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*
A REBRANDING THAT turned Julian Housing into Julian Support has revitalised the mental health charity. Last year's renaming and new logo, on which staff were consulted, coincided with winning new bids and employees are excited about where the organisation is going, scoring 79% positive. Originally set up to support people who were struggling to find housing and get their benefit entitlement, the Norwich-based charity has developed a wider range of work, so it was felt a change was necessary after more than 20 years as Julian Housing. In a business plan published last year for 2011-14, Julian Support announced its plan to expand into other counties, having won contracts in Suffolk. It also has offices in Great Yarmouth and King's Lynn. Free lunches for all staff three times a year encourage them to raise issues with Pip Coker, the chief executive. Three quarters of the 91-strong workforce has spoken to Coker in this way and staff feel inspired by her leadership (84%, ranked fifth among small organisations). They are confident in the skills of the senior management team (84%, in second place), and Julian Support has a Leadership factor score of 83% overall. More than a quarter of staff have been with the charity for 10 years or more and the retention rate may be to do with the fact that teams tend to work well together (62%). One member of staff says on the charity's website: "We are encouraged to look for clients' strengths and strengths within ourselves and colleagues. We are not expected to be perfect or the same as each other. We are valued as individuals." www.juliansupport.org
My organisation makes a positive difference to the world we live in
Managers operate a Business Meeting and Leadership Forum, both of which keep managers up to date with changing needs of the organisation and this commitment is reared by informal praise and internal promotions. Many groups of managers are grouped for projects which have been successful in changing how the organisation works. Managers encourage flexibility in working hours and work areas so that wherever possible the needs of individuals can be accommodated. Their friendly working policies also support the culture of the organisation and managers have discretion in applying requests for flexibility. Managers know that a strong team is created by being open about issues so that dialogue takes place to encourage early resolution. By using their appraisal system managers set objectives which are both personal and organisational. Staff are regularly seen through 1 to 1's and supervision so that they can see how their achievements fit into the business plan.
I believe I can make a valuable contribution to the success of this organisation
The organisation operates an open and transparent management style and their 'flat' structure allows quality communications at all levels. The Chief Executive offers free lunches to all employees three times a year when she is willing to explain and outline proposed changes to service delivery, changes that affect staff and any question which employees feel they want to ask. Since the last survey they have ensured all teams have a breakdown on the results and that they share ideas and suggestions to improve the working lives of employees. Examples have been the installation of water coolers and a tuck shop for staff.
This organisation is run on strong values / principles
Their rebranding has revitalised the organisation as the new logo and name reflect their true identity. This rebranding has contributed and coincided with the winning of new bids and has acted as a re-launch and staff have found this exciting. The rebranding exercise involved many staff working as a project group and this engagement has ensured that the new branding has been well received. The Leader works in an inclusive way sharing issues with managers and discussing solutions to challenges. They have an open, transparent and direct approach and are always available to discuss the way the organisation works. This friendly and open style encourages staff to talk through concerns at an early stage and this often influences final decisions. The 'free lunches' that are run by the Chief Executive also encourages a range of discussions on all aspects on how the organisation is run.
My organisation makes a positive difference to the world we live in
Managers operate a Business Meeting and Leadership Forum, both of which keep managers up to date with changing needs of the organisation and this commitment is reared by informal praise and internal promotions. Many groups of managers are grouped for projects which have been successful in changing how the organisation works. Managers encourage flexibility in working hours and work areas so that wherever possible the needs of individuals can be accommodated. Their friendly working policies also support the culture of the organisation and managers have discretion in applying requests for flexibility. Managers know that a strong team is created by being open about issues so that dialogue takes place to encourage early resolution. By using their appraisal system managers set objectives which are both personal and organisational. Staff are regularly seen through 1 to 1's and supervision so that they can see how their achievements fit into the business plan.
I believe I can make a valuable contribution to the success of this organisation
The organisation operates an open and transparent management style and their 'flat' structure allows quality communications at all levels. The Chief Executive offers free lunches to all employees three times a year when she is willing to explain and outline proposed changes to service delivery, changes that affect staff and any question which employees feel they want to ask. Since the last survey they have ensured all teams have a breakdown on the results and that they share ideas and suggestions to improve the working lives of employees. Examples have been the installation of water coolers and a tuck shop for staff.
My organisation makes a positive difference to the world we live in
Managers operate a Business Meeting and Leadership Forum, both of which keep managers up to date with changing needs of the organisation and this commitment is reared by informal praise and internal promotions. Many groups of managers are grouped for projects which have been successful in changing how the organisation works. Managers encourage flexibility in working hours and work areas so that wherever possible the needs of individuals can be accommodated. Their friendly working policies also support the culture of the organisation and managers have discretion in applying requests for flexibility. Managers know that a strong team is created by being open about issues so that dialogue takes place to encourage early resolution. By using their appraisal system managers set objectives which are both personal and organisational. Staff are regularly seen through 1 to 1's and supervision so that they can see how their achievements fit into the business plan.
Companies offering a minimum of 26 days annual leave to all employees.
Companies where at least 40% of the staff have worked there for more than five years.
Companies offering a final salary scheme to all employees, or one in which the employer's contribution is at least 5%.
At least 40% of senior managers are women.
If you like what you see here and would like to know more about working for a
2 Star
organisation, simply click the link for further information about careers with
Julian Support Ltd.
.
