Officially a Very Good
Company to Work For
Officially a Very Good
Company to Work For
Officially an Outstanding
Company to Work For
Officially an Outstanding
Company to Work For
Officially a World Class
Company to Work For
Officially a World Class
Company to Work For
Officially a Good
Company to Work For
Officially a Good
Company to Work For
Officially a Global*
Good Company
to Work For
Officially a Good
Company to Work For
Globally*
BACON BUTTIES FOR breakfast for staff with a perfect attendance record are a sign of better times at Chorley Council. Greater employee engagement has revolutionised the Lancashire local authority and the rate of absence has almost halved. A few years ago there would not have been many butties to hand out: the council was losing almost 13 days a year per person on sick leave. Now the rate of absence is just under seven and the Audit Commission has upgraded Chorley Council's performance rating from "fair" to "excellent". Managers believe the change in performance has been achieved by regularly drawing out employees' views and rewarding achievement. Donna Hall, the chief executive for four years, holds "listening days" to invite staff feedback and suggestions. Outstanding achievement is recognised by her chief executive award ceremonies. For good teamwork, staff get an extra day's leave and meals out. Our employee survey shows Chorley Council staff are inspired by Hall with a positive score of 81%, in second place among mid-sized charities and public sector organisations. More than a quarter of the workforce of 361 people have been at the council for more than 15 years, while the average length of service is 10 years. The avowed mission of the council is to make Chorley smile. It seems to be working on its own staff, who say they feel a strong sense of family in their team (74%) and are happy with their pay and benefits (70%, the third best score). Council employees say their colleagues are fun to work with (80%) and people in their team go out of their way to help each other (82%, in second place). Thirteen voluntary and seven compulsory redundancies in the past year underline employees' concerns about the future of the council in light of the economic climate (22%, in 35th place). However, our survey shows staff do not feel under so much pressure at work they can't concentrate (74%, the fourth best score). Staff find what is expected of them at work is made completely clear (76%) and they are happy with the balance between their work and home life (73%). Both are top 10 scores. Chorley has an impressive record on the environment, recycling half of all household waste. A video promoting the council's new blue recycling bins got 7,000 hits on YouTube. A thermal imaging survey has highlighted households and businesses showing the most heat loss, so they can be targeted for better insulation. Staff believe the council provides a great service (86%, a top 10 score). chorley.gov.uk
People in my team go out of their way to help me
The council takes a proactive approach to services such as counselling and physio before staff are off sick therefore balance costs with less occupational health referrals and reducing sickness absence costs. Health and wellbeing is a permanent agenda point on Staff Matters therefore always remains a key priority to the organisation and Chief Executive who chairs the group.
I am inspired by the person leading this organisation
After a recent restructure all Heads of Service and Directors attended an away day/ team building day. The primary aims of this away day was for managers to build as a team, open up communications channels and establish a basis of trust. The event started with a team building activity that involved four seperate teams to achieve a common goal of building a physical bridge. This was followed by a presentation by the Chief Executive on Chorley's challenges and an exercise to identify expected behaviours in line with these challenges and Chorley's values of ‘Forward Thinking', ‘Respect', ‘Professional', ‘Pride' and ‘One Team, One Council'. The event finished with a 360 exercise where every manager and their service area were scored on each of the values.
I believe I can make a valuable contribution to the success of this organisation
After a recent restructure all Heads of Service and Directors attended an away day/ team building day. The primary aims of this away day was for managers to build as a team, open up communications channels and establish a basis of trust. The event started with a team building activity that involved four seperate teams to achieve a common goal of building a physical bridge. This was followed by a presentation by the Chief Executive on Chorley's challenges and an exercise to identify expected behaviours in line with these challenges and Chorley's values of ‘Forward Thinking', ‘Respect', ‘Professional', ‘Pride' and ‘One Team, One Council'. The event finished with a 360 exercise where every manager and their service area were scored on each of the values.
People in my team go out of their way to help me
The council takes a proactive approach to services such as counselling and physio before staff are off sick therefore balance costs with less occupational health referrals and reducing sickness absence costs. Health and wellbeing is a permanent agenda point on Staff Matters therefore always remains a key priority to the organisation and Chief Executive who chairs the group.
I am inspired by the person leading this organisation
After a recent restructure all Heads of Service and Directors attended an away day/ team building day. The primary aims of this away day was for managers to build as a team, open up communications channels and establish a basis of trust. The event started with a team building activity that involved four seperate teams to achieve a common goal of building a physical bridge. This was followed by a presentation by the Chief Executive on Chorley's challenges and an exercise to identify expected behaviours in line with these challenges and Chorley's values of ‘Forward Thinking', ‘Respect', ‘Professional', ‘Pride' and ‘One Team, One Council'. The event finished with a 360 exercise where every manager and their service area were scored on each of the values.
People in my team go out of their way to help me
The council takes a proactive approach to services such as counselling and physio before staff are off sick therefore balance costs with less occupational health referrals and reducing sickness absence costs. Health and wellbeing is a permanent agenda point on Staff Matters therefore always remains a key priority to the organisation and Chief Executive who chairs the group.
Companies where at least 40% of the staff have worked there for more than five years.
At least 40% of senior managers are women.
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2 Star
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