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 Legal Assistance Foundation programme provides opportunities for graduates of any discipline to join the firm at a grassroots level straight from university and have the opportunity to train to be a solicitor with full sponsorship.
The Legal Assistance Foundation programme provides opportunities for graduates of any discipline to join the firm at a grassroots level straight from university and have the opportunity to train to be a solicitor with full sponsorship.
The Legal Assistance Foundation programme provides opportunities for graduates of any discipline to join the firm at a grassroots level straight from university and have the opportunity to train to be a solicitor with full sponsorship.
They take a very mature approach to work-life balance, whereby employees are encouraged to work from home and take some form of exercise throughout the day, such as a 20-minute walk outside to get some fresh air.
They take a very mature approach to work-life balance, whereby employees are encouraged to work from home and take some form of exercise throughout the day, such as a 20-minute walk outside to get some fresh air.
The highlight of Fourth's year has been the Achieve More workshops, which got everybody talking about the company's values, purpose and customers. Since then, interdepartmental communication has increased, as well as the number of employee-led projects.
For 12 years, they have supported the Business Education Partnership in Bromley, and twice a year sponsor the catering for events aimed at children who do not want to go on to university. Various staff members also volunteer as Business Ambassadors.
Part of the staff incentive scheme is the ‘Perkbox' platform, which gives staff access to more than 200 money-saving perks, including reduced gym membership and savings on sports products, equipment and nutrition. Staff also have access to online workouts, including boxing and yoga.
In 2018, their Employee of the Year scheme changed so that more than one person could be rewarded. All 12 Employee of the Month winners were up for the award, with the prize money including £2,000 for first place.
They currently recycle cardboard and paper and have recently brought in plastic and tin recycling at the request of the staff. They are also actively working towards becoming a fully paperless office.
Although the directors share an office, they operate an open-door policy where any employee can drop in and see them if they wish. Ed's approach to face-to face communication also aids in employee engagement.
Leadership development programmes at Fletchers Solicitors include Aura, Heads and Leader Up. Over the past year, they have also done a considerable amount of work on apprenticeships.
Steve Varley likes to engage directly with employees. Neither he nor his team sit in offices; their desks are in an open-plan space with everyone else. They rotate their meetings between sites across the UK to meet with different offices.
EY Badges, introduced in November 2017, are the first digital badges to be offered globally. They provide on-demand access to learning content that will help employees to develop future-focused skills and provide experiences that can shape their careers.
EY Badges, introduced in November 2017, are the first digital badges to be offered globally. They provide on-demand access to learning content that will help employees to develop future-focused skills and provide experiences that can shape their careers.
Extrastaff are looking to expand their branch network further into the Midlands, as well as along the M4 corridor. To fully service these areas, their high street presence will need to increase to around 25 branches.
Extrastaff strongly embrace employee development and empowerment, and empower all employees with the tools and support to succeed in the industry. They believe in promoting internally wherever possible, and at least 30% of the management team were promoted from within over the last year.
Extrastaff strongly embrace employee development and empowerment, and empower all employees with the tools and support to succeed in the industry. They believe in promoting internally wherever possible, and at least 30% of the management team were promoted from within over the last year.
Bill splits his time between the head office and visiting centres. He is very active in the office, taking the time to speak to individual members of staff about how things are going inside and outside of work.
On their learning and development intranet homepage, they have sections for tutors, assistant directors, centre directors and regional managers. Each section has a host of content aimed at supporting their development. They are looking to turn this into a social learning platform to share, vote and comment on the most useful content.
On their learning and development intranet homepage, they have sections for tutors, assistant directors, centre directors and regional managers. Each section has a host of content aimed at supporting their development. They are looking to turn this into a social learning platform to share, vote and comment on the most useful content.
Performance is measured through individual objectives and KPIs, plus delivery of work against company values. Objectives are formally monitored at least twice a year. There's an ‘output-driven' approach to managing performance and staff can choose how and when they deliver these within their role.
Performance is measured through individual objectives and KPIs, plus delivery of work against company values. Objectives are formally monitored at least twice a year. There's an ‘output-driven' approach to managing performance and staff can choose how and when they deliver these within their role.
Performance is measured through individual objectives and KPIs, plus delivery of work against company values. Objectives are formally monitored at least twice a year. There's an ‘output-driven' approach to managing performance and staff can choose how and when they deliver these within their role.
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