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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.
A key goal for 2016 was to make the learning and development within The Perfume Shop accessible to everyone. By creating the Learning Ladder for stores the company have been able to map out a very clear four step development plan. The Ladder looks at store based employees, Sales Assistants, Supervisors, Deputy Managers and Store Managers. It identifies both required training and external qualifications. There are also programmes that promote talent within each role, such as The Perfume Masters and TMA. The company have also provided every Head Office and Operations team member a £200 GROW account. This is to spend on their own development and encourages the individual to take ownership of learning. Every store employee who joins the business receives a Perfume School box. The box contains ‘Foundation,' the first of their modular learning. Once completed the business provide a chance for the individual to increase their knowledge with the Diploma Level. For those who have demonstrated a real passion for product and expertise The Perfume Shop will then provide sponsorship to an external qualification, The Fragrance Foundation.
A key goal for 2016 was to make the learning and development within The Perfume Shop accessible to everyone. By creating the Learning Ladder for stores the company have been able to map out a very clear four step development plan. The Ladder looks at store based employees, Sales Assistants, Supervisors, Deputy Managers and Store Managers. It identifies both required training and external qualifications. There are also programmes that promote talent within each role, such as The Perfume Masters and TMA. The company have also provided every Head Office and Operations team member a £200 GROW account. This is to spend on their own development and encourages the individual to take ownership of learning. Every store employee who joins the business receives a Perfume School box. The box contains ‘Foundation,' the first of their modular learning. Once completed the business provide a chance for the individual to increase their knowledge with the Diploma Level. For those who have demonstrated a real passion for product and expertise The Perfume Shop will then provide sponsorship to an external qualification, The Fragrance Foundation.
In order to effectively develop both newly recruited and internally promoted Managers, The Perfume Shop offer a programme called The Management Academy. It starts with a period of job shadowing in an established store, followed by a week long face to face training session. The face to face session is a blended experience and includes assessments, presentations, interactive quizzes and a practical experience in the ‘Mock Shop'. Store Managers are measured on business KPIs, including but not limited to sales, average selling price and compliance. These are weekly measures. The Perfume Shop also measures development needs by "Me Plans" and plot results onto a skills wheel. This score is then averaged to provide a talent score and is used as part of talent development. The FISH philosophy is always used at daily team huddles to set standards for performance. Head Office Managers' performance is also measured twice a year through formal reviews and objectives, which are then captured on a system. All Managers are expected to have formal performance conversations with members of their team at least twice per year, as well as regular one to one's.
At the Girls' Day School Trust, the Senior Management Team refer to their values when presenting or participating in workshops. They are also used as a framework when difficult decisions need to be taken. They have appointed subject champions to promote collaboration between their staff and have also increased the range of events for students to allow them more opportunities to collaborate and compete. The CEO's stated aim is that 10% of staff in every school will spend one day a year in one of their other schools or academies. Putting girls first guides their approach to key investments in their estate, as they want the teaching and learning environment to be first-rate for all the pupils in their care. The Girls' Day School Trust's Leader engages with employees on a day to day basis through regular email updates, vlogs, regular school visits, annual school reviews with Heads and their Senior Leadership Team. She will always attend results day and prize giving in the schools and regularly speaks at school events.
At the Girls' Day School Trust, the Senior Management Team refer to their values when presenting or participating in workshops. They are also used as a framework when difficult decisions need to be taken. They have appointed subject champions to promote collaboration between their staff and have also increased the range of events for students to allow them more opportunities to collaborate and compete. The CEO's stated aim is that 10% of staff in every school will spend one day a year in one of their other schools or academies. Putting girls first guides their approach to key investments in their estate, as they want the teaching and learning environment to be first-rate for all the pupils in their care. The Girls' Day School Trust's Leader engages with employees on a day to day basis through regular email updates, vlogs, regular school visits, annual school reviews with Heads and their Senior Leadership Team. She will always attend results day and prize giving in the schools and regularly speaks at school events.
At the Girls' Day School Trust, the Senior Management Team refer to their values when presenting or participating in workshops. They are also used as a framework when difficult decisions need to be taken. They have appointed subject champions to promote collaboration between their staff and have also increased the range of events for students to allow them more opportunities to collaborate and compete. The CEO's stated aim is that 10% of staff in every school will spend one day a year in one of their other schools or academies. Putting girls first guides their approach to key investments in their estate, as they want the teaching and learning environment to be first-rate for all the pupils in their care. The Girls' Day School Trust's Leader engages with employees on a day to day basis through regular email updates, vlogs, regular school visits, annual school reviews with Heads and their Senior Leadership Team. She will always attend results day and prize giving in the schools and regularly speaks at school events.
The Consortium offers everyone a core health care provision, which includes dental and optical cover. As part of a wider group, the company also offer an employee assistance programme, a free phone advisory service offering 24 hour, 365-day support and guidance on a range of areas including bereavement, money trouble, addictions and relationship breakdown. There is an open minded approach to work flexibly, a cycle to work scheme, healthy food options in the canteen and an outdoor green space with garden furniture for colleagues to enjoy their breaks. The organisation believes that good management practices can help reduce work-related stress. Examples of practices The Consortium use include making sure employees understand what they have to do and how to do it by meeting training needs, involving employees in the way work is carried out and having clear procedures for handling misconduct and poor performance.
The Consortium recognise employees for their efforts by awarding 'a Value Champion' of the month. Each winner is then entered into a draw to win Employee of the Year. This is voted for by all staff and the winner is announced at the annual End of Year presentation. The company also offer an All Staff discretionary bonus scheme, with payment based on company performance.
The Consortium offers everyone a core health care provision, which includes dental and optical cover. As part of a wider group, the company also offer an employee assistance programme, a free phone advisory service offering 24 hour, 365-day support and guidance on a range of areas including bereavement, money trouble, addictions and relationship breakdown. There is an open minded approach to work flexibly, a cycle to work scheme, healthy food options in the canteen and an outdoor green space with garden furniture for colleagues to enjoy their breaks. The organisation believes that good management practices can help reduce work-related stress. Examples of practices The Consortium use include making sure employees understand what they have to do and how to do it by meeting training needs, involving employees in the way work is carried out and having clear procedures for handling misconduct and poor performance.
Quarterly town hall meetings are held for all Line Managers and round table meetings for all employees in order to discuss issues and recognise successes which have proven to be particularly effective given that the business is growing so quickly. The Car Finance Company have previously put on workshops where everyone participated in deciding the priorities for the following quarter, as well as one that focused on what Managers would do to make sure they had great communication across the business. In order to communicate the company mission, vision and values they are printed on posters and mugs so they are always present within the office. Performance is also reviewed against the values.
The Car Finance Company use the 70:20:10 model as the basis of their learning and development strategy in order to focus development on topics that Managers have the opportunity to put into practice immediately in order to be the most effective. Their Leadership and Development Manager has facilitated meetings being held by the Leadership Team as part of their development programme. A group of Team Leaders are presenting at their departments conference for the first time, so they have been supported to develop their presentation and to deliver it building their confidence. A group of Managers took part in a workshop on performance management ahead of the company's quarterly review process. They believe this is a more practical approach and allows delegates to put changes into practice more effectively. Employees can also get involved in coaching and mentoring programmes, which the company find to be more useful as short technical training sessions. Finally performance is always measured against quarterly objectives.
The Car Finance Company use the 70:20:10 model as the basis of their learning and development strategy in order to focus development on topics that Managers have the opportunity to put into practice immediately in order to be the most effective. Their Leadership and Development Manager has facilitated meetings being held by the Leadership Team as part of their development programme. A group of Team Leaders are presenting at their departments conference for the first time, so they have been supported to develop their presentation and to deliver it building their confidence. A group of Managers took part in a workshop on performance management ahead of the company's quarterly review process. They believe this is a more practical approach and allows delegates to put changes into practice more effectively. Employees can also get involved in coaching and mentoring programmes, which the company find to be more useful as short technical training sessions. Finally performance is always measured against quarterly objectives.
Every year The Access Group runs Big Break, where all staff are given the choice of two days extra holiday or a long weekend in Spain with their colleagues as a reward for their efforts. The Spain trip is more popular than ever and this year over 200 staff members went on the company holiday, which offered an all-inclusive hotel and a range of activities and nights out. If you were to ask anyone in the company what is unique about this company their first answer would definitely be Spain.
Every year The Access Group runs Big Break, where all staff are given the choice of two days extra holiday or a long weekend in Spain with their colleagues as a reward for their efforts. The Spain trip is more popular than ever and this year over 200 staff members went on the company holiday, which offered an all-inclusive hotel and a range of activities and nights out. If you were to ask anyone in the company what is unique about this company their first answer would definitely be Spain.
Every year The Access Group runs Big Break, where all staff are given the choice of two days extra holiday or a long weekend in Spain with their colleagues as a reward for their efforts. The Spain trip is more popular than ever and this year over 200 staff members went on the company holiday, which offered an all-inclusive hotel and a range of activities and nights out. If you were to ask anyone in the company what is unique about this company their first answer would definitely be Spain.
At Test Direct all new starters undergo a one-week induction course outlining all of the company's tools and processes, as well as an overview of how Test Direct work as consultants. This is followed up with regular four week reviews during Probation. Following probation quarterly performance reviews then take place. Everyone has an Individual Development plan that is reviewed regularly by their Manager and the People and Talent Director. In addition to external certification courses, Test Direct have their own Training Database where there are 100s of documents, courses and templates for employees to read when they need them. Test Direct have an annual Company Training Plan focusing on the needs of their consultants, remaining at the forefront of technology and tools. Courses are arranged to meet the needs and skills required by both individuals and the business and the company offer external and online courses that lead to certifications and accreditations.
At Test Direct all new starters undergo a one-week induction course outlining all of the company's tools and processes, as well as an overview of how Test Direct work as consultants. This is followed up with regular four week reviews during Probation. Following probation quarterly performance reviews then take place. Everyone has an Individual Development plan that is reviewed regularly by their Manager and the People and Talent Director. In addition to external certification courses, Test Direct have their own Training Database where there are 100s of documents, courses and templates for employees to read when they need them. Test Direct have an annual Company Training Plan focusing on the needs of their consultants, remaining at the forefront of technology and tools. Courses are arranged to meet the needs and skills required by both individuals and the business and the company offer external and online courses that lead to certifications and accreditations.
In addition to providing training for technical skills, all Test Direct Managers will attend Management and Consultancy in-house training and external courses, such as ISTQB Advanced Test Manager. The company also provide in-house training to all Managers on how to manage and conduct Performance Reviews, complete IDP's, Conflict Management and Delivering Effective Feedback. Test Direct have also just changed their Performance Reviews process so instead of every six months it is now quarterly. The company have done this to make it a simpler, quicker and more meaningful process. There are three quarterly reviews: self-assessment, client feedback and manager feedback, followed by a full detailed annual review. This covers managerial aspects of their roles such as project deliverables, client interfaces etc. Managers are assessed against specific objectives, dependent upon their roles and also based around a set of expected behaviours. Reviews are then countersigned to ensure consistency across the company and also look at utilisation of consultants as a metric of performance.
Senior Managers demonstrate commitment to a professional and open environment though their day to day actions. They have a constant presence in the office, are approachable and actively engage with staff at all levels. In addition to leadership responsibilities, they are involved directly with technical delivery of project work and also have direct contact with junior staff frequently. They attend staff socials and take part in fund raising activities. They'll always help out with mundane tasks if there is a need for more resources, for example you will often find the MD making tea for junior colleagues. They also participate in a variety of other meetings, some of which are led by more junior team members. They invite staff at all levels to participate, both formally and informally, in staff briefings. The Managing Director Chris Fry regularly joins the staff on social events and is known to wear red socks for Red Nose day and silly jumpers for the Christmas Jumper competition.
Knowledge Hubs allow employees who have an interest in a particular area of the company. They are encouraged to get involved with specialist knowledge hubs and also draw upon information shared through Temple's document management system. Work shadowing is also used throughout the company to assist other colleagues with their work and to help them gain further knowledge of different areas. There are regular secondments to other positions, both internally and externally, in order to gain additional skills and experience. For example, Temple have recently opened two secondment positions in their business development team to give consultants experience in this aspect of consultancy. The company also pay for training costs and provide paid study leave for employees seeking to up skill or obtain additional qualification like a Master's Degree or Diploma. Junior employees are given the opportunity to line manage work experience students and interns as a means of giving them the experience in people management. On top of all this a structured 12-month programme of educational sessions on business and core technical services is provided by Temple, as well as Leadership masterclasses where Senior managers run a course of 1 to 2 hour discussion groups that focus on aspects of business leadership and behaviours, for example collaborative behaviours, risk and opportunity analysis. This is open to managers and other staff in management positions across the organisation.
Senior Managers demonstrate commitment to a professional and open environment though their day to day actions. They have a constant presence in the office, are approachable and actively engage with staff at all levels. In addition to leadership responsibilities, they are involved directly with technical delivery of project work and also have direct contact with junior staff frequently. They attend staff socials and take part in fund raising activities. They'll always help out with mundane tasks if there is a need for more resources, for example you will often find the MD making tea for junior colleagues. They also participate in a variety of other meetings, some of which are led by more junior team members. They invite staff at all levels to participate, both formally and informally, in staff briefings. The Managing Director Chris Fry regularly joins the staff on social events and is known to wear red socks for Red Nose day and silly jumpers for the Christmas Jumper competition.
Telstra have a Social Committee formed of a good cross-representation of people from around the business. This year the Social Committee have introduced a team-based points scoring system, which really gets different people together who would not usually work with one another. Every member of staff is allocated to one of the teams. At the end of the financial year, the team with the most accrued points win a team event of their choice, which will be funded by Telstra and will be in work-time, for example a meal out, drinks or an activity of their choice. Over the course of the year there are many different and varied activities where people can score points for their team. Activities include a Rugby World Cup challenge, a Step Challenge, a Bake-Off Competition and a Pub Quiz. In addition, the competition between teams has increased banter and helped foster a more competitive, collaborative but fun approach to socialising. Telstra also have a newly formed Brilliantly Connected Women's group for their ladies, including guest speakers, social events and walking groups.
At Telstra, all of those new to management attend an external training course. This year the company have a new internally run leadership programme, which is run for all Telstra's leaders around the world. All Senior Executives attend a three day residential “Connected Leadership” course in Australia. All leaders then attend a three day “Business Leader Programme” and all aspiring leaders attend a two day “Emerging Leaders Programme”. Leaders are encouraged to have a Mentor somewhere around the Telstra globe. At least once a year every employee sits down with their Manager to talk about what development they need and would like in order to do their job well. Conversations are recorded onto individual success plans and any requirements for external development are therefore captured. Telstra also have People Leader forums, where leaders are invited to discuss issues and share opinions and advice. The company also encourage their leaders to go through a 360° feedback exercise, as the feedback can raise issues which may or may not need formal development or coaching.
Telstra have a Social Committee formed of a good cross-representation of people from around the business. This year the Social Committee have introduced a team-based points scoring system, which really gets different people together who would not usually work with one another. Every member of staff is allocated to one of the teams. At the end of the financial year, the team with the most accrued points win a team event of their choice, which will be funded by Telstra and will be in work-time, for example a meal out, drinks or an activity of their choice. Over the course of the year there are many different and varied activities where people can score points for their team. Activities include a Rugby World Cup challenge, a Step Challenge, a Bake-Off Competition and a Pub Quiz. In addition, the competition between teams has increased banter and helped foster a more competitive, collaborative but fun approach to socialising. Telstra also have a newly formed Brilliantly Connected Women's group for their ladies, including guest speakers, social events and walking groups.
As a company tech21 invest heavily in providing an amazing work environment for their colleagues to work in, so as a company they encourage employees to give something back to the community. In the last three months they have introduced a policy to allow employees to volunteer and in return they offer paid time off for up to three days per year. tech21's company philosophy is to “pass it on”. This essentially means pass on the benefits that they provide to support local communities who are in need. Last year they managed to raise a total of just over £9,000 through activities that their employees had participated in. Through the local dragon boat race employees raised money for the NSPCC. This is just the start, their focus next year is to partner with a local charity and run different fundraising activities that employees can be involved with to help raise money and give back to the local community.
As a company tech21 invest heavily in providing an amazing work environment for their colleagues to work in, so as a company they encourage employees to give something back to the community. In the last three months they have introduced a policy to allow employees to volunteer and in return they offer paid time off for up to three days per year. tech21's company philosophy is to “pass it on”. This essentially means pass on the benefits that they provide to support local communities who are in need. Last year they managed to raise a total of just over £9,000 through activities that their employees had participated in. Through the local dragon boat race employees raised money for the NSPCC. This is just the start, their focus next year is to partner with a local charity and run different fundraising activities that employees can be involved with to help raise money and give back to the local community.
tech21 have a learning and development policy to ensure that they are enabled to support professional growth in the business where the company can fund training at all levels – so far with 100% approval as they are keen to develop teams and watch them grown and move up in the business. They also have mentors in the business aligned to colleagues identified as potential for the future through performance reviews, this allows them to provide more insight into the business and they have been purposely paired with someone outside their function and specializing in an area that the company are keen to develop. One thing that tech21 have been excited to introduce is their pass it on policy, allowing colleagues to look into volunteer work or other things that will give back to the community or wider and develop them on a personal level. They hold lunch and learn sessions and they have colleagues for example who train colleagues in house from their own skills – excel for example.
Open communication and accessibility to the senior team are key within Tate. Through spending time in the branch network and asking for feedback in terms of what's working and what should change there is an environment of continuous improvement. Everyone has a voice and opinions and ideas are valued. The Regional Directors hold a weekly conference call to share news and updates and send out a weekly update highlighting achievements and performance. The values at Tate are not just something written on a piece of paper, or in the Boardroom, they are actively practised in the business, and there is an expectation within Tate that all employees, including Senior Management, demonstrates them at all times. They ran a survey earlier this year about values and engagement in the business to identify people's concerns and issues. The results of this survey were shared from the senior management team addressing all of the questions and providing solutions and answers to ensure everyone feels their opinion is valuable to the business. The CEO lives the brand and the culture with a capability of making the vision a reality and he is always very visible and accessible within the business, working from each branch and constantly asking for feedback. His style is very inclusive and he build strong relationships with all employees. He has a sense of humour and appreciates that hard work and gaining results don't have to be to the detriment of fun along the way. David is very highly regarded and respected in the business, very approachable, open and interested in everyone. He is results oriented, but ensures great customer satisfaction is at the forefront of everything Tate do.
Open communication and accessibility to the senior team are key within Tate. Through spending time in the branch network and asking for feedback in terms of what's working and what should change there is an environment of continuous improvement. Everyone has a voice and opinions and ideas are valued. The Regional Directors hold a weekly conference call to share news and updates and send out a weekly update highlighting achievements and performance. The values at Tate are not just something written on a piece of paper, or in the Boardroom, they are actively practised in the business, and there is an expectation within Tate that all employees, including Senior Management, demonstrates them at all times. They ran a survey earlier this year about values and engagement in the business to identify people's concerns and issues. The results of this survey were shared from the senior management team addressing all of the questions and providing solutions and answers to ensure everyone feels their opinion is valuable to the business. The CEO lives the brand and the culture with a capability of making the vision a reality and he is always very visible and accessible within the business, working from each branch and constantly asking for feedback. His style is very inclusive and he build strong relationships with all employees. He has a sense of humour and appreciates that hard work and gaining results don't have to be to the detriment of fun along the way. David is very highly regarded and respected in the business, very approachable, open and interested in everyone. He is results oriented, but ensures great customer satisfaction is at the forefront of everything Tate do.
Open communication and accessibility to the senior team are key within Tate. Through spending time in the branch network and asking for feedback in terms of what's working and what should change there is an environment of continuous improvement. Everyone has a voice and opinions and ideas are valued. The Regional Directors hold a weekly conference call to share news and updates and send out a weekly update highlighting achievements and performance. The values at Tate are not just something written on a piece of paper, or in the Boardroom, they are actively practised in the business, and there is an expectation within Tate that all employees, including Senior Management, demonstrates them at all times. They ran a survey earlier this year about values and engagement in the business to identify people's concerns and issues. The results of this survey were shared from the senior management team addressing all of the questions and providing solutions and answers to ensure everyone feels their opinion is valuable to the business. The CEO lives the brand and the culture with a capability of making the vision a reality and he is always very visible and accessible within the business, working from each branch and constantly asking for feedback. His style is very inclusive and he build strong relationships with all employees. He has a sense of humour and appreciates that hard work and gaining results don't have to be to the detriment of fun along the way. David is very highly regarded and respected in the business, very approachable, open and interested in everyone. He is results oriented, but ensures great customer satisfaction is at the forefront of everything Tate do.
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