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In 2012 Hogarth launched their internal training programme called ‘Bitesize’ training. The ‘Bitesize’ training programme involved employees from each department of the business getting together to identify the biggest training requirements in their teams and developing 30 minute training modules to help meet those requirements. The initial task was to develop an induction programme that gave an overview of each department and how they interact with each other through the workflow. To date, they have run 20 different training courses ranging from ‘MS Excel Training to ‘Computer Aided Translation’ to ‘Media Formats Demystified’. Due to the phenomenal popularity of the ‘Bitesize’ training modules both from employees who are keen to get involved in developing and presenting modules on their particular subject matter to those who are keen to attend, Hogarth have commenced Stage 2 of the project.
Hogarth runs an annual peer recognition scheme which involves employees nominating their peers who they feel have shown outstanding qualities in a number of categories including the Shooting Star Award for Most Inspirational Employee, North Star Award for Best Leadership Skills, Sirius Award for Brightest Star, Phoenix Award for Best Rising Star and Alpha Centauri Award for Unsung Hero. A huge amount of buzz is created across the company during the nomination rounds in the run up to the announcing of the winners at an awards ceremony held before the Christmas party each year. The ceremony is a celebration of employees contribution and the company recognising people who have gone over and above their roles over the previous 12 months as voted for by their peers. Prizes are awarded to the top three winners in each category with the winners receiving a weekend away for two as the first prize. It is an informal recognition scheme but is extremely popular with employees and creates a real buzz in the build up to announcing the winners. The Awards ceremony is followed by the Christmas party with lots of dancing and fun.
As Hogarth is still relatively new and has been and still is going through a huge growth and change period they have not entirely defined their culture. Recently the company ran a programme to get employees involved in defining their culture. They ran a series of focus groups across the business both in the UK and globally to ask people to put into words what they felt the culture was. The feedback from people was extremely positive and everybody relished the opportunity to get involved in something that was going to define the company going forward. The exercise also gave senior management an opportunity to talk to people about their experiences of working for Hogarth on a day-to-day basis. All of the feedback from the focus groups has been collated and is currently being reviewed by the senior management team in order to define their culture in terms of ‘What they Do’, ‘What they Believe’ and ‘How they Act’.
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Companies offering a minimum of 25 days annual leave
On-site gym or subsidised gym memberships
On-site nursery or vouchers
Companies offering a final salary or non-contributory pension scheme
At least 10 weeks' leave on full pay
Full family cover
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