue or tap into a mentor's knowledge. All the Partners and Senior Management Team are committed to acting as mentors, but other people can be mentors too.
Kitcatt Nohr hold regular "Digital Surgeries" when staff can ask their Technical Director and Digital Planning Director for advice on digital marketing. Based on staff feedback the leaders provide openness, caring for staff and a strong sense of values and they are good role models.
At King Sturge, the Joint Senior Partners have involvement with staff at all levels. The culture of the firm is such that all Board Members are seated in open plan offices, sitting alongside other staff at all levels. It is only in rare cases that they will have an office due to confidentiality and necessity. The senior members of the Boards therefore are very visible in the workplace and this combined with the Open Door policy which is in operation ensures that staff can approach and discuss any issues with them.
Centrepoint is a charity working to improve the lives of socially excluded, homeless young people aged 16 to 24. King Sturge staff are involved in a mentoring scheme, meeting up with a young person for 1 or 2 hours a month (during working day) to provide motivation, guidance and support to help them achieve their potential. They also offer a work experience programme to Centrepoint, which has in the past resulted in a permanent position being offered and accepted by the young person in question.
At King Sturge, the Joint Senior Partners have involvement with staff at all levels. The culture of the firm is such that all Board Members are seated in open plan offices, sitting alongside other staff at all levels. It is only in rare cases that they will have an office due to confidentiality and necessity. The senior members of the Boards therefore are very visible in the workplace and this combined with the Open Door policy which is in operation ensures that staff can approach and discuss any issues with them.
75 employees were able to take part in charitable activities without any financial loss between September 2009 and September 2010. Some of these activities included a Pub Quiz, Golf Day, Running Event, Cycling Tour, Abseiling, Auction and a raffle.
Employee recognition and rewards are areas that Juniper feels passionately about. Juniper's Total Rewards Philosophy is to recognise company performance and individual performance in the compensation package. To that end, Juniper offers a pay and compensation programme that recognises and rewards employees' contributions toward achieving the company's strategic goals and business objectives. They differentiate and pay for performance simply stating the “better the performance, the greater the rewards”. Salary, bonus and long term incentive allocation decisions are based on performance.
Employee recognition and rewards are areas that Juniper feels passionately about. Juniper's Total Rewards Philosophy is to recognise company performance and individual performance in the compensation package. To that end, Juniper offers a pay and compensation programme that recognises and rewards employees' contributions toward achieving the company's strategic goals and business objectives. They differentiate and pay for performance simply stating the “better the performance, the greater the rewards”. Salary, bonus and long term incentive allocation decisions are based on performance.
The management regularly reviews performance of all staff. Strengths and weaknesses of all individuals are identified. Strategic decisions are then taken to develop and promote particular individuals with special aptitudes to roles and positions, current or emerging. They might be assigned to specific projects which would provide them with the appropriate training and practical experience. Often this is a reciprocal process which dovetails individual aspirations with the needs of the company.
Employees are congratulated by Directors and other team leaders upon achieving any success. The annual bonus award is also based on a clear and transparent system of scoring which is performance based which ensures that staff feel that they are rewarded for their efforts. Worthwhile achievements are also mentioned in the company newsletter, the Intranet and Twitter.
Employees are congratulated by Directors and other team leaders upon achieving any success. The annual bonus award is also based on a clear and transparent system of scoring which is performance based which ensures that staff feel that they are rewarded for their efforts. Worthwhile achievements are also mentioned in the company newsletter, the Intranet and Twitter.
The Managing Director is full of energy and always striving to think outside the box. He encourages others to do the same and his levels of enthusiasm are infectious. He appreciates the efforts of everyone in the organization and always communicates this to them. His level of pastoral care over his staff is second to none.
Some people in the organisation have their own external mentor and the company will give them time to go and meet with them or allow the external mentor come into the office to better understand the mentees working environment. If an area of development has been identified in a manager and they find a course that they feel will help them to address it then the organisation will either contribute towards or pay for the cost of the course depending on its value. The HR department has created a pack which details how to be an effective manager which is given to all members of the management team. JBW Group will also be developing all line managers this year.
The Managing Director is full of energy and always striving to think outside the box. He encourages others to do the same and his levels of enthusiasm are infectious. He appreciates the efforts of everyone in the organization and always communicates this to them. His level of pastoral care over his staff is second to none.
Jaguar Land Rover has a performance management system for management and staff where employees have objectives and regular meetings with their manager to assess their performance and identify training needs. Twice a year their performance is assessed and a rating is agreed for Managers and staff in roles. This rating drives pay increases and the multiplier for a bonus. Recent negotiations with trade unions have progressed this method of reward to include all staff at professional levels.
Popular projects have involved environmental work, regeneration and building improvements. Employees from the market research team planted trees and hedgerows at a National Trust house in Shropshire. Engineers from the Supplier Technical Assistance department helped to rejuvenate a neglected recreation area at a clinic for recovering drug addicts in Warwickshire. A team of volunteers from the Solihull plant created an outdoor educational centre and orienteering course at a residential school for children with learning difficulties.
Popular projects have involved environmental work, regeneration and building improvements. Employees from the market research team planted trees and hedgerows at a National Trust house in Shropshire. Engineers from the Supplier Technical Assistance department helped to rejuvenate a neglected recreation area at a clinic for recovering drug addicts in Warwickshire. A team of volunteers from the Solihull plant created an outdoor educational centre and orienteering course at a residential school for children with learning difficulties.
Employees feel they are rewarded for their efforts with continuous recognition through appraisals and 1-1 meetings. There are Company incentive schemes where reward is linked to performance. Incentivised suggestion schemes are in place and Intrinsic celebrate success through company newsletters and employee reward initiatives.
Performance is recognised throughout the company by incentive schemes which are linked to individual performance objectives. Intrinsic also have regular employee events where a number of employees have received Virgin Experience Days and holiday vouchers for outstanding performance. Intrinsic's culture is one of great communication and teamworking. Line management throughout the company heavily believe in acknowledging and rewarding a job well done. The company's newsletter takes this one step further by celebrating success of exams, promotions and outstanding achievements. Intrinsic believe that celebrating success is a key ingredient to a motivated workforce. Ideas to improve customer service, company performance and ideas on new service branding are actively encouraged with their incentivised suggestion scheme. The suggestion scheme offers vouchers for the best suggestion each quarter.
Performance is recognised throughout the company by incentive schemes which are linked to individual performance objectives. Intrinsic also have regular employee events where a number of employees have received Virgin Experience Days and holiday vouchers for outstanding performance. Intrinsic's culture is one of great communication and teamworking. Line management throughout the company heavily believe in acknowledging and rewarding a job well done. The company's newsletter takes this one step further by celebrating success of exams, promotions and outstanding achievements. Intrinsic believe that celebrating success is a key ingredient to a motivated workforce. Ideas to improve customer service, company performance and ideas on new service branding are actively encouraged with their incentivised suggestion scheme. The suggestion scheme offers vouchers for the best suggestion each quarter.
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