Posting!
Quick facts
Share on Social

About Touchstone

Touchstone was born out of an identified need for friendship and community in South Leeds in 1982. A social worker, Sylvia Landells, and CPN, John Clare, saw that large numbers of vulnerable people were left isolated and distressed out of hours and at weekends, so they set up a 'weekend club' which was to grow into Touchstone.

More than 35 years later, Touchstone provide mental health and wellbeing services to over 5000 people a year, whilst also working across communities to grow their confidence and capacity to demand the services and positive experiences they are entitled to.

Touchstone believe that their team of dedicated employees are their greatest asset, and they need to both value and support their staff to own and deliver their vision. Staff development is crucial to quality service delivery and they are committed to meeting colleagues' aspirations now and into the future.

When staff go above and beyond at work, colleagues or service users make written compliments to the CEO who writes personal letters of thanks, sends cards or flowers to the member of staff which is really valued by recipients.

All staff send compliments about their colleagues, and this is important because it reinforces that all staff are part of the success of Touchstone and it does not just take a manager to say so or to notice.

Touchstone also hold annual awards ceremonies to thank staff and where colleagues nominate each other for the highly prized awards. They had an Oscar's themed event that they called the Touchstone Oscars (TOSCARS) and TAFTAs (Touchstone Absolutely Fabulous Team Awards) and produced a hard copy booklet for all staff which contained all nominations.


What is it like to work for Touchstone

Leadership
Leadership
The CEO listens when staff have personal problems and inspires them to be themselves. When staff are off with personal issues, the CEO writes to them and sends flowers.

Personal Growth
Personal Growth
Touchstone supports the development of the whole person not just their academic/clinical knowledge. In order to get the best out of staff, they recognise that health and wellbeing are major contributors to a healthy staff team and so fund both individual and whole team wellbeing activity by providing £25 per person  and £100 per team towards a whole team event. 
Giving Something Back
Giving Something Back
There is an Environmental Policy which all staff have access to as part of their induction which outlines the commitment to environmental protection and gives examples of how this commitment should be delivered. 

Learn more about the 8 factors of workplace engagement here

Benefits:

  • Charity Activities
    Charity Activities

    At least 40% of staff are known to undertake charitable activities during business hours without incurring financial loss

  • Women
    Women

    At least 40% of senior managers are women

  • Holidays
    Holidays

    Companies offering a minimum of 28 days annual leave to all employees after one year

  • Gym
    Gym

    Companies offering either free gym/ sports facilities or subsidised gym membership for all employees

  • Maternity
    Maternity

    At least 10 weeks’ full pay or generous alternative

Company Statistics

  • UK sites:

    11

  • Staff:

    206

  • Staff Turnover:

    24%

  • Male : Female:

    25% / 75%

  • Average Age:

    43

  • Earning £35,000+:

    7%

Regional Engagement

In the press

Accreditation

Want to get on the list or be accredited?

Start your engagement journey today and find out what you need to do to earn a Best Companies accreditation or a place on the Best Companies lists.