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.
The company has a social committee tasked with arranging all events, from summer and winter parties to dinners, bowling, competitions, karaoke and escape rooms. And staff don't need to worry about being out of pocket as there's a £250 social budget set aside for everyone.
New recruits are made to feel welcome before they start with a special pack and regular updates. On day one, they get all the equipment they need to hit the ground running and gifted merchandise. As an ice-breaker, a Q&A with them is shared on internal channels, and their manager treats them to lunch.
Employees get an annual Airtime Rewards-sponsored day to volunteer or fundraise for charity. The company donates a minimum of £500 when colleagues complete charity events. And when an employee's completed their probation, the company contributes to the charity they mentioned in their new starter Q&A.
Family and friends fun days bring everyone together to live one of the charity's values: "Challenge, have fun and smile." Regular newsletters, along with all-staff meetings and communications, keep the culture alive. News and staff feedback is shared through the HR department's People Hub.
Employees are encouraged to do apprenticeships. The charity has introduced a leadership academy that offers a blended learning programme and it has seen positive change, growth and development in those who have taken part. The HR department supports aspiring leaders to develop in their role.
The comprehensive rewards and recognition benefits package on offer includes giving out monthly golden tickets to those who have lived the charity's values or gone above and beyond. The golden ticket can be exchanged for a prize in the "goodie cupboard".
Four social committees have their own events fund to organise get-togethers in and around the Trust's offices in London, Belfast, Edinburgh and Cardiff, from festive and Halloween parties to bake sales and other fundraising activities. There are also virtual events, from wellbeing activities to one celebrating the Trust's 30th birthday.
'Getting to know our leaders' sessions have been introduced, with colleagues interviewing them about their career journey. The idea is to inspire those keen to progress at the Trust. The organisation has also invested in a new Learning and Development Manager to help staff map their career paths and identify training needs.
There are plans for listening groups across the Trust to dig deeper into engagement survey results. The leadership team wants to understand better why people feel the way they do, so they can address the issues and make plans to resolve them in a meaningful and impactful way.
The company takes a transparent approach to business with regular team catch-ups, weekly management meetings – which managers can take from to brief their staff – and monthly all-employee calls. The purpose is to update them on strategy and performance and allow them to ask questions anonymously if they’d prefer.
Employees are involved in company life before they start, with invitations to lunch and social events. During their induction period, they meet all department heads and have regular HR catch-ups. There’s also an induction survey after four weeks for the new starter to give feedback on their experience and suggest improvements.
The company’s at the start of its journey to becoming more sustainable with a new employee-led sustainability group looking into areas such as reducing carbon footprint and giving back to the community. The IT reseller is also working with local charity Young Gloucestershire and the British Red Cross as their charity partners of the year.
