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.
A new wellbeing team of reps from across Tees' offices is looking at ways to improve the firm's approach to health and wellbeing. There are regular internal and inter-business sporting events, and employees get a day off for their birthday and enjoy deals and discounts through the company's benefits platform.
With invitations to social events, new recruits are part of the Tees team before they even start. They get a thorough induction schedule to make effective connections from the get-go, and IT training is standard. A team lunch also supports them to have the best onboarding experience.
The new 'Tees Better Future Fund' offers grants of up to £5000 for projects that support learning and education and promote good health and wellbeing in Cambridgeshire, Essex and Hertfordshire. It builds on the good work the firm and its employees regularly undertake, whether charitable Pro Bono work or sponsoring community events.
Sipsmith hosts deep dive workshops led by HR and their managers on their specific team results and with the leadership team to better understand the results and develop an action plan for what improvements could be implemented. The actions taken enabled each team to manage their own engagement improvement plan to their specific needs.
The organisation has a committee dedicated to creating fun for teams to energise and engage them. It organises a monthly drinks event at its own bar on site which is themed differently depending on events, as well as organising an annual team sports day and team awards such as "the values champion".
Everyone in the Sipsmith team sets an annual Sustainability KPI for themselves working with their manager to deliver tangible improvements on their commitment to craft a better future. This means Sipsmith’s teams are actively rewarded through its pay and bonus model for meeting its environmental goals.
Robinwood Activity Centres develop children as individuals and as members of a team, with safety, enjoyment, and learning are priorities. It aims to respond to customer feedback to provide the best customer experience and to respond to staff feedback to create the best place to work.
Employees are selected based on their values and personal qualities. Having made this selection, it has extensive training opportunities to ensure they develop the necessary skills. All group leaders complete a 6-week induction training course before they take sole charge of any groups of children, during which they are supported by a buddy.
The centre runs a travel to work scheme which incentivises either walking or cycling to work. Staff can raise money for charity by either walking or cycling to work and entering details of this on the staff website. Robinwood make donations which amount to several thousand pounds each year.
PICs' health and wellbeing forum supports staff with services such as clinical psychology. It's training more Mental Health First Aiders to help employees organisation-wide, and there are plans for an Employee Assistance Programme. Staff are encouraged to take advantage of health service discount schemes and boost their health through the Cycle to Work scheme.
New starters get a corporate induction on their first day supported by a comprehensive handbook with information on structure, training, IT systems and what to expect during their probationary period. The HR team checks in with recruits at two and six weeks to ensure they're settling in and to address any concerns early.
Small changes are helping reduce PICS' carbon footprint. Everything from writing to toilet paper is now recycled, plumbed-in water coolers have replaced bottle systems, a Net Zero lead has been appointed, and it's working with Sherwood Forest Trust to plant hundreds of trees – committing to doing it every year on the organisation's birthday.
Medicheck's VIBE team is tasked with arranging social events, from those celebrating Pride Month to exercise challenges and fundraising events. There are also the staple Summer BBQs and Christmas parties. And staff are encouraged into the office on wellbeing day for activities like wellness walks or a massage.
All lower-paid employees got a winter cost-of-living salary increase, with all employees getting a higher-than-usual rise in the spring. Performance-related bonus awards are on offer, and staff get £500 once a candidate they've successfully recommended for a role passes their three-month probation.
A new performance management platform supports staff with their development goals. It includes a feedback function allowing employees to give or request feedback from each other, with ‘Feedback Fridays’ encouraging staff to participate. Colleagues can also nominate each other for monthly awards, using the system to select which value they demonstrated.
Managers can give a gift voucher to any employee they feel has gone above and beyond. Employees are recognised and rewarded for their long service with the company from 5years+. The employee is allowed to choose a gift or voucher of their choice for the value of £150-£900 depending on their long service milestone.
As well as feedback to line managers directly and an employee survey, the organisation has two dedicated email accounts for employees to make suggestions and express concerns anonymously. All questions are read out and answered by the MDs every two weeks to maintain transparency and openly share concerns that other employees may also have.
HSO has an internal Learning Management System in place for all employees to access training courses. It uses the LMS to stay abreast of new enhancements to technologies, soft skills and industry updates. The LMS gives employees the flexibility to be able to learn on the go by accessing it on their desktops or mobiles.
Everyone gets two volunteering days a year, working together as a team or individually, for a local cause close to their hearts. And there's always something to do socially, whether its staff netball sessions to build social connections or lunchtime celebrations for sporting events or festivals such as Eid.
Regular learning sessions and opportunities to share successes, including a post-probation period celebration event, connect new recruits with their fellow new starters. There's also a new employee onboarding hub and a checklist managers can customise to ensure they have the right information and can meet the right people to set them up for success.
Mentoring schemes are big at England Netball. Employees can develop their leadership skills as mentors or mentees for underrepresented groups across the sporting sector. And a second scheme pairs mentors with mentees to support specific development goals to help them take the next step in their careers.
The founders and leadership team have been communicating the 'North Star Ambitions' focused on people, culture, growth, clients and impact, ensuring everyone knows how to contribute. Each ambition has an owner who supports goal-setting across the business. Employees get twice-yearly updates on progress.
Referrals are Daemon's most effective way of bringing in culture-fitting new talent, with one in five new hires via the scheme. An employee who successfully recommends a person for a permanent position gets £2,500 within 12 months. And there's even £200 for a team member who refers somebody on a contract basis.
Daemon's corporate charities are Breadline Africa, which provides educational infrastructure, and Staffordshire Women's Aid. Its staff raise money through activities like runs and step challenges. They also do free-of-charge technical work to help the charities increase web traffic and online donations. Contributions to Breadline Africa have helped build a school facility using a shipping container.
In addition to pay rewards, Christies Care has a quarterly, "extra mile" award for which staff nominate colleagues who they think have gone over and above in their roles. It also has annual awards that are linked to the organisation's values, when staff achievements are celebrated.
Managers are supported by senior managers through monthly one-to-one sessions, yearly appraisals and personal-development plans. Training and upskilling is tailored to the individual, and takes the form of in-house teaching and the use of external coaches.
Braving the Shave, a danceathon and the Mighty Hike for Macmillan Cancer Support are among the fundraising activities staff have taken part in to raise money for charity, as well as shoebox filling for a homeless shelter. During mental health awareness week cash was raised for The Befriending Scheme, which supports vulnerable young people.
CFC is a 34% employee-owned company which means it benefits from having employee ownership alongside an incredibly engaged senior management and leadership team who act as role models for their teams. The core values are demonstrated through its belief in market-leading insurance products and customer service and a constant drive for innovation.
By attracting high-calibre talent, and retaining, motivating, and engaging employees through fair, competitive, and responsible remuneration structures it continuously builds on not only CFC principles but puts a spotlight on each and every individual in the organisation, these are the key components to its success.
CFC recently opened an Innovation Hub that provides a modern and tech-friendly office space for the tech team to collaborate in. Additionally, it has launched a careers platform to attract candidates to CFC. This platform is much more visually appealing and candidate-engaging, with video job overviews, manager profiles, and transparent recruitment steps and processes.
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