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.
All staff have one day per month use for volunteer work, such as painting fences, clearing gardens, school reading projects, retirement party or working at the Re-Use centre. Staff also deliver Christmas hampers to tenants and donate toys to charities.
The Hive (their intranet) is the key mode of interaction for staff as well as The Buzz magazine - launched September 2016, it allows employees to write blogs, 'like' and comments on other posts, award points and have team discussions.
They run workshops for all junior and middle managers. Modules include appraisal, recruitment, absence management, personal effectiveness, coaching, budgeting and forecasting. In addition, the workshops cover influencing skills, leading teams through change, business writing skills, managing the probationary period.
BMJ have a STAR award system where any employee can nominate another employee for going above and beyond. Awards are worth £150, £100 or £50 for individuals and £35 per team member for nominated teams.
This year the company continued with the summer working hours scheme, which meant that staff can work additional hours during their working week to earn an extra half day off a week, or an extra full day off every two weeks.
BMJ have a STAR award system where any employee can nominate another employee for going above and beyond. Awards are worth £150, £100 or £50 for individuals and £35 per team member for nominated teams.
The company runs a popular annual award scheme, in which managers in the business nominate those they think deserve recognition and prizes in categories such as: Manager of the Year; Chef of the Year; Unit of the Year; Team of the Year; Rising Star; Unsung Hero and Operations Manager's Choice.
Co-founder and Chief Executive Brian Allanson is a visible leader in the business. Having grown the business from one contract to 70 in its 20 year history, he was welcomed each new team into the business, personally getting to know their abilities, potential and aspirations.
Blue Apple have an Employee Assistance Programme that offers a full range of support to staff, covering finances, family, bereavement and stress. They also carry out regular wellbeing checks and monitor stress informally in one to one meetings.
The company operates a Pleasure Point scheme as a way of rewarding and recognising employees for their efforts and commitment. Employees are awarded points that can be exchanged for experience days or vouchers. There is also a monthly prize draw where employees are selected at random and awarded Pleasure Points up to a maximum value of £100.
Community plays an integral part of the company's CSR strategy, and their Big Yellow Foundation works with charity partners supporting vulnerable people, such as ex-offenders, refugees, ex-service personnel and people living with disabilities to find employment and create a better future for themselves.
Community plays an integral part of the company's CSR strategy, and their Big Yellow Foundation works with charity partners supporting vulnerable people, such as ex-offenders, refugees, ex-service personnel and people living with disabilities to find employment and create a better future for themselves.
As the company is founded and run by three friends, people are at the heart of the business and one of their goals is to provide as much opportunity to progress within the company as possible, whatever the employee's background might be.
Wellbeing is an important focus of monthly one to-one conversations with line managers, in which staff can talk about management and personal issues, as well as working relationships and workload.
Wellbeing is an important focus of monthly one to-one conversations with line managers, in which staff can talk about management and personal issues, as well as working relationships and workload.
Their annual incentive trip sees the whole business, from CEO to apprentice, travel to a luxury destination for three days. The most recent trip saw 52 employees from all corners of the UK come together in Palma, Mallorca.
Their annual incentive trip sees the whole business, from CEO to apprentice, travel to a luxury destination for three days. The most recent trip saw 52 employees from all corners of the UK come together in Palma, Mallorca.
Over 50% of all staff benefit from non-standard work arrangements to improve their work/life balance. For those working in the office, there are Nutribullets to facilitate health-conscious diets, Nespresso machines, acupuncture and homoeopathy sessions, and much more.
As an Investors in People Gold business, the company believes supporting its employees is of utmost importance. Banyards offer a formal senior management leadership training course, regular appraisals, role-specific training, HR training and more, to make sure staff are able to develop as much as possible.
As an Investors in People Gold business, the company believes supporting its employees is of utmost importance. Banyards offer a formal senior management leadership training course, regular appraisals, role-specific training, HR training and more, to make sure staff are able to develop as much as possible.
Banyards offer employees the chance to take up to two working days of special paid leave each year for community volunteering. They also run an employees' charity, voted for by members of staff every year - this year they've supported the Christie Hospital in Manchester.
A proportion of their profits is given to their Charitable Trust, which helps those within the construction industry who fall on hard times. The trust aims to provide financial help for people in times of need, this includes grants towards education, training and retraining.
They offer a three-part management development programme, which was designed with employee feedback in mind. The programme supports the needs of managers at different points of their managerial career. Topics include: manager attributes, developing the right mindset, and building relationships.
They have recently introduced 'better with money' financial wellbeing sessions to help employees with their financial worries. These sessions cover a range of topics from preparing for retirement, to getting a foot on the property ladder and general money management.
Auto Trader have a dedicated team of colleagues from across the business who are driving the ‘Make a Difference' strategy, while the Auto Trader Community Fund donated over £60,000 in 2018 to community groups and grassroots projects.
Auto Trader have a dedicated team of colleagues from across the business who are driving the ‘Make a Difference' strategy, while the Auto Trader Community Fund donated over £60,000 in 2018 to community groups and grassroots projects.
Auto Trader have a dedicated team of colleagues from across the business who are driving the ‘Make a Difference' strategy, while the Auto Trader Community Fund donated over £60,000 in 2018 to community groups and grassroots projects.
The new 'Academy of Awesome' training programme takes a strengths-based approach to encourage individuals, teams and managers to focus on positive reinforcement rather than negative gaps in skill-sets and development.
The new 'Academy of Awesome' training programme takes a strengths-based approach to encourage individuals, teams and managers to focus on positive reinforcement rather than negative gaps in skill-sets and development.
The new 'Academy of Awesome' initiative meant the introduction of a number of new training programmes that use a fun but educational training style, focusing on individuals' strengths rather than development needs.
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