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*
JEWISH CARE, THE largest health and social care organisation serving the Jewish community in London and the southeast of England, runs more than 70 centres and specialist services every week for over 7,000 people. Its provision includes care homes and daycare centres for people with dementia; community centres offering activities from yoga, pottery and ballroom dancing to Hebrew classes and Israeli film nights; social clubs; and a specialist therapy centre for Holocaust survivors and refugees. Work is an important part of life for the 908 employees, who score 83% positive on this point, in fifth place among mid-sized organisations. They love working for the charity (80%, seventh). Jewish Care, in Golders Green, north London, has a history dating back to 1859 and today its people are proud to work there (82%). The organisation spent almost £200,000 on staff development last year, including the introduction of a nurse practice award for the person contributing the most to the development of nursing. The winner received an allowance to further this expertise. Staff say their training is of great benefit personally (75%, a top 10 score). Employees find the experience they gain valuable for the future (79%, in fifth place) and they find no reason to be bored (77%). Flexible working options range from a reduction in hours to working from home or changing shift patterns, making for a good work-life balance for employees (70%). Staff are completely clear about what is expected of them in their roles (76%). www.jewishcare.org
My work is an important part of my life
Jewish Care is doing a piece of work called the strategy review. The aim of the project is to hear from everyone, especially staff about what they think Jewish Care should do in the future and develop a strategy. Staff know what works and what doesn't, as well as what might be missing and what else could be done. Simon Morris, the Leader, is passionate about the rights and respects that should be afforded to people less able than themselves and their ability to make a real difference to people's lives. He is a principled, kind and hardworking individual who leads by example. The complexity of leading an organisation like Jewish Care that works in so many different areas and includes 1000 staff, 2500 volunteers and has a budget of £46m a year, should not be underestimated. Simon however remains approachable, honest and down to earth. He leads the organisation in a transparent way with total commitment to the values, while staying in touch with his roots and retaining his humility, sense of humour and open-mindedness.
This organisation is run on strong values / principles
They organise a quarterly new staff lunch where the CEO seeks feedback and ideas from staff who have joined Jewish Care recently. There are also Ask Simon postcards where staff can get in touch with the CEO to make suggestions, give feedback or ask questions. There are also tea and chat sessions where the CEO visits care homes and community centres to chat to staff and volunteers about issues they may have. Since the last survey they have implemented many changes. They have launched their Benefits You booklet giving details of the benefits they offer to all staff, together with their 2011 Reward Statement and have communicated information about bench marked salaries. They have shared results with teams and managers and launched a new leadership award for the manager with the best ‘My Manager' scores - the winner received £500 to use towards their own career development. They are also currently planning a 'not so new' staff lunch for longer serving employees to have lunch with the CEO.
The experience I gain from this job is valuable for my future
They organise a quarterly new staff lunch where the CEO seeks feedback and ideas from staff who have joined Jewish Care recently. There are also Ask Simon postcards where staff can get in touch with the CEO to make suggestions, give feedback or ask questions. There are also tea and chat sessions where the CEO visits care homes and community centres to chat to staff and volunteers about issues they may have. Since the last survey they have implemented many changes. They have launched their Benefits You booklet giving details of the benefits they offer to all staff, together with their 2011 Reward Statement and have communicated information about bench marked salaries. They have shared results with teams and managers and launched a new leadership award for the manager with the best ‘My Manager' scores - the winner received £500 to use towards their own career development. They are also currently planning a 'not so new' staff lunch for longer serving employees to have lunch with the CEO.
My work is an important part of my life
Jewish Care is doing a piece of work called the strategy review. The aim of the project is to hear from everyone, especially staff about what they think Jewish Care should do in the future and develop a strategy. Staff know what works and what doesn't, as well as what might be missing and what else could be done. Simon Morris, the Leader, is passionate about the rights and respects that should be afforded to people less able than themselves and their ability to make a real difference to people's lives. He is a principled, kind and hardworking individual who leads by example. The complexity of leading an organisation like Jewish Care that works in so many different areas and includes 1000 staff, 2500 volunteers and has a budget of £46m a year, should not be underestimated. Simon however remains approachable, honest and down to earth. He leads the organisation in a transparent way with total commitment to the values, while staying in touch with his roots and retaining his humility, sense of humour and open-mindedness.
This organisation is run on strong values / principles
They organise a quarterly new staff lunch where the CEO seeks feedback and ideas from staff who have joined Jewish Care recently. There are also Ask Simon postcards where staff can get in touch with the CEO to make suggestions, give feedback or ask questions. There are also tea and chat sessions where the CEO visits care homes and community centres to chat to staff and volunteers about issues they may have. Since the last survey they have implemented many changes. They have launched their Benefits You booklet giving details of the benefits they offer to all staff, together with their 2011 Reward Statement and have communicated information about bench marked salaries. They have shared results with teams and managers and launched a new leadership award for the manager with the best ‘My Manager' scores - the winner received £500 to use towards their own career development. They are also currently planning a 'not so new' staff lunch for longer serving employees to have lunch with the CEO.
My work is an important part of my life
Jewish Care is doing a piece of work called the strategy review. The aim of the project is to hear from everyone, especially staff about what they think Jewish Care should do in the future and develop a strategy. Staff know what works and what doesn't, as well as what might be missing and what else could be done. Simon Morris, the Leader, is passionate about the rights and respects that should be afforded to people less able than themselves and their ability to make a real difference to people's lives. He is a principled, kind and hardworking individual who leads by example. The complexity of leading an organisation like Jewish Care that works in so many different areas and includes 1000 staff, 2500 volunteers and has a budget of £46m a year, should not be underestimated. Simon however remains approachable, honest and down to earth. He leads the organisation in a transparent way with total commitment to the values, while staying in touch with his roots and retaining his humility, sense of humour and open-mindedness.
Companies where at least 40% of the staff have worked there for more than five years.
Companies offering private health insurance to all employees.
At least 40% of senior managers are women.
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