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.
Its holistic therapy service offers colleagues an opportunity for physical and mental wellbeing. All staff are supported and enabled to take time out within the week to access time for a range of therapies, which promote both physical and mental health agendas. Staff feedback from a short course of massages has been universally positive.
The organisation has introduced 'team in the spotlight' at its membership meetings. Open to all staff and community members, it encourages a deep-dive into a department and service to greater showcase and understand the work of the team along with challenges and good practice they have faced and developed.
As the company supports placements for healthcare professionals, an education and learning environment is evident across its services. Individual development requests are also encouraged. These are peer reviewed by managers, over 90% of personal study leave requests are supported immediately. In the last year, it has appointed two new roles of 'Professional Development' leads.
A dedicated health and wellbeing programme includes webinars, promotes awareness days, and shares healthy living tips on topics from finances to menopause and prostate cancer. Staff and their families also have private health care provision, including a 24/7 support line.
All employees can access a wide range of courses through the online learning management system, allowing them to learn at their own pace and at a time that suits them. There's a Future Leader Programme for managers, and each department has a training budget supporting staff to take courses aligned with their specific job roles.
All employees are given reusable coffee cups to help reduce the number of cups ending up in the ground. And the company has a dedicated 'ReUse shop' with items saved from landfill. It also uses the many donations of cutlery, cups and glasses in its own departments to keep them from buying new ones.
Fever-Tree is passionate about physical and mental health. Through its benefits package, it provides mental health resources and physical health initiatives. These include sports tennis, running, and football clubs. It also hosts hobby clubs such as baking, books, and singing. Additionally, it encourages its people to speak up if they are struggling mentally.
‘Do unto others as you would have them do unto you’ is a golden rule. As an organisation, it is very focused on 'citizenship' and ways of being. Citizenship refers to proactivity and ideation within everyday work. Its leaders encourage people to be ‘radiators’ and solutions hunters and to be involved in community initiatives.
Fever-Tree cares about rewarding its employees. It ensures this for its people through everyone receiving a bonus potential of no less than 10%, through spot bonuses and recognition awards, share options, SAYE share schemes, and its competitive remuneration offers.
Staff can share how they’re feeling with monthly wellbeing workshops covering topics like mental health and menopause. They also have access to counselling services, massages, yoga sessions and a dedicated wellbeing app. And everyone gets private healthcare after two years. There’s also a ‘helping hand fund’ offering interest-free loans to anyone struggling to fund necessities.
Based on their feedback, staff now benefit from a revised bonus structure, with the personal performance element, which everyone got, now part of their basic salary. This has allowed for a boost in pension contributions and helps employees with mortgage applications. The bonus is now 100% based on company profit.
The company has reinvigorated its Diploma Academy to tackle a shortage of candidates – particularly paraplanners. The two-year course with a qualification at the end is open to school leavers, graduates and those who want to retrain. All exams and study materials are paid for, and they also get paid time off to study.
With medical and dental insurance, a healthcare cash plan, 24/7 access to a GP, sports clubs and fitness classes, staff are supported to stay well. They can also access a digital health support app to track their health, get personalised insights and recommendations and engage with others facing challenges like menopause, cancer or fertility issues.
Employees are recognised for the unique skills they bring. The firm focuses on helping them develop in areas they're good at and offering roles that play to their strengths and unlock their potential. Cooper Parry's L&D offer isn't just about sending people on courses but broader personal development, such as through board breaking and firewalking.
Being B Corp Certified cements the firm's commitment to the environment and society. It promises to volunteer 365 days a year, including a 'Community Day' where all offices close. Staff can help wherever they like or through the 'On Hand' partnership supporting local schools, hospices, homeless shelters, food banks, and the elderly.
ClearScore recognises that sometimes people need support. Leave after pregnancy loss is a policy it has recently provided. The organisation understands the impact pregnancy loss can have on both parents, so should an employee experience this, if directly, with their partner, or through surrogacy, ClearScore gives them the time they need.
Its leaders articulate eight behavioural principles, which are described as the 'rules of the game'. They ensure that all employees are judged and measured against these. ClearScore's principles are communicated to new starters as part of an intensive two-day onboarding process and employees who demonstrate these principles are celebrated at the 'end-of-race' awards every quarter.
It encourages employees to create a Personal Development Plan to structure and commit to their learning and growth. Employees are given a learning budget of £500 to support their individual personal development. This is housed on a platform called Learnerbly, where employees can access a wide range of development content.
Quiet rooms as a safe space for prayer, meditation and reflection are a feature of many Burns & MacDonnell offices – part of creating a diverse and inclusive environment where “people feel comfortable speaking up and living authentically as themselves.” Monthly wellbeing sessions include breakfasts, toolkit talks, and experience sharing.
Through the MacCulture Recognition programme, employees who demonstrate the company’s values accumulate points to exchange for prizes. There are also one and five-year service awards where employees can choose from exclusive brand merchandise. And staff get a special award package for milestone anniversaries, starting from 10 years.
The manager mentor programme matches those new to management with seasoned managers with similar interests or work-life situations. It provides advice and guidance and gives new managers somebody to bounce ideas off and learn from. It also supports relationship-building with other managers throughout the company.
The organisation has 17 trained Mental Health First Aiders across the business and its Employee Assistance Programme gives staff multiple avenues to discuss their mental health in an open and confidential manner. The HR Team also run Mental Health in the Workplace sessions for Managers, which are compulsory for them to attend.
AJ Bell publish a regular series of interviews with its CEO and other members of the Executive Committee to its staff intranet. The videos cover business and performance updates, as well as personal reflections, and support the organisation’s work on an open and accountable culture. They also ensure staff receive a consistent message from leaders.
In February, the organisation launched its new charitable initiative – the AJ Bell Futures Foundation – initially committing to contribute 0.5% of its profits before tax to the Foundation each year – to establish deep-rooted, long-term partnerships whilst building futures in its communities. To date, it has donated £100,000 to each of its charity partners.
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