Quick facts

About SLH Group

CHRIS HALLIDAY DIDN’T think he’d be running a shop two days a week. Yet the senior income enforcement officer at SLH Group is juggling onions and jars to run a means-tested scheme so the housing association’s tenants can get a £15 basket of shopping for £2.50.

Halliday and his team had the idea to help residents in its 3,700 south Liverpool homes. “As a socially conscious landlord, when they say it’s rent or food, we listen,” he says.

The small organisation also listens to its 95 employees, who have voted SLH Group top of this list for four years. The group’s positive scores are all above 76%, never below third, and it has 44 top results.

At the Liverpool head office, Julie Fadden, chief executive for 11 years, takes a hands-on approach. Staff don’t doubt her leadership qualities (90%).

This year, as president of the Chartered Institute of Housing, Fadden is supporting homeless charity Crisis. Every Monday night, she takes a team of staff to join the Paper Cup Project helping the homeless in Liverpool. “We have taken 20 people off the streets in five months,” she says. “I can’t have people standing in the rain when I’ve got properties empty.”

Government rule changes led to several redundancies in 2016 but no dent in morale. People still see opportunities to learn and grow (76%): Halliday was supported to take a housing degree.

The office has a new “living room” with table tennis, darts and crafts to promote Wellbeing (87%). Staff can spend £200 on a sports club membership — or even try skydiving. Eddie Allen, digital and engagement officer, helped a graffiti artist decorate the community shop last year. He says: “There are lots of great ideas for community projects, testament to the fact that we generally get listened to. That’s exciting.”

www.slhgroup.co.uk


What is it like to work for SLH Group

My Manager
My Manager
SLH Group work tirelessly to develop their Managers via a Management Programme, as well as through individual coaching with the CEO, all ensuring that they are fully equipped with the skills and knowledge to help colleagues achieve their ambitions. Managers also encourage colleagues to become involved in the different forums across the organisation that give them the opportunity to work with a range of multi-disciplinary teams, such as the Eco Forum. Managers away days are another crucial part of ensuring consistency of approach when selling the direction and vision of the organisation to colleagues. Managers performance is assessed through the annual Personal Development Plan programme, which aims to inspire them by providing positive and constructive feedback on the past year, agreeing with them what is expected of them in the year ahead and helping them plan how they will succeed both in their job role but also with any development aspirations. Managers even receive an Emotional Capital Report, which provides feedback from their Managers, peers and selected colleagues on their performance and attitude within the SLH Group. 
Personal Growth
Personal Growth
SLH Group’s ‘Accelerate Talent Management’ programme is designed to meet the specific needs of the organisation, specifically a strong commitment to business excellence with an ambitious and passionate commitment to talent management. The company are seeking to develop a culture where all colleagues can fulfil their potential within the organisation. Indeed, it is envisaged that these points of focus will create a powerful dynamic, with increases in efficiency freeing up capacity for organisational development. The Accelerate programme takes participants through a structured journey that provides opportunities for them to engage in critically reflective learning within an organisational peer group. As the programme progresses the participants form teams and then identify an opportunity to either develop a new service, work with new customers or to improve the effectiveness and efficiency with which an existing service is being provided. This experience allows staff to reflect on and further develop their knowledge and skills and the teams then present their projects to the Senior Management Team, who in the end decide which projects will be integrated into the business.
Wellbeing
Wellbeing
The SLH Group believe that wellbeing is personal to each individual, so every colleague receives a £200 wellbeing allowance to be put towards things like sports memberships, equipment and sports clothing. This is the second year the company have run the wellbeing allowance scheme, with 97% receiving full allowance in 2016. Once a year the business closes and all colleagues are invited to attend a Wellbeing Day, which is held at a local leisure centre. At this event SLH Group provide a number of initiatives to support physical and mental wellbeing, as well as nutritional advice and resilience workshops. Colleagues are offered the opportunity to meet with a life coach individually to discuss their concerns and to help them adopt a healthier attitude to life and work. The Living Room at the office is divided into different zones, including relaxation, craft and activities. The relaxation zone has massage chairs and bean bags, as well as a television with some comfy coaches. The craft zone has mindfulness colouring in books, as well as the facility to make your own Christmas and birthday cards, very thrifty! The activities zone has a pool, fuzz ball and ping pong tables, as well as a dartboard, all of which have led to a league of activities being set up! 

Learn more about the 8 factors of workplace engagement here

Benefits:

  • Charity Activities
    Charity Activities

    At least 20% of staff are known to undertake charitable activities during business hours without incurring financial loss

  • Health Insurance
    Health Insurance

    Companies offering private health insurance for all employees

  • Pensions
    Pensions

    Companies offering a final salary, non-contributory pension scheme or one in which the employer puts in at least three times

  • Maternity
    Maternity

    At least 10 weeks’ full pay or generous alternative

  • Development
    Development

    Non work related training supported

Company Statistics

  • Earning £35,000+:

    19%

  • Average Age:

    40

  • Male : Female:

    42% / 58%

  • UK sites:

    5

  • Staff Turnover:

    5%

  • Staff:

    95

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