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What are companies doing with regards to 'My Company'

Learn about the Factors Effect Model

What affect will focus on the 'My Company' factor have?

My Company - The level of engagement employees feel with their job and organisation

My Company is what we call an ‘output’ factor, it focuses on people’s ‘love’ and ‘pride’ in working for your organisation.

Now unfortunately you can’t directly make people feel these emotions, but when all of the other seven factors are doing well, people will be far more likely to experience that love and pride ultimately improving the My Company factor as a result.

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Education & Training

University of Birmingham Guild of Students

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One of the organisation's values is inclusivity, and senior leaders demonstrate their commitment to it by sitting on the diversity and inclusion committee and playing a leading role in promoting inclusive practices. Being supportive is another value and senior leaders aim to help and encourage staff through regular one-to-one meetings.
The online reward and recognition scheme enables staff to send a thank-you card to a colleague who they feel has gone above and beyond. There are employee- and team-of-the-month awards. Individual staff receive an extra day's leave and team winners are given a half-day each.
The guild has been judged as excellent in the National Union of Students Green Impact awards for the past few years. Participating in the scheme allows the organisation to benchmark itself against other student unions and continue to develop its understanding of environmental issues and how it can affect change.
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Manufacturing

Roche

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Roche runs a bi-weekly pulse survey in one division. As a result, teams are having better discussions and are able to change their approaches and processes quickly and easily. A diversity and inclusion audit has enabled the company to understand better the lived experiences of staff and ensure its strategy is appropriate.
It is an expectation when working at Roche that staff dedicate 20% of their time to personal development in whatever capacity suits them and the organisation best. It could take the form of studying, shadowing or online courses.
Senior managers role-model the organisation's principles of "integrity, courage and passion" and encourage a collaborative environment to empower and inspire colleagues. They have demonstrated these principles by moving away from a traditional hierarchy to stimulate organic organisational innovation and change, by adopting the philosophy that everyone can be a leader, regardless of role.
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Recruitment

Daniel Owen

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Monthly wrap-ups are used to celebrate teams' successes and encourage communication about shortfalls and lessons learnt. These are vital to create a strong team, leading to robust bonds between teams and, ultimately, the entire business. Managers also benefit from quarterly meetings together, with interesting brain-teaser challenges thrown in for fun.
Knowledge accrued within the company over the years has been compiled on a new e-learning hub. It means new recruits can supplement one-to-one learning with a programme that they complete at their own pace and can revisit at any time. It allows them faster access to the nuances and finer details of the job.
All staff have access to training programmes from day one. Continuing development courses are used to reinforce knowledge, as well as to provide a forum for them to voice their own ideas.
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Not For Profit Body's

YPO

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The board and senior leadership team demonstrate the company values of "we care", "we are helpful" and "we are straight-talking" by having an open-door policy for staff, and staff suggestion scheme. Board members take part in walk-abouts in the warehouses so that the operations team can ask them questions directly.
Family and friends of staff join in at the annual Family Fun Day, which includes children’s games, raffles, refreshments, a local radio DJ, a tombola, an arts and crafts table and Santa’s grotto. Money raised goes to charity. Staff achievements and successes are celebrated on the day with an awards ceremony.
A social-value strategy has been launched, along with a group to manage and coordinate the business's contribution. Its environmental role focuses on reducing and minimising any negative impact of YPO's operations on the environment. It will include a climate-change strategy to help meet net-zero targets.
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Recruitment

Understanding Recruitment

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At Director’s Question Time, employees can submit questions anonymously, via an online platform about the present and future plans for the business, on topics such as growth, development, career paths, and benefits.
Understanding Recruitment has been trying to attract more women, particularly more experienced female employees by looking at benefits offered, such as maternity — and paternity — pay, flexible working, and part-time positions. It has also joined Women in Recruitment, an initiative that helps with attracting, developing and retaining female talent.
Each team has a budget for a "wellness day" so they can enjoy an activity and a meal out together. Unlimited holiday is offered to staff who have been with the company for two years, and after five and 10 years they can take a sabbatical.
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Recruitment

Sphere Digital Recruitment

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Sphere offers enhanced paternity pay, flexible working hours and 3pm finishes on Fridays. Quarterly and twice-yearly pay reviews are based on targets and are not at the discretion of a manager, in order to eliminate bias.
Staff turnover is below the industry average — 18%, versus an industry average of 40%. Sphere believes that the clarity and transparency it ensures with regard to training, progress, commission, pay and incentives helps to retain employees.
Past charity events include a "sleep-out" to raise cash for the homeless. This year, Sphere is also staging events including a sky dive, games night and fancy dress days in aid of Roald Dahl's Marvellous Children’s Charity, which helps seriously ill children. It also ran a campaign to support Ukraine and donated £5,000.
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Education & Training

Action Tutoring

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The communication platform, Slack, is used to keep staff informed and in touch with each other. Informal communication is promoted through social channels such as "elevenses", a gardening group and a book club. Guests are invited to team meetings to encourage mixing between departments and lunch-and-learn and tea-break calls bring people together.
A diversity and inclusion working group has made important improvements. They include winning an 'Altogether Better Inclusive Recruitment Grant' from recruitment agency, TPP, which has led to a review of the charity's recruitment practices. It has also created a trans and non-binary FAQs document to increase understanding among staff.
There are regular opportunities for group training and development at team away-days, as well as e-learning throughout the year. Some staff also have external coaches or mentors. As part of the appraisal programme, staff must complete learning and development plans which are used to create the organisation's training budget.
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Marketing & Media Agencies

Wolff Olins

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Quarterly company meetings have become a global forum, where strategy is shared, work showcased, staff successes recognised and progress in terms of the organisation's principles demonstrated. A pass-the-mic section allows staff to share personal inspirations. Regular informal open-mic sessions with food and drink give staff the chance to ask questions or seek clarification.
The company salary-benchmarks roles annually to keep employees' pay in line with the industry. It means staff who have been with Wolff Olins for a long while do not need to jump ship to get better pay. It doesn't negotiate on salaries to avoid promoting a "those who shout loudest win" culture.
Wolff Olins makes a financial contribution to the Brixton Finishing School, in London, which aims to increase diversity in the marketing, advertising and communications industries. It runs training programmes for underrepresented communities. The company's staff give their time to create content for courses and to mentor students.
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Technology

Huler

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Huler wants to ensure staff feel as through they have a voice and the company fosters a friendly and open work environment. It offers different avenues for employees to share their opinions and feedback in a safe environment. Staff are encouraged to give "in the moment" feedback to their managers, peers and the people team.
Staff have access to a learning and development budget, which can be used to improve soft skills or role-specific skills, and to gain formal qualifications. Employees are given protected time to learn, grow and develop and e-learning modules are tailored to meet their needs.
In the past 12 months, Huler has raised more than £3,500 and supported charitable and community initiatives. Team members climbed three of the UK's tallest mountains for the Dougie Mac and Katharine House hospices. The company is also donating 500 square meters of woodland to the National Trust as part of its environmental strategy.
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Retail

Ooni Pizza Ovens

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As a member of 1% for the Planet, the company gives to environmental partners. It donates another 1% of annual turnover to the Ooni Impact Fund, which supports environmental, social and humanitarian causes. Partnerships reflect its values and focus on zero hunger, responsible consumption and production, climate action and life below water and on land.
Staff nominate colleagues who have lived by one of the five company values. The nominations are announced by the executive team in company-wide meetings and/or sent to the individual’s line manager for discussion during one-to-one meetings and reviews. Annual awards are voted for by staff. Winners receive an extra £500 from the company's 'passion fund'.
Every department has had more flexibility about where they work over the past 18 months. Applications to work fully remotely/overseas have been considered on a case-by-case basis. All team members have been able to decide how much time they want to spend in office. The only exception is the product development team.
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