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.
Employees receive 25 days annual leave and 15 days public holiday every year. Flexi time and time off in lieu are also available to employees, as well as a generous package of special leave which covers paid time off for study, attending medical appointment and even time to move home.
Maryhill Housing launched a new management development programme in 2018. All managers of the organisation attended this Behavioural Science in Leadership programme. This was held over 5 different days and got managers thinking about all various areas of management/leadership from motivation, engagement, empowerment, performance management and a number of other areas.
Maryhill Housing launched a new management development programme in 2018. All managers of the organisation attended this Behavioural Science in Leadership programme. This was held over 5 different days and got managers thinking about all various areas of management/leadership from motivation, engagement, empowerment, performance management and a number of other areas.
Staff receive an annual bonus directly based on the organisation's profits. All employees receive an additional day's leave, A Trustee Day, which they can take during November or December.
Marwell provide on-site yoga and pilates, support a workplace choir, subsidise fresh food provision on site and give discounts at the adjoining hotel's wellness suite.
Marwell provide on-site yoga and pilates, support a workplace choir, subsidise fresh food provision on site and give discounts at the adjoining hotel's wellness suite.
Every hotel is encouraged to engage in local community activities as they believe that when they support communities outside of their own hotel doors, they make them stronger.
The President and Managing Director is a true believer that the cornerstone of the company is its people and retains a laser-like focus on building a strong culture that fosters innovation and embraces wellbeing.
The President and Managing Director is a true believer that the cornerstone of the company is its people and retains a laser-like focus on building a strong culture that fosters innovation and embraces wellbeing.
Manchester City Council has partnered with the Manchester College and Pure Innovations for 10 years in the provision of Supported Internships for young people with learning and physical disabilities and those with Mental ill health.
Manchester City Council has partnered with the Manchester College and Pure Innovations for 10 years in the provision of Supported Internships for young people with learning and physical disabilities and those with Mental ill health.
A coaching and mentoring approach has been piloted within the Council, which is aimed at enabling their people to develop their strengths and gain the support and feedback they need to achieve their career aspirations and positively contribute to their strategic vision for organisational change.
The Leadership team are key to ensuring that they uphold Values at every opportunity and ensure that these are embedded at every phase of their employee life cycle.
The CEO regularly holds a book group for those aspiring employees at Macs. This is an opportunity for the CEO to impart their knowledge of the industry and work experience and help mentor and knowledge share fresh ideas/ways of thinking with those members of the team at Macs who are keen to grow professionally and personally.
The Leadership team are key to ensuring that they uphold Values at every opportunity and ensure that these are embedded at every phase of their employee life cycle.
At M&C Saatchi Sport & Entertainment they have a Brilliance Fund, where every staff member is offered £200 per year to spend on any extra-curricular training course of their choosing that allows them to develop a new skill.
Their leadership team do not have a separate office, they sit on the floor with everyone else so they are able to engage on a day-to-day basis. Their CEO has a monthly meeting with team members from different levels of the business where they are encouraged to share live work and current challenges.
At M&C Saatchi Sport & Entertainment they have a Brilliance Fund, where every staff member is offered £200 per year to spend on any extra-curricular training course of their choosing that allows them to develop a new skill.
In 2016, Lyreco introduced a Charity Steering Group with the purpose to expand support provided to local communities. Staff submit initiatives they are involved in and Lyreco will donate funds, volunteers or products.
In 2016, Lyreco introduced a Charity Steering Group with the purpose to expand support provided to local communities. Staff submit initiatives they are involved in and Lyreco will donate funds, volunteers or products.
Lyreco advertise all vacancies internally, so the workforce has access to the opportunities available.
Loreburn utilises Protected Learning time which is dedicated paid time that they operate every 3rd week where staff can down tools and catch up on their learning and development.
Loreburn utilises Protected Learning time which is dedicated paid time that they operate every 3rd week where staff can down tools and catch up on their learning and development.
Loreburn utilises various engagement tools amongst its workforce to promote collaboration, interactions and communications.
The senior management team live and breathe the values and principles of Lookers. They frequently have open dialogue with team members, visit their dealerships and conduct 'walk-about tours' talking to team members, listening to ideas and taking feedback.
Lookers believe onboarding begins before new starters arrive for their first day and continues over several months into their new career. Engagement with new starters begins as they congratulate them on their new role and invite them to complete their essential e-learning before they arrive.
Lookers believe onboarding begins before new starters arrive for their first day and continues over several months into their new career. Engagement with new starters begins as they congratulate them on their new role and invite them to complete their essential e-learning before they arrive.
Bionic Group have five clear ways that they measure the effectiveness of their managers.
1) Driving Business Results. They have a balanced score card approach which is central to how they focus their efforts & measure their success. It enables them to pull together as one team and align to common goals. They hold operational dashboards to review performance against these KPIs.
2) Employee Engagement Surveys to measure team player motivation and engagement. Those leaders with engagement results lower than the company average have a high support from their people and culture team to support them on improving their results through focused action plans.
3) Turnover rates are measured on an annual and monthly basis and shared with their Exec Team and Investors. Working groups are created with a number of leaders if they see spikes in churn. Glassdoor reviews of job candidates and leavers is also monitored and reported monthly and assessed against turnover rates and exit interview data.
4) 360 Feedback is used for their talent programme. This enables their leaders to get feed-back from their manager, peers, team members and stakeholders. Each leader has a detailed feedback session from an experienced external coach to enable them to devise a Personal Development Plan.
5) Performance Management system. Their managers performance is measured by performance and potential. Every 4 months, every Exec leader presents the talent ratings for their overall teams which is calibrated across Bionic Group. This allows each Exec member to provide performance feedback of individuals to support their development.
Bionic Group have five clear ways that they measure the effectiveness of their managers.
1) Driving Business Results. They have a balanced score card approach which is central to how they focus their efforts & measure their success. It enables them to pull together as one team and align to common goals. They hold operational dashboards to review performance against these KPIs.
2) Employee Engagement Surveys to measure team player motivation and engagement. Those leaders with engagement results lower than the company average have a high support from their people and culture team to support them on improving their results through focused action plans.
3) Turnover rates are measured on an annual and monthly basis and shared with their Exec Team and Investors. Working groups are created with a number of leaders if they see spikes in churn. Glassdoor reviews of job candidates and leavers is also monitored and reported monthly and assessed against turnover rates and exit interview data.
4) 360 Feedback is used for their talent programme. This enables their leaders to get feed-back from their manager, peers, team members and stakeholders. Each leader has a detailed feedback session from an experienced external coach to enable them to devise a Personal Development Plan.
5) Performance Management system. Their managers performance is measured by performance and potential. Every 4 months, every Exec leader presents the talent ratings for their overall teams which is calibrated across Bionic Group. This allows each Exec member to provide performance feedback of individuals to support their development.
In the words of Aristotle, “We are what we repeatedly do. Excellence, then, is not an act, but a habit”. Their development is focused on developing expertise in the pursuit of getting better every day. This is a way of life in Bionic. They pride themselves on the fact that 58% of our leaders have been promoted internally.
A strong contributor to their success of leaders and teamwork, is their Year of the Coach and Year of the TL programme that's run internally by their leaders. This is a chance for team players to work towards a leadership role. In 2019, 35 players have attended the programs with 25% of these being promoted since. The YOTL attendees have bi-weekly workshops and in role training to enhance their leadership skills including how to forecast budgets and driving performance through others.
Their Team Leaders then deliver the YOTC programme, for those team players who have the desire to coach their colleagues and progress into leadership roles in the future. This involves learning how to lead a buzz session, inspiring and motivating the team and how to conduct quality 121s to get the best from their colleagues. Not only does this programme provide their aspiring leaders with the skills they need it also gives their TLs great experience in designing and delivering training courses. By the end of the training, their TL's and Coaches all have a detailed Personal Development Plan including the next step in their career and how they achieve this.
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