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 team has access to a mental health channel on Teams, and there are regular wellness-themed 'Thinking Thursday' sessions to discuss issues such as stress and fatigue. There's also an office gym and regular online yoga sessions. The company has also listened to staff, addressing the issue of increased workload pressure.
New starters get a structured, gradual introduction to the business they’re not overloaded from day one. A mention at Pizza Fridays means everyone is prepared to welcome the new member and knows their role. And workstations, phones and business cards are ready and waiting for them.
The company's working to become a Zero Carbon business in 2023. It has LED lights, low-energy VRF heating and uses carbon-neutral electricity. It also has a green purchasing policy and looks to buy locally. Team members are encouraged to purchase electric vehicles through their car allowances.
CIMSPA’s wellbeing committee (Welbots) supports employees with signposting, awareness activities, and creating the opportunity for social interaction. Employees have access to a range of benefits including a healthy living allowance, access to the CALM app for themselves and up to 5 family/friends, an employee assistance program, and initiatives to get them out at lunchtime.
The organisation’s three core values (Respect, Quality, and Teamwork) sit at the heart of everything it does. It holds quarterly all staff team meetings, off-site, and at all these events it has team awards, one of which being the LOVE Award (Living Our Values Everyday), to acknowledge those who promote the organisation’s culture and values.
CIMSPA has put together a list of resources that people working in sport and physical activity can use to help people who have fled the war in Ukraine. Chief executive Tara Dillon says: "I believe sport and physical activity can be a lifeline for many who have arrived in the UK."
The agency's monthly 'No Rest for the Liquid' company-wide meeting supports its 'integrated and collaborative working environment." Senior team members give business updates, and working groups lead interactive presentations to offer insight into their work and job roles. And there's a weekly newsletter celebrating birthdays, promotions, and what teams have achieved for clients.
Liquid has run a successful virtual work experience course for students interested in a career in public relations, highlighting the exciting work it does for its clients to attract potential new employees. It's also inviting students back into the office to get an all-around agency experience.
Liquid "strives to create a lasting, positive impact on communities." It helps local causes through donations and pro bono work and is currently supporting 17 local projects. Over the last four years, it's donated more than £400,000 to organisations such as Whitley Fund for Nature, the Cyrille Regis Legacy Trust and Acorns Children's Hospice.
The induction of new recruits is both remote and face-to-face. There’s a series of digital ‘team talks’ with team members from across the business and regular HR check-ins to make sure they’re settling in well. And like all employees, they get access to an online training platform personalised to their role and level.
Managers get bespoke support depending on their development needs with access to various external tools and training opportunities via their line managers. There are expert HR manager briefings to support them and established workflows to help them navigate any complex people management issues.
Teleware has recently achieved carbon-neutral status and is now helping its customers do the same. Moving to a remote-first model, reducing travel and waste and office downsizing has vastly reduced its carbon footprint. The company’s also planted around 130 trees as part of an environmental initiative.
Employees benefit from regular communications and opportunities for feedback. 'The Loop' is sent out weekly, and there's a dedicated employee forum and monthly' virtual coffees' where the leadership team gives updates and answers questions. The Chief Executive leads an annual Town Hall reinforcing key principles, thanking colleagues and celebrating successes.
Employees who recommend a successful hire get £250 three months after the new recruit starts – £500 if the starter is in a more senior position. And awards are also made to team members who successfully recommend somebody for a temporary or fixed-term vacancy. They get £50 in shopping vouchers.
All employees get dedicated time with their line manager for two annual performance development reviews. All staff have access to online learning, and the organisation is undertaking a learning needs analysis to capture CPD for each directorate and any informal coaching needs. It also plans to introduce an accredited management development programme.
There are many opportunities for employees to have their say and get involved, including monthly all-staff meetings and issue-specific away days. There's also a voluntary employee forum and ones for wellbeing and equality, diversity and inclusion. And cross-team projects allow staff to flex their skills beyond their daily roles.
caba's developing a leadership framework to help managers become confident leaders capable of meeting the charity's future challenges. It already gives its leaders and managers the freedom to be creative and innovative. It trusts them to challenge actions that aren't in line with the charity's values and behaviours.
caba gives all candidates the interview questions in advance to promote a level playing field, particularly for those who are neurodiverse. There's also a buddy system to ensure new starters have a familiar face to turn to outside their team and plans for a new starter network.
ARAG’s Wellbeing Champions meet regularly to discuss what they can do to help staff both proactively and reactively. Recent discussions have included the benefits of music and the reasons to hold meetings whilst walking. The company puts wellbeing at the heart of its manager check-in process, so colleagues know there are spaces for tough conversations.
The leadership team and other key staff use an all-staff cinema event to communicate the company’s overarching strategic goals. These goals are utilised throughout ARAG’s performance management system to ensure all staff can clearly see what their efforts mean to those goals. Clarity of message is reinforced through fortnightly updates led by the Managing Director.
Clarity is an essential value to ARAG. Company comms are achieved through a number of ways, including online video calls from key managers and leadership team members, general initiatives and outcomes that staff are not only responsible for but passionate about, news posts, intranet pages, videos, animations, and more.
The ‘We are CBH’, 'Time to Talk' and 'Toolbox Talk' sessions provide opportunity for teams to communicate and allow colleagues to be heard. In addition to this, the People Manager group held 3 times a year provides a forum for colleagues to receive updates, understand priorities and work through any challenges collectively and collaboratively.
Business priorities and objectives have been set and clarified through the organisation’s HRA Business Plan and Performance Framework programme priorities. The Executive team filter messages down into the business via meetings with Heads of Service who then communicate these to their Managers, who then communicate to their teams.
To maintain culture regardless of where employees work, all colleagues are encouraged to live by the values of one team. Face to face meetings are encouraged throughout the course of the month so that colleagues interact with one another to assist with increased communication, collaboration and a sense of belonging to the team and organisation.
Eames Group regularly organise company-wide team events to bring the whole business together, but also recognise the importance of building relationships in smaller teams. Each business unit has their own budget for socials, team building exercises and reward programmes. Additionally, weekly team meetings take place face-to-face to maintain strong connections between employees.
Eames Group’s High Achievers Club rewards employees who have performed well over the last quarter with various fun activities, such as a day at Goodwood Races, Division socials at Crystal Maze and day trips to France. The organisation rewards those who have performed exceptionally over the last year with an all-expense paid trip abroad.
Every starter has an ‘L&D introduction’ meeting with the Head of People and Performance, to gain feedback on the interview process, review expectations set by their manager and understand what training they require. New starters also have an HR induction and meet the Operations and Marketing team to help create a culture of inclusion.
