Home Instead entered the home care market in 2006 with one office in Chester. They developed and introduced a new model of home care; a companionship-based care service, one that would look after both the emotional and physical needs of the elderly, assuring their safety, health and well-being and bringing peace of mind to their families.
Services include companionship, accompanying people to clubs/hobbies and appointments, and personal care. These translate into a wide and extremely varied offering, as the client and their family truly do dictate what they need and, more importantly, what they want. The aim is to help people live independent lives at home, where they feel most comfortable.
The company’s mission is to become the most admired care company in the UK through changing the face of ageing. The national office team is united by this mission, which informs every decision made in the business including who is awarded a franchise territory, who joins the national office team and how the company’s unique care is delivered.
Today the company has 224 offices across the UK and is proud to have been awarded a Queens Award for Enterprise in 2016 for the innovation it brought to the home care sector.
“I am really proud that we have been awarded a ‘world class’ 3-star rating. As a mission-led business we all share a common purpose and this feeds into our culture and everything we do as a team. The last year has been challenging for everyone in the team. To achieve world class levels of engagement, this year more than ever, bears testament to our team spirit and the support we give each other. It’s fair to say that the pandemic has drawn the best out of us. Well done everyone.” - Martin Jones, Chief Executive Officer
Each morning, Home Instead holds a huddle where the whole team meet virtually to discuss any updates. This is hosted by a member of the leadership team, usually the CEO. They share personal events too, such as birthdays and work anniversaries, as well as good news and business successes. Their CEO also regularly drops into team meetings to see how everyone is doing, to catch up on key projects, and to see if any additional support is needed. Each departmental head has regular meetings with their team. Some do ‘Tea at Three’ daily, whilst other teams meet two or three times a week. The leadership team have encouraged social events, such as quizzes and have actively taken part in this.
Wellbeing webinars were introduced, with 30-minute sessions facilitated by a mindfulness expert on topics such as self-worth, resilience and managing stress. A wellbeing strategy and toolkit was created, with three sections covering My Lifestyle, My Development and My Self. Items in the toolkit included links, podcasts, documents, special staff offers from companies, mindfulness, wellbeing coaching and exercise to name just a few. The company has a wellbeing fund, a monthly value available to all employees, which can be used against any activity that will contribute to a person’s wellbeing, such as gym membership, personal training or Pilates. They also have ‘Wellbeing Wednesdays’, where sessions are facilitated by a wellbeing coach and consist of a one-hour webinar with the option for employees to book confidential, one to one wellbeing sessions throughout the day.
Home Instead has its own charity called Home Instead Charities- UK. The charity is aimed at bringing joy to older adults throughout the UK. This mission has been even more important during the pandemic due social isolation and loneliness. The foundation raised funds in the early stages of the pandemic to pay for technology such as tablets and Facebook portals that were given to ageing adults so they could stay connected with their families. Additionally, all of their employees are granted volunteer days. During the pandemic, their employees used the volunteer days to support their local communities, including helping with delivery of food parcels to those who were vulnerable and volunteering for Re-engage, a charity that supports older people through social contact.
Learn more about the 8 factors of workplace engagement here
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