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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.
Many managers are currently completing apprenticeships both internally and through the local university, and everyone at manager level has the support of an aligned people services business partner. Internal and external coaching is offered, as is a thorough induction process for new managers.
CEO and Principal Mike Gaston posts weekly Moment with Mike vlogs and there is an informal evening Time to Talk meeting with the Vice-Principal. Senior leaders all work to metrics set against the college's Drive to 25 strategic plan, and this filters through to teams in terms of performance plans and objective setting.
With the college based at three different campuses, the pandemic actually encouraged people to work together on platforms such as Microsoft Teams, without having to gather in the same geographical place. This had the silver lining of cutting commutes and preventing travelling time or traffic getting in the way.
Ongo have environmental practices in place such as a cycle to work scheme, encouraging the use of public transport, encouraging working from home, energy efficient IT and also making employees aware of the organisations energy consumption.
The organisations Living Well, Working Well ethos actively promotes home and remote working. Communicating well with colleagues is key to its success. There are 13 different channels of communication, from face to face through Yammer as well as traditional phone/e-mail channels.
London & Partners state their vision, mission and strategy in all of their core documents and reinforce them regularly.
Exciting opportunities are provided for management secondments. They allow those who aspire to be a manager to take on the role in a safe environment, where they have the autonomy to make their own decisions while being supported by a mentor. They also share in the company's success through its performance bonus scheme.
Four social committees have their own events fund to organise get-togethers in and around the Trust's offices in London, Belfast, Edinburgh and Cardiff, from festive and Halloween parties to bake sales and other fundraising activities. There are also virtual events, from wellbeing activities to one celebrating the Trust's 30th birthday.
'Getting to know our leaders' sessions have been introduced, with colleagues interviewing them about their career journey. The idea is to inspire those keen to progress at the Trust. The organisation has also invested in a new Learning and Development Manager to help staff map their career paths and identify training needs.
There are plans for listening groups across the Trust to dig deeper into engagement survey results. The leadership team wants to understand better why people feel the way they do, so they can address the issues and make plans to resolve them in a meaningful and impactful way.
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