What are companies doing with regards to 'My Company'

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Recruitment

Gazelle Global Consulting

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Restructuring at Gazelle has lead it to conduct surveys among staff with the aim of improving ways of working. Employees were also asked to take part in shaping the company values. Monthly updates help to create transparency and clarity.
Opportunities for staff to grow and develop new skills provide the foundation for better employee experiences, the company believes. It supports this ethos by creating a management culture that fosters communication and training. Managers are encouraged to ask staff if they need help.
Regular training meetings with the learning and development department keep managers up to speed with what is expected of them. One-to-one sessions and performance reviews also help to boost their skills.
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Technology

eduMe

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New employees are part of the eduMe family before they even start. They get a welcome gift in the post, frequent check-ins, and introductory courses. Every new joiner gets a 30, 60 and 90-day joining plan and two buddies – one from their team and one from the wider company.
Every employee gets £500 a year to spend on learning and development. They are free to spend it on courses, conferences or books – anything to boost their skills and flourish personally or professionally. Developing a collective skillset is seen as a way to grow the business.
The company responded positively to feedback that it could be doing more to boost its social responsibility credentials. Everyone in the company now has access to OnHand – a volunteering and climate impact platform. It also offers staff ten paid volunteering hours which they can use via the platform or for other charitable causes.
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Construction & Engineering

Whitby Wood

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The company has introduced a flexible working policy of three days in the office and two at home per week, and adjusted its core hours to allow people to start later or finish earlier than the typical nine-to-five working day. It has also organised more non-work activities such as yoga and a football team.
Professional-development reviews are undertaken twice a year between staff and their line managers. The first, at the start of the year, provides an opportunity to discuss personal progress and goals. It also acts as a forum to discuss working satisfaction. The company runs an Institution of Civil Engineers accredited training plan.
Central to Whitby Wood is a grass-roots engagement with young prospective engineers. The company nurtures them and they become ambassadors for the business at university, often helping to recruit a further cohort. They are offered work experience during their holidays and sponsorship of their fees.
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Marketing & Media Agencies

MOI Global

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MOI's Culture Club aims to create a culture of wellbeing. Its projects include Time to Talk, which is a safe space to talk openly, resources on the intranet to allow staff to be heard and gain support, training in mental health support and awareness, and social events, including team-building and wellness activities.
MOI’s philosophy is to support, encourage, train, guide, inspire and reward an individual’s journey and success in the agency. Staff are enrolled in a "discovery insights" programme to identify their strengths, weaknesses and what makes them tick. Inspirational training programmes and the sharing of insights help staff to increase their knowledge within their role.
The culture revolves around creating change and celebrating the fact that everyone’s different. That’s why MOI created its employee recognition scheme, Making Heroes. It’s a platform where employees can nominate their peers to receive kudos and rewards for their work ethic, enthusiasm and collaboration.
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Utilities

Nexus Infrastructure

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The company has introduced an employee assistance programme to add to its mental health and wellbeing resources. It provides professional, independent support to staff on a wide variety of issues such as anxiety, stress and debt. Nexus offers discounted gym membership, wellbeing walks and has menopause awareness champions.
The company's new offices at Nexus Park include several attractive working areas to chose from, modern audio-visual communications and a subsidised cafeteria. Staff were involved in many aspects of the design, from furniture selection to taking part in a competition to take photographs that would be displayed around the building.
Leaders and managers are encouraged to demonstrate active listening, making sure they fully understand, respond and reflect on what is being said, without judgment. Nexus is aiming for a culture in which people feel empowered to raise concerns, through challenging assumptions and finding a better way. A whistle-blowing policy allows serious issues to be reported.
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Recruitment

Blue Arrow

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Employees enjoyed a gifted day off during October to mark mental health awareness month, openly sharing what they did to boost their wellbeing. This included long walks, duvet days and family time. In addition, all staff get a mindfulness app subscription and access to a full manager complement of Mental Health First Aiders.

An online social platform is the heart of company communication. As well as updates, it allows colleagues to get business-wide recognition and connect with colleagues across the UK. And an Employee Voice Champion Group feeds back to the MD and HR director about what the business is doing well and where it could improve.

New starters get a ‘riding the rollercoaster’ advice guide to help them prepare for their first three months, offering insight on common emotions – high and low – that a new job can bring. It encourages them to embrace positive thinking, be organised, set goals and invest in their own career development.

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Technology

Street Group

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Weekly "donut" chats pair staff with another colleague for a coffee break, and water-cooler topics are discussed on the communication app, Slack. Update calls are made every other day to check-in and socialise. Regular social events include cheese-and-wine nights, pumpkin-carving, competitions, charity events, bake sales and a summer and Christmas party.
A new learning and development structure is being implemented for customer success and sales teams, before being rolled out across the business. The programme has identified training gaps which are are being rectified through training days and courses. A head of training has been appointed to work with line managers and their teams.
One of the company's principles is "stock the fridge", which relates to an all-hands-on-deck approach. If staff see something that needs doing they muck in and help out. In the early days, as a small start-up, it was key and the approach has been maintained even though the company has grown rapidly.
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Education & Training

Bridgend College

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Cross-college continuing professional development days bring staff together to take part in group workshops. Team away-days, bring-your-dog-to-work day, planting sessions and celebratory events on national days all help to encourage staff interaction.
Last year, an equality, diversity and inclusion adviser was appointed to help increase diversity and create conscious inclusion across the college in line with its "be all that you can be" mission and to foster an environment where students and staff feel as though they belong.
Performance and development reviews are an essential tool in helping managers understand what motivates their staff and support their wellbeing and personal development. An Ignite mentoring programme is being developed to help staff in lower bands acquire the abilities and confidence to compete for higher-level posts.
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Housing Associations

CHP

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The wellbeing group selected the menopause as an important subject to tackle last year. Menopause-awareness workshops were run. Fifty women attended across a range of ages. Men were given a separate session and 12 turned up because they wanted to learn about managing female team members going through it or how to support partners.
As part of CHP's diversity and inclusion policies, a reverse-mentoring scheme, where employees mentor a senior manager to share experiences and knowledge and remove barriers, was introduced. Employees' personal stories of their perspective on diversity and inclusion are shared on video. These include reflections on antisemitism, anxiety, autism, LGBTQ+ experiences and racial discrimination.
At Christmas, the association collected cash for the Trussell Trust, which runs food banks, and donated more than £200 to Save the Children. It has also introduced volunteering days. This year staff have made 38 bikes for three charities and they are creating a communal garden at a sheltered housing scheme.
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Charity's

Contact

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Contact collaborates with other charities. It chairs the Disabled Children’s Partnership, a coalition of 100 charities, and uses the relationship to research and campaign. It also works with the Pears Foundation, which provides funding, and the Department for Digital, Culture, Media and Sport to get grants for smaller charities and parent-led groups.
A "lunch and learn" programme is run for staff by staff. An online learning platform contains mandatory courses as part of the induction process. Staff are encouraged to use the resources regularly. Membership of the National Council for Voluntary Organisations means all staff can access its resources.
The charity has reviewed and expanded its equality and diversity policy and refreshed its recruitment policy to be more actively anti-racist. A head of inclusion and organisational development has been recruited to drive its equality, diversity and inclusion policies. All staff and trustees have completed unconscious bias/anti-racism training.
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