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.
Through the pandemic, the leadership team has provided daily updates as well as weekly catch-ups for those on furlough. It has provided additional training for furloughed staff to help them keep active and avoid mental health decline. Their salaries were also topped up to 100%.
For its software and development teams, iVendi listened to feedback and chose to conduct a trial on remote working for the foreseeable future. This means that half of the company's workforce is now remote working and it appears to be working well.
Two days of paid leave have been offered to employees to volunteer in the local community and there has been a big uptake during the pandemic. One volunteer spent the time building a website for a charity to give them online presence. The company facilitated staff donations to food banks as well as providing toys.
After a long period of mergers and acquisitions, the company is revising its values, but sustainability and care of the planet remain at the forefront. Areas that have been focused on for improvement are consistent company communication, learning and development opportunities and providing fun activities.
While working from home in winter, Internet Fusion introduced "Winter Hours". This was permission for staff to get out and enjoy the winter sun in the middle of the day for up to two hours. They were allowed to make up the time at the start or end of the day.
The company works closely with and supports #2minutebeachclean, a campaign to clear rubbish from our beaches, which has been featured on BBC news. It also works with its partner Protect Our Winters UK, which aims to speed up the transition to being carbon neutral.
Annual awards and ‘Spin to Win' vouchers thank brilliant staff with holidays, electrical gadgets, days off and lie ins. Ice Comms' entire operations team were given a £500 voucher at Christmas in recognition of the especially challenging time they have had. Senior managers sit amongst their teams to improve communication.
Online training courses are readily available and those taking part are rewarded with £50. There is regular customer service and compliance training, and performance is monitored on a daily basis with live data. All senior managers sit amongst their teams so friendly advice is never too far.
Staff taking part in The Yorkshire Three Peaks Challenge, a 24-mile, 5200ft climb across the Yorkshire Dales National Park, raised more than £20,000 for a local hospice. Ice Comms also offsets its carbon emissions with a tree planting scheme, which employees will be able to partake in.
Huel says it likes to have fun in the workplace and has set up “amusement alliances” of three people from each office to run social events for six months, giving them a budget and project management responsibility that encourages negotiating and presentational skills.
Every month, teams use a specially-created app to put forward two members who they think have done an outstanding job, in accordance with company values, for the “Huel Of Fame.” Senior managers choose two employees every month for a £1,000 award.
1% of company profit is given to initiatives that support sustainable nutrition such as Eat Forum, a science-based initiative aiming to transform the global food system. Employees are to be encouraged, once the pandemic is over, to give a working day per year to tree planting or working at a food bank.
Hallam has a social channel dedicated towards recognising achievements where employees can nominate one another for going the extra mile or being a great colleague. At the weekly get together the person with the most nominations receives a prize, usually a gift card or a day trip.
Hallam has three training tracks: leadership, specialist, and consultant. During the pandemic Hallam delivered comprehensive training including a reading programme and online courses in assertiveness, machine learning and design. It also launched a programme called Unity to promote integrated working and communication.
Hallam's mental health and wellbeing programme includes trained mental health first aiders, free counselling, training on resilience, meditation and purpose, and access to peer coaching. Hallam also works to create an atmosphere of psychological safety and a culture that encourages a sense of unity and togetherness.
To thank its team members in the north east for their efforts, commitment and resilience during an unusual year Haines Watts stopped work on a Wednesday afternoon and encouraged everyone to do something they enjoyed and had afternoon tea delivered to their homes.
Haines Watts promotes employee development by showcasing stories of those who have completed its award-winning talent programmes which earned it Silver for Employee Training and Development at the UK Employee Experience Awards in 2020. The Leadership Development Programme has transformed learning and development at the firm.
During Stress Awareness Week one of the managing partners shared his story about his mental health and this year Haines Watts has run a national mindfulness training programme and staff also took part in quizzes, yoga and fitness initiatives to boost morale.
In 2020, as part of its commitment to diversity and inclusion Goodstuff launched its D&I network: the Do the Right Thing Council. The Council is made up of eight working groups covering different areas of diversity each spearheaded by a Partner in a leadership role.
All training programmes have continued during the pandemic during which time 30% of Goodstuffers gained a qualification from the industry's governing body, the IPA. Development opportunities include Manager's Academy, a six-month programme for all managers and regular all-agency training talks which everyone is encouraged to attend.
In addition to mental health workshops, staff have free access to online fitness classes, and Goodstuff launched an agency 'Couch to 5k' group. It also ran a Feelgood Week, with activities including a crafty cuppa, one on one mindfulness sessions, a nutritionist talk and financial planning advice.
Fresenius Kabi encourages an open-minded creative can-do culture that offers employees of diverse cultures and backgrounds a wide range of fulfilling and challenging career and personal growth opportunities, domestically and internationally.
Motivated and dedicated teams work well together, supporting each other and encouraging each other. Empowerment and a strong team spirit are embedded in the culture.
Last year, Fresenius Kabi Germany gave €20,000 (£17,400) to the GoBanyo initiative which helps homeless people in Hamburg. The GoBanyo shower bus offers people the opportunity to shower free of charge and supply themselves with clean towels, clothes and hygiene products.
Managing directors encouraged staff to take lunch breaks and gave everyone an afternoon off to relax and do something fun instead of working. Each member of the leadership team also headed up a team in the 24 days of advent challenge completing 24 minutes of physical activity every day.
The bonus scheme is based on company performance and individual performance against personal objectives. As 2020 was such great year, everyone achieved more than 100% of their bonus with the managing directors giving everyone another 10% to recognise the great efforts and achievements during such an extraordinary year.
As well as carrying on with the normal work-based coaching and development during the pandemic, the firm boosted staff skills in Excel, project management and innovation and launched a management training programme. Freixenet Copestick also provides a weekly recruitment update to showcase opportunities across the company.
Chief executive, Rich Keith and chief operating officer, Catherine Cheetham, have weekly or bi-weekly 1-2-1s with all managers offering coaching and mentoring and making sure they are listened to and supported. They also operate an “open door” culture with no need for people to wait for meetings.
Last year Fourth Floor Creative conducted a pay review and gave a pay increase to employees who had been with the company for longer than a year and passed their probation and it is planning to hold a company summer party whenever it can get the whole team together.
Fourth Floor Creative introduced an anonymous wellbeing support line and established a Wellbeing Warriors employee group who coordinates inclusive activities from book clubs, gaming nights and Friday night meets at the 'Online Arms' to daily #watercoolers online chats, a lunchtime scavenger hunt, pancakes and pumpkin carving
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