Wellbeing - How employees feel about stress, pressure at work and life balance
The Wellbeing factor is closely linked with Fair Deal. If the scores for Fair Deal are low, the first place we’d recommend you look is Wellbeing.
If Wellbeing is also low, it may be that employees are being worked too hard and feel they are not being fairly remunerated for it.
Undergoing an office refit to help improve its environmental footprint, tmgroup’s bases will include recycled furniture, solar panels, and electric car ports and car sharing initiatives. The group monitors its carbon footprint, regularly holding meetings to discuss how further reductions can be achieved. It also champions paperless working and helps its clients make the transition to digital.
Managers have had increased support during the pandemic and the business has invested heavily in their personal development. This includes training on mental health and the benefits of being a mental health first aider, as well as guidance from HR around handling the changes around remote working and remote management.
Initiatives such as a Teams-based channel called tm:talk provide a social space for staff to share experiences, thoughts, and celebrate success to ensure collaboration and community whilst not working in the office. HR also set up a campaign called ‘You Matter’, where staff are invited to chat for 30 minutes on all aspects of wellbeing.
A dedicated Health and Wellbeing Manager ensures people are kept up to date with the latest resources in MSC’s employee portal, with information on health and wellbeing to keep individuals and their families well, along with access to private medical healthcare and personal counselling support.
All managers at MSC have the option to receive executive leadership coaching from an external development partner. There’s also a partnership with a Diversity and Inclusion organisation which sees all managers undergo an extensive training programme in this area. An internal intranet site houses extensive developmental reading material and tools to support managers.
MSC’s approach is about recognising team collaborative in an inclusive way. This means success is celebrated as a whole, with everyone’s contributions acknowledged. It regularly holds celebrations for a diverse range of events, including National Employee Appreciation Day, where all employees received a personalised chocolate gift to their home, thanking them for their contribution.
Initiatives such as the Cycle to Work scheme and a city-centre based office to support commuting by public transport are just two of the initiatives Simitive has in place to lessen its environmental impact. Combined with this, it runs a paperless office and employs fully cloud-based IT systems.
After becoming increasingly concerned about the health and wellbeing of its staff during periods of lockdown, the company launched an employee wellbeing programme including 24/7 access to helplines, free counselling sessions, ensuring holidays and breaks were taken, as well as access to confidential conversations with Heads of Department, HR, and Directors.
In order to keep a culture of collaboration and interest during the pandemic, the company held regular meetings on a company and team level, as well as coffee mornings and fun events such as Taskmaster. These were all held in addition to weekly 1-2-1s for all staff members, as well as six monthly development reviews.
A weekly newsletter update was established and circulated to all employees that were either furloughed or remained active in their roles to ensure key messages and information was delivered. The company encouraged open communication in line with company values, particularly in support of any mental health or wellbeing issues.
The company’s Employee Assistance Programme (EAP) was extended to support not only to staff members, but also their families. Personal, empathetic support was offered on a one-to-one basis with their line manager for any employees who were struggling, ill, or otherwise impacted by the pandemic.
The Senior Leadership Team (SLT) show a commitment to the company’s values by challenging when behaviours are not demonstrated, and by holding each other – and members of the workforce – to account. The SLT also ensures values are integrated into recruitment and development programmes, as well as performance reviews.
With an established Climate Strategy Group, Ecclesiastical is recognising and responding to the climate emergency. Employees are very much part of the movement, by not only being represented in the Group but by being asked to participate in surveys to understand sustainable habits and invited to initiatives to reduce food waste.
A ‘Shout-Out’ scheme to encourage words of thanks and kindness has been established in addition to more classic recognition such as performance-related pay. Alongside an email or handwritten card, managers can also expense a small gift for the most deserving employees. Special recognition is also given where there is particularly good demonstration of values and behaviours.
The company’s ‘4 Ways to Wellbeing’ communications are focussed on improving on existing mental health support. Alongside this, access to professional support has been enhanced, thanks to the design and implementation of a mental health pathway, which joins up Ecclesiastical’s employee assistance and private medical provision with a specialist third party to provide single-source support.
Recognising the challenges facing the fundraising initiatives of charities during the pandemic, the organisation gave each of its sites a budget of £10,000 and invited staff to recommend local charities to benefit from a proportion of the funds. In total £50,000 was donated to charities across the South West of England.
An internal Future Leaders Programme has seen the organisation create its own bespoke management training programme, designed to identify, and develop, future managers. Offering a unique training package tailored to the individual, the programme teaches the essential skills required to be a successful manager and includes project work across the business.
Throughout the pandemic the organisation provided helpful tools on mental and physical wellbeing, managing mental health during coronavirus, adjusting to working from home, and maintaining a good work/life balance. It also ran a photo competition to encourage employees to get outside to take daily exercise and share pictures of their local area.
Leaders used variety of methods, including Zoom calls, Q&A sessions and regular email circulars were used during the pandemic to keep employees informed on everything from sales and finance to wellness and more. Directors personally used these channels to connect with employees with daily music or comedy suggestions to boost morale.
A monthly profit-related bonus scheme sees employees rewarded for good company performance. Based on a simple scheme relating to a published scale of profitability, employees can receive a pre-determined bonus from 10% to 40% of their monthly salary. Every employee receives the same percentage bonus, making for a rewarding and motivational initiative.
To allow staff to look after their wellbeing, Cosatto encourages going for walks, taking breaks from the screen and regular 1-2-1 sessions. A free, independent counsellor for employees and their families is available, and a 2-hours-a-day ‘no meeting zone’ has been established where no Zoom calls or face-to-face interactions can be arranged.
The Senior Management Team have weekly meetings where leaders discuss, strategise, and plan ideas for implementation. This was especially useful during the pandemic, where leaders took account of staff feedback to ensure the organisation stayed connected and communicated key messages, objectives, and priorities to each team/department.Monthly company update meetings have also been implemented.
Managers attended the Association for Coaching’s ‘RecognisedLeader as Coach Course’ in May 2021, a three-day course as part of a people development project to further enhance coaching and feedback skills, to have a group experience, and to look at ways of working of the Professional CoachingBodies. Managers are also undergoing mental health awareness training.
To encourage staff to talk and support each other, the organisation’s ‘We Care’ channel was used to facilitate discussions to help those struggling or feeling alone. Email check-ins and advice on looking after wellbeing were sent out to employees, encouraging them to look after themselves with regular nudges and reminders.
To ensure that colleagues are respected and appreciated in all that they do, GA Pet Food Partners’ managers demonstrate their commitment to the company’s core values by acknowledging each and every role as vital in the organisation and ensuring colleagues feel valued for their work and contributions.
Despite a number of training sessions having to be cancelled due to the pandemic, many internal training sessions were moved online, so that managers and leaders could receive the vital skills and training to allow them to effectively manage and support their teams through difficult and challenging times.
Employees have access to a full-time Occupational HealthSpecialist, as well as a counsellor to support colleagues with their mental health.To reward hard work, as well as fulfil its commitment to enriching colleagues’ lives, GA organises team bonding events, such as an annual family fun day, sports teams, and days out.
Instarmac’s leadership team were key in providing reassurance and support whilst boosting productivity during Covid-19. This was done through clear communications channels, addressing concerns quickly and holding regular one-to-one meetings with employees. Leaders regularly provided business performance and pandemic-related updates and facilitated access to well being and on-line support workshops.
To look after the wellbeing of its designated key workers, Instarmac rotated multi-skilled workers from higher-stress to lower-stress activities and implemented flexible schedules for workers who were directly impacted by the pandemic. Regular management check-ins with staff were encouraged, and fun team activities were organised for all staff.
When restrictions allowed, Instarmac allocated the free use of its holiday homes to local families who were bereaved or struggling with illness. In addition to a stay in either its Padstow, St Ives or Tenerife accommodation, the organisation gave a surprise cash donation (from £200 to£500) in order for the chosen families to create new memories.
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