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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.
Effective Talent Management and Leadership Development is a key objective for Chief Executives, Chairs and Boards. Best Practice research suggests that there are eight pre-conditions or essentials for successful Talent Management and Leadership Development. The NHS East of England propose that these essentials are simplified and embedded into the SHA and PCT Talent and Leadership plans to provide a consistent and coherent focus of attention, ensuring that they are spoilt for choice for Leaders and Talent across the NHS both now and in the future.
The NHS East of England are a high performing organisation that makes many exciting demands of their staff. They offer a vibrant, dynamic working environment that gives opportunities for people to explore both breadth and depth in their roles. While the pace is fast and the expectations are high, they give back to their staff as much as they give to the organisation.
The NHS East of England are a high performing organisation that makes many exciting demands of their staff. They offer a vibrant, dynamic working environment that gives opportunities for people to explore both breadth and depth in their roles. While the pace is fast and the expectations are high, they give back to their staff as much as they give to the organisation.
Assistance is offered via North Staffs Quit Smoking service to those who wish to stop. There are training courses for managers, self help CD available for employees to help manage stress and Cholesterol/glucose screening sessions organised for those staff who wish to have them. Additionally health information is available on the staff intranet, evoice. Health screening days are provided for osteoporosis, arterial stiffness assessment and healthy prostate is available. Lunchtime yoga classes are also offered to staff.
Progression through salary grades and additional leave linked to five years service are provided to reward staff for their efforts. In addition to this the Council also have the employee recognition scheme.
Progression through salary grades and additional leave linked to five years service are provided to reward staff for their efforts. In addition to this the Council also have the employee recognition scheme.
There is pay/support for external management qualifications via application for further studies, Annual performance review, with development targets and resources aligned to outcome is in place. There is internal coaching/mentoring for all new starters,Teachers within ITT programme and newly qualified teachers are supported by specialist mentors. Capability and performance indicators are assigned for specialist mentoring/coaching support, dependent upon topic. Specialist network memberships are available e.g. teacher educator forums, strategic local partnerships to encourage engagement with the local community.
On average employees receive fifteen hours formal training each year, with an average spend of £250.75 per year per employee. examples of the sorts of training activities available are as follows: Safeguarding Children Training (Foundation, Level 1 and level 2) Equality & Diversity (Training and Qualifications) Awareness of special learning and other needs of students – e.g. autistic spectrum awareness, dyslexia awareness, visual impairment awareness, mental health awareness training E-Learning – innovative use of modern technologies to encourage personalised learning – e.g. podcasting on mobile phones, on-line teaching and learning, how to use blogs Management Techniques – e.g. performance review training, grievance & discipline training ICT – e.g. MS Office, in-house data management systems Finance and budgetary control Risk assessments Pastoral Tutoring training Setting SMART Targets.
There is pay/support for external management qualifications via application for further studies, Annual performance review, with development targets and resources aligned to outcome is in place. There is internal coaching/mentoring for all new starters,Teachers within ITT programme and newly qualified teachers are supported by specialist mentors. Capability and performance indicators are assigned for specialist mentoring/coaching support, dependent upon topic. Specialist network memberships are available e.g. teacher educator forums, strategic local partnerships to encourage engagement with the local community.
Performance is awarded through the ‘Performance Management System' which links to the annual pay award. Natural England also operate a recognition policy which enables managers to recognise individuals or groups of people for contributions to Natural England. The pay and benefits package includes an annual pay award which is linked to individuals' performance. The company also listen and take steps to introduce additional flexible benefits which employees value. Some of the further benefits that have been introduced include career breaks, discounted gym membership, buying annual leave and salary sacrifice schemes to enable people to buy childcare vouchers or bicycles.
Performance is awarded through the ‘Performance Management System' which links to the annual pay award. Natural England also operate a recognition policy which enables managers to recognise individuals or groups of people for contributions to Natural England. The pay and benefits package includes an annual pay award which is linked to individuals' performance. The company also listen and take steps to introduce additional flexible benefits which employees value. Some of the further benefits that have been introduced include career breaks, discounted gym membership, buying annual leave and salary sacrifice schemes to enable people to buy childcare vouchers or bicycles.
Performance is awarded through the ‘Performance Management System' which links to the annual pay award. Natural England also operate a recognition policy which enables managers to recognise individuals or groups of people for contributions to Natural England. The pay and benefits package includes an annual pay award which is linked to individuals' performance. The company also listen and take steps to introduce additional flexible benefits which employees value. Some of the further benefits that have been introduced include career breaks, discounted gym membership, buying annual leave and salary sacrifice schemes to enable people to buy childcare vouchers or bicycles.
They pay average market rates for jobs but also have an excellent benefits package which is constantly being reviewed and benchmarked to maintain competitiveness and to attract and retain employees. As part of the benefits package they have a final salary pension scheme which remains open to new employees. They have recently introduced a dedicated staff benefits discount website, which enables their staff to obtain discounts on local services such as dining out or car leasing; discounts on leading brand names as well as holiday discounts, cheaper energy tariffs, home and car insurance deals and vouchers for discounts on family days out to theme parks and zoos. Managers regularly praise employees for doing a good job - verbally and through treats such as buying chocolates/cakes/biscuits/bottles of wine for the team.
The Director of Housing recently took his managers off site for a strategy awayday. The content of the day allowed managers time to self reflect and consider: What are the three best things about working in the Housing Services Department at Muir i.e. stuff you would never want to change? What consistently irritates you about working in the Housing Services Department or for Muir, this needs to be things they can change or influence? How do you think other Departments would describe the Housing Services Department and do they need to try to change this, if so how? The Director of Housing Services suddenly becomes the Chief Executive (this is hypothetical) and you have the opportunity to request one major change at Muir to make it a better and more effective organisation, what would it be? What practical ways can they improve how effectively they work as a team? What practical things can they do to improve motivation and engagement with their staff and teams, particularly across teams? How do they raise their profile with their teams and improve the staff views of ‘management'.
Muir Group have a Supporting Volunteer work in the community policy which gives staff up to 5 days paid leave - one employee regularly supports a Gold Duke of Edinburgh's award expedition. They provide 3 days paid leave for employees who undertake public duties, i.e. magistrate, school governor. They support employees who are members of the Territorial Army by giving one week's paid leave for annual training camp - they currently have one employee who is in the TA and has benefited from this. Staff regularly collect for charities by having dress down days during the working day such as for Children in Need, Genes for Jeans Day.
To ensure employees feel they are rewarded for their efforts the company have performance related pay, significant training and development, significant annual leave, opportunities for external and internal secondments, project work and cross-functional team working.
To encourage healthy eating, fresh fruit is available in the office for all staff. Employee Assistance Programmes are in place for managing stress and mental health issues. Staff are very sports minded and several of them have run in the Westmonster Bridges monthly run at lunchtime programme. They also have a Cycle To work Scheme which more than 10% of staff have taken advantage of. The company have also offered membership to the Civil Service Sports Council.
To encourage healthy eating, fresh fruit is available in the office for all staff. Employee Assistance Programmes are in place for managing stress and mental health issues. Staff are very sports minded and several of them have run in the Westmonster Bridges monthly run at lunchtime programme. They also have a Cycle To work Scheme which more than 10% of staff have taken advantage of. The company have also offered membership to the Civil Service Sports Council.
The Chief Executive is open and honest, consults with her staff and engages in regular dialogue with them. She moves easily from dealing with strategic to operational matters or personal matters - to meet the needs of the situation. She is happy "getting her hands dirty" and will not ask anyone to do anything she would not do herself - this is evidenced by the level of her involvement with staff and residents on her "Back to the Floor" days.
The Chief Executive is open and honest, consults with her staff and engages in regular dialogue with them. She moves easily from dealing with strategic to operational matters or personal matters - to meet the needs of the situation. She is happy "getting her hands dirty" and will not ask anyone to do anything she would not do herself - this is evidenced by the level of her involvement with staff and residents on her "Back to the Floor" days.
Although Mayday Trust does not operate a "flexi" working hours scheme the Trust is flexible with staff to ensure everyone benefits from a positive work/life balance. Managers may request to work from home and working hours can be altered to meet business/personal circumstances. The company also offer employees support around quitting smoking, eating healthily and losing weight, to name but a few. All advice is available through Westfield Health which is open to all employees.
Training activities within the organisation include Pensions Scheme training, Data Protection, IT Systems and Corporate training. Formal qualifications are also supported through time off or funds.
In order to support people managers in the organisation, they have Internal management development training, meetings and internal/external coaching available.
Training activities within the organisation include Pensions Scheme training, Data Protection, IT Systems and Corporate training. Formal qualifications are also supported through time off or funds.
On average employees receive sixty hours of formal training a year and have included teacher training, Masters, Professional Qualifications, stress awareness, operational and NVQ's. Formal qualifications are supported either through time off, funding or other resources roughly four hours remission per week is given and one day per week to attend college.
Team celebrations and events are run by the manager of that Unit or School. Employees undergo formal team building. This happens on average once a year and is driven by individual managers.
Team celebrations and events are run by the manager of that Unit or School. Employees undergo formal team building. This happens on average once a year and is driven by individual managers.
Instant recognition is provided in the form of cards and personal notes from managers and senior managers. Internal communication is provided through 'Principal's Briefings' sent via e-mail to all staff. Full staff meetings, team meetings and briefings are also provided to communicate with staff. They also conduct other surveys including Investors in People, Customer Service Excellence (formerly Chartermark) and whilst these are not 'formally' Employee Engagement Surveys, they give the College a snapshot of staff views and give staff an opportunity to explain their feelings about the College.
On average employees receive twenty hours formal training per year including Teacher training, Assessor and Verifer Awards, First Aid at Work, Manual Handling, Health & Safety, a variety of IT training, Active Listening Skills, attendance at numerous internal and external conferences and seminars, Autism Awareness Sessions, Child Protection Training, Subject-specific update, legislative and professional courses ie British Canoe Union training, BSc in Information & Library Studies, Rabbit Welfare training.
The organisation has a budget specifically for fun and social events and have included the annual staff Christmas Party. The College provide wine and mince pies at the end of the Autumn Term to get employees in the Christmas spirit for the holidays. Employees have formal team building 3 – 5 times a year, 3 times per year for Academic staff as part of course reviews, less so for support staff. Management teams have 'away days' and teams undertake informal team-building activities.
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