One thing the senior management team have done this year is give employees a real chance to give their personal view about what sort of place they want to work in over the next five years. Employee responses are really shaping what the charity will look and feel like in the future. They are creating new Mission, Vision and Values for the charity; they wanted them to be real world, and not marketing jargon. So the people with the best views were the staff and customers. The first stage of engagement was to ask staff what they thought of their current Vision and Values. This was done by a brand consultancy. This feedback was taken to their staff conferences, where they created a memorable, interactive process asking staff to share their opinions on potential new Values. Everyone from the charity had their say about the sort of organisation they wanted to work for in the future. The session concluded with each employee voting for the ten words or phrases that best described the Trust. 500 votes later and the exercise in employee engagement resulted in new Values for Papworth Trust. The result was an honest picture of what employees thought.

Their staff and management conferences this year have produced really good feedback from employees about how they can improve culture and customer service. Of their total headcount, they had 350+ employees attend one of the three staff conferences. The afternoon session in all three conferences, including the management conference, enabled employees to discuss with colleagues what should be on their agenda for improving customer service and how they work together to achieve it. The ideas that employees came up with were collated and a report sent to the Leadership Team for agreement on short and long term actions. Their communications with employees following the conferences have kept them informed of progress as they requested. A full report of the events will be uploaded onto the intranet.

One thing the senior management team have done this year is give employees a real chance to give their personal view about what sort of place they want to work in over the next five years. Employee responses are really shaping what the charity will look and feel like in the future. They are creating new Mission, Vision and Values for the charity; they wanted them to be real world, and not marketing jargon. So the people with the best views were the staff and customers. The first stage of engagement was to ask staff what they thought of their current Vision and Values. This was done by a brand consultancy. This feedback was taken to their staff conferences, where they created a memorable, interactive process asking staff to share their opinions on potential new Values. Everyone from the charity had their say about the sort of organisation they wanted to work for in the future. The session concluded with each employee voting for the ten words or phrases that best described the Trust. 500 votes later and the exercise in employee engagement resulted in new Values for Papworth Trust. The result was an honest picture of what employees thought.