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*
Homeserve GB sorts out a reliable plumber for those desperate moments when the washing machine starts leaking all over the kitchen floor. A regular on the Best Companies list, it offers home insurance for such emergencies, as well as accredited engineers, electricians and plumbers for individual and business customers. The organisation grew out of a division of South Staffordshire Water and has become a public company of 1,097 staff, mostly sales executives working from a head office in Walsall in the West Midlands. The helpfulness Homeserve extends to its customers is a way of life. People go out of their way to assist each other and staff say the firm really helps its employees (both positive scores of 78%). Staff care about each other (80%), have a strong sense of family (74%) and have a lot of fun together (82%), the latter a top 50 result. Homeserve has created an employee volunteering programme and 138 people have joined, working on projects such as the ITV Big Clean Up rubbish-collecting day and assisting reading at a local special needs school. The firm donates money to charities such as Cancer Research UK and aims to be more environmentally friendly by implementing recycling schemes. Staff say it does its bit to protect the environment (71%), which ranks the company in the top 25 on this measure. The company invests about £9,000 a year in a wellness programme, offering a Wellbeing Wednesday with free on-site massages, check-ups and a relaxation room. There are free annual flu jabs and gym membership too. Most staff say they have had no work-related stress in the past 12 months (75%) and have a good balance of home and working life (70%), the latter score placing Homeserve just outside the top 30. The company spends £435,000 a year to cover the cost of an on-site restaurant and catering contractor, offering reduced prices and free drinks vending machines. Staff have contributory pensions, holiday ranging from 22 to 25 days a year and everyone works staggered hours. People say their job is good for their personal growth, returning a 71% positive score. Homeserve is committed to helping employees progress and offers opportunities for people of all levels. As well as training initiatives such as its in-house marketing academy, staff can be sponsored through professional qualifications. They feel the experience they gain is valuable for their future (73%). Leadership has changed frequently in the past decade and the firm has just appointed a new chief executive, Jon Florsheim. Richard Harpin, who was in the role when our survey was carried out, has returned to the job of group chief executive, which he had filled for 12 years. Harpin invites employees for a free lunch once a month to get to know people, and runs an online question and answer service, Ask Richard, to discuss any issues the workforce may raise. Everyone is given a briefing on the state of the business twice a year and staff say that their managers are open and honest with them (79%), a top 40 score. Every month someone is nominated by senior management for their contribution to the business and receives a £1,000 bonus. Another award recognises outstanding achievements at other contact centres the firm works with: winners get champagne, £25 in gift vouchers and a ticket in the draw for a loan of the company Mini Cooper for the month. Additional perks include theatre and shopping trips, Christmas and summer balls, and even celebrations for the World Cup. There is a sense of excitement about the organisation's future (78%) and staff feel they can make a valuable contribution to its success, giving a 74% score. Working at Homeserve comes strongly recommended (77%).
I believe I can make a valuable contribution to the success of this organisation
In November 2014 HomeServe launched its ‘2020 leaders' programme. The programme links directly to the 2020 strategy and offers an 18 month development programme to the 200 leaders that manage the front line customer facing teams. The programme is made up of a series of classroom events that develops the knowledge, skills and behaviours to be successful leaders, for example influencing, coaching and performance management. These classroom sessions are coupled with e-learning, action learning sets and work based assignments to embed the learning and measure the success of the programme outputs. Along with this each delegate has received 360 feedback at the start of the programme. In August 2015 HomeServe also began a Succession Planning exercise, which is undertaken every six months to identify key talent and offer appropriate additional development plans. HomeServe measure Managers and Leaders through pre and post skills assessments. Personal Development Reviews have also now shifted to focus on behaviour and development of leadership skills rather than technical. Lastly, the company now have a Leadership competency framework at all management levels.
My organisation encourages charitable activities
HomeServe have supported over 150 community groups across the West Midlands. A share of £35k has also been put towards their partnership with Midlands' newspaper, Express & Star, on its ‘Cash For Your Community' initiative for the third year running. Volunteers across the business gave over 1,750 hours of volunteer time for the Sport Relief 2016 campaign, with HomeServe answering a phenomenal 2,369 donation calls and raising over £72,272 on the night. The company's people volunteered 14,000 hours, served 8,300 meals and made 6,900 food supply bags for The Midland Langar Seva Society, a local charity that provides food for the homeless. They have even provided the charity with a van to distribute food donations that HomeServe contribute to weekly from their own site. The company are also working with Career Transition Partnership and Armed forces, for example the company have recently taken on Gas Engineers who have worked with engineers to gain experience, even resulting in a job offer. To provide further opportunities for HomeServe's P&D engineers, a Level 3 Gas Apprenticeship is also available.
This organisation is run on strong values / principles
HomeServe have supported over 150 community groups across the West Midlands. A share of £35k has also been put towards their partnership with Midlands' newspaper, Express & Star, on its ‘Cash For Your Community' initiative for the third year running. Volunteers across the business gave over 1,750 hours of volunteer time for the Sport Relief 2016 campaign, with HomeServe answering a phenomenal 2,369 donation calls and raising over £72,272 on the night. The company's people volunteered 14,000 hours, served 8,300 meals and made 6,900 food supply bags for The Midland Langar Seva Society, a local charity that provides food for the homeless. They have even provided the charity with a van to distribute food donations that HomeServe contribute to weekly from their own site. The company are also working with Career Transition Partnership and Armed forces, for example the company have recently taken on Gas Engineers who have worked with engineers to gain experience, even resulting in a job offer. To provide further opportunities for HomeServe's P&D engineers, a Level 3 Gas Apprenticeship is also available.
I believe I can make a valuable contribution to the success of this organisation
In November 2014 HomeServe launched its ‘2020 leaders' programme. The programme links directly to the 2020 strategy and offers an 18 month development programme to the 200 leaders that manage the front line customer facing teams. The programme is made up of a series of classroom events that develops the knowledge, skills and behaviours to be successful leaders, for example influencing, coaching and performance management. These classroom sessions are coupled with e-learning, action learning sets and work based assignments to embed the learning and measure the success of the programme outputs. Along with this each delegate has received 360 feedback at the start of the programme. In August 2015 HomeServe also began a Succession Planning exercise, which is undertaken every six months to identify key talent and offer appropriate additional development plans. HomeServe measure Managers and Leaders through pre and post skills assessments. Personal Development Reviews have also now shifted to focus on behaviour and development of leadership skills rather than technical. Lastly, the company now have a Leadership competency framework at all management levels.
My organisation encourages charitable activities
HomeServe have supported over 150 community groups across the West Midlands. A share of £35k has also been put towards their partnership with Midlands' newspaper, Express & Star, on its ‘Cash For Your Community' initiative for the third year running. Volunteers across the business gave over 1,750 hours of volunteer time for the Sport Relief 2016 campaign, with HomeServe answering a phenomenal 2,369 donation calls and raising over £72,272 on the night. The company's people volunteered 14,000 hours, served 8,300 meals and made 6,900 food supply bags for The Midland Langar Seva Society, a local charity that provides food for the homeless. They have even provided the charity with a van to distribute food donations that HomeServe contribute to weekly from their own site. The company are also working with Career Transition Partnership and Armed forces, for example the company have recently taken on Gas Engineers who have worked with engineers to gain experience, even resulting in a job offer. To provide further opportunities for HomeServe's P&D engineers, a Level 3 Gas Apprenticeship is also available.
I believe I can make a valuable contribution to the success of this organisation
In November 2014 HomeServe launched its ‘2020 leaders' programme. The programme links directly to the 2020 strategy and offers an 18 month development programme to the 200 leaders that manage the front line customer facing teams. The programme is made up of a series of classroom events that develops the knowledge, skills and behaviours to be successful leaders, for example influencing, coaching and performance management. These classroom sessions are coupled with e-learning, action learning sets and work based assignments to embed the learning and measure the success of the programme outputs. Along with this each delegate has received 360 feedback at the start of the programme. In August 2015 HomeServe also began a Succession Planning exercise, which is undertaken every six months to identify key talent and offer appropriate additional development plans. HomeServe measure Managers and Leaders through pre and post skills assessments. Personal Development Reviews have also now shifted to focus on behaviour and development of leadership skills rather than technical. Lastly, the company now have a Leadership competency framework at all management levels.
Companies offering at least 10 weeks’ full pay or generous alternative.
Companies offering profit related pay to all employees.
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