BCL Solicitors has amended its family support policies, including Maternity, Adoption, Shared Parental Leave, and Paternity policies. These updates reflect a commitment to supporting diverse family structures and fostering an inclusive work environment for all employees.
At WFD, wellbeing is not extra. All staff are committed to their work because the company wants to make a positive difference. Its flexible working policies are a key initiative to support the positive wellbeing of its staff. These policies aim to improve work-life balance, reduce commuting costs, and relieve staff of some workplace pressures.
The company organises an annual “Reading Week” in which it pauses its usual work to discuss what's working well in the business and where change is needed. For 2023, the theme was ‘innovation’, gathering colleagues from across the business for over four days to hear about the application and challenges of delivering results and impact.
All of WFD’s line managers are dedicated to their managerial development through an externally sourced programme. The four-module programme covers 1 - Goal Setting and Engagement, 2 - Workload Management, Prioritisation, and Delegation, 3 - Managing for Performance, including Effective Feedback, and 4 - Coaching and Development Conversations.
Thakeham funds and encourages all employees to attend a regular health screening through Nuffield health. The organisation has trained Mental Health First Aiders and champions and also provides access to an in house counsellor at no cost for employees. They can see the counsellor in the office, via teams/zoom or at her practice off site.
The leadership team uses a range of channels and digital to share information and encourage feedback from employees. The CEO and CSO shares regular video messages. The videos are unscripted to maintain authenticity. The videos are easily accessible on smart devices and all comms activity then comes together in its weekly newsletter to all staff.
The organisation has implemented technology so that people can join team and board meetings remotely and in person at the same time. Thakeham also has a working group covering all departments who meet every 2-3 months to discuss ideas, thoughts and suggestions that are fed back to senior leadership so that actions can be implemented.
As part of Stress Awareness Month, it encouraged all colleagues to take part in an event in partnership with the Lighthouse charity. Believe housing is committed to continuing to work with the charity to provide access and support for all employees across emotional, physical, and financial wellbeing.
Since the pandemic, the organisation has not stood still in its ambitions to deliver great things. It encourages its leaders to be accessible and visible, some examples include attendance at welcome events for new starters, leadership huddles, and time spent in front-line parts of the business.
The growth and development of its people are really important and it strives to make this a big part of its culture. It works on building a new culture and people strategy which includes how to attract the best people and how it builds skills and exciting careers for now and the future.
Staff received a special cost-of-living bonus, with those on the smallest salaries getting the most. Employees have also been given early access to a proportion of their performance-related bonus and can now get an advance of up to 50% of their accrued salary every month, interest-free. This access comes with financial coaching and tools.
Senior managers are encouraged to use twenty7tec's internal comms platform to publicly 'shout out' employees who've done something outstanding – linking the 'thank you' to one of the company's values. Staff can also highlight their colleagues' good work, and everyone can 'like' or interact with the feedback.
Everyone has a personal development plan that's reviewed each quarter with their line manager and supported by the Head of People. Growth opportunities include internal and external mentoring, 15 hours of paid personal development or study time, paid-for memberships and subscriptions, and access to an 'anytime, anywhere' online training platform.
Oakland has a dedicated menopause support policy available. For managers, recognising the symptoms of the menopause is vital to treating an affected employee fairly. This policy includes installing a water cooler, providing desk fans, making rooms for rest available, allowing for more frequent breaks, quiet working spaces, and extended deadlines.
It has recently introduced personal learning budgets for its teams. This provides each employee with a £400 individual learning budget that they can choose to spend on the learning intervention that best meets their development plan. Additionally it offers internal workshops when there is a requirement for tailored training.
As part of its Oakland Gives Back scheme, it matches the amount raised for any employee taking part in charity fundraising. If at the end of the financial year the amount allocated to good causes has not been spent it asks employees to nominate small local charities close to their heart.
The Big Circle Move initiative was launched in support of physical health. 725 members of staff participated in a 30-day active challenge of moving for 30 minutes every day in May. A total of 40,730 miles of activity was completed and three winners received an Apple Watch in recognition of looking after their physical health.
The organisation’s values and principles are Respect, Compassion, Selflessness, Support, Agility, Bravery, Collaboration, and Commitment. The leadership team live these values and principles every day, setting an example for the staff. Every employee was invited to have candid and direct conversations with the COO about the business
The organisation has created a dedicated career development hub which enables employees to map out their professional careers within the organisation, regardless of role. Circle Health Group believes in growing and developing talent from within and there are numerous clinical and non-clinical opportunities available.
All employees can undertake mental health awareness training, and staff and their families can access help – including legal and financial – through the Employee Assistance Programme. ‘Myth Busters’ have been published on topics like domestic abuse, often linked to a colleague sharing their story. There are also wellbeing talks and monthly ‘desk yoga.'
All staff are on the digital learning portal giving them access to content, events and training and helping them create development plans. There are also open sessions throughout the year on topics including ‘unconscious bias’ and ‘building resilience’. And staff can undertake technical training or academic study and learn from internal coaches and mentors.
In the past year, employees have donated more than £200,000 to causes they care about through the Payroll Giving Scheme. And NATS also supports two corporate charities – the Jon Egging Trust (JET), by offering young people communication and leadership workshops and Aerobility, which gives disabled people the chance to fly a plane.
The CIPP has arranged for employees to have free access to Peppy Health, which is a menopause, fertility, early parenthood, and men's health related app. There is also online support by professionals to help with any questions and tips on how to manage menopausal and perimenopausal symptoms.
Once a month, managers are asked to focus on one value and nominate an employee who has shown exemplary work towards that value. A vote of the selected candidates then takes place and the winning employee is congratulated by the senior leadership team and recognised throughout the organisation.
It is a Living Wage Employer and ensures a company-wide fair pay structure relating to job title and responsibility for that role. It has an annual pay review every September to ensure all employees’ salaries are consistent across all departments, and this year has also taken the cost of living increase into account.
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