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.
There are many opportunities for employees to have their say and get involved, including monthly all-staff meetings and issue-specific away days. There's also a voluntary employee forum and ones for wellbeing and equality, diversity and inclusion. And cross-team projects allow staff to flex their skills beyond their daily roles.
caba's developing a leadership framework to help managers become confident leaders capable of meeting the charity's future challenges. It already gives its leaders and managers the freedom to be creative and innovative. It trusts them to challenge actions that aren't in line with the charity's values and behaviours.
caba gives all candidates the interview questions in advance to promote a level playing field, particularly for those who are neurodiverse. There's also a buddy system to ensure new starters have a familiar face to turn to outside their team and plans for a new starter network.
Employees benefit from regular communications and opportunities for feedback. 'The Loop' is sent out weekly, and there's a dedicated employee forum and monthly' virtual coffees' where the leadership team gives updates and answers questions. The Chief Executive leads an annual Town Hall reinforcing key principles, thanking colleagues and celebrating successes.
Employees who recommend a successful hire get £250 three months after the new recruit starts – £500 if the starter is in a more senior position. And awards are also made to team members who successfully recommend somebody for a temporary or fixed-term vacancy. They get £50 in shopping vouchers.
All employees get dedicated time with their line manager for two annual performance development reviews. All staff have access to online learning, and the organisation is undertaking a learning needs analysis to capture CPD for each directorate and any informal coaching needs. It also plans to introduce an accredited management development programme.
The induction of new recruits is both remote and face-to-face. There’s a series of digital ‘team talks’ with team members from across the business and regular HR check-ins to make sure they’re settling in well. And like all employees, they get access to an online training platform personalised to their role and level.
Managers get bespoke support depending on their development needs with access to various external tools and training opportunities via their line managers. There are expert HR manager briefings to support them and established workflows to help them navigate any complex people management issues.
Teleware has recently achieved carbon-neutral status and is now helping its customers do the same. Moving to a remote-first model, reducing travel and waste and office downsizing has vastly reduced its carbon footprint. The company’s also planted around 130 trees as part of an environmental initiative.
The agency's monthly 'No Rest for the Liquid' company-wide meeting supports its 'integrated and collaborative working environment." Senior team members give business updates, and working groups lead interactive presentations to offer insight into their work and job roles. And there's a weekly newsletter celebrating birthdays, promotions, and what teams have achieved for clients.
Liquid has run a successful virtual work experience course for students interested in a career in public relations, highlighting the exciting work it does for its clients to attract potential new employees. It's also inviting students back into the office to get an all-around agency experience.
Liquid "strives to create a lasting, positive impact on communities." It helps local causes through donations and pro bono work and is currently supporting 17 local projects. Over the last four years, it's donated more than £400,000 to organisations such as Whitley Fund for Nature, the Cyrille Regis Legacy Trust and Acorns Children's Hospice.
CIMSPA’s wellbeing committee (Welbots) supports employees with signposting, awareness activities, and creating the opportunity for social interaction. Employees have access to a range of benefits including a healthy living allowance, access to the CALM app for themselves and up to 5 family/friends, an employee assistance program, and initiatives to get them out at lunchtime.
The organisation’s three core values (Respect, Quality, and Teamwork) sit at the heart of everything it does. It holds quarterly all staff team meetings, off-site, and at all these events it has team awards, one of which being the LOVE Award (Living Our Values Everyday), to acknowledge those who promote the organisation’s culture and values.
CIMSPA has put together a list of resources that people working in sport and physical activity can use to help people who have fled the war in Ukraine. Chief executive Tara Dillon says: "I believe sport and physical activity can be a lifeline for many who have arrived in the UK."
The team has access to a mental health channel on Teams, and there are regular wellness-themed 'Thinking Thursday' sessions to discuss issues such as stress and fatigue. There's also an office gym and regular online yoga sessions. The company has also listened to staff, addressing the issue of increased workload pressure.
New starters get a structured, gradual introduction to the business they’re not overloaded from day one. A mention at Pizza Fridays means everyone is prepared to welcome the new member and knows their role. And workstations, phones and business cards are ready and waiting for them.
The company's working to become a Zero Carbon business in 2023. It has LED lights, low-energy VRF heating and uses carbon-neutral electricity. It also has a green purchasing policy and looks to buy locally. Team members are encouraged to purchase electric vehicles through their car allowances.
Its attraction and retention strategies revolves around the importance of creating a workplace that is positive and purposeful and that fosters engagement. One way in which it secures such environment is to have strong leaders that are coached and developed to listen to people and to recognise and exploit their full potential.
It has now established a training team with its Learning and Development Lead and in-house Training Manager. They are dedicated to support the learning requirements of employees and teams. As it continues to build its learning culture, it has launched a number of learning platforms including LinkedIn Learning and Webshield Academy.
The Learning and Development Team are soon launching its new Management Development Academy to enable Trust Payments’ managers and leaders to develop the knowledge, skills, and attitudes to bring personal, team, and business success. It covers several modules including planning and organising, project management, problem solving, decision making, communication, and objective setting.
With a largely young workforce, TFS keeps them engaged by keeping things lively and sociable, arranging gatherings and activities inside and outside of office hours where possible. It promotes its EAP to all employees so they can seek external support if preferred. It also supports employees’ personal missions, especially with charitable causes and keeping fit.
The organisation offers strong and consistent mentorship, from other senior managers and very open and transparent communication. It promotes within the organisation, to allow for internal development opportunities - however provide full support and transition processes when doing so.
All new starters are assigned a buddy in their team who they can go to for asking questions or an informal chat. Everyone is taken for lunch on their first day, either with their buddy or along with other new starters and a couple of members of the team.
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