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 annual ‘Spark Life Wellness Week' provides tools to employees to promote wellbeing. This includes nutrition, exercise, mindfulness, financial wellbeing, massage and even the benefits of wild swimming.
‘Spark Labs', a cross-brand brainstorm initiative, encourages employees to support the business by offering ideas to solve a particular problem or amplify a launch. This is an opportunity for VIMN employees to interact and communicate outside of the day-to-day sphere.
The reward and recognition scheme ‘The Power of Thank You' is both a peer-to-peer and manager-led initiative. Managers are able to award two gifts of up to £50 or a day off per year, while colleagues can award personalised note cards and pass their nomination to David Lynn who awards a £50 gift card each to a chosen nominee and nominator.
A range of flexible working options have been introduced to support working parents achieve balance between work and home. Options include compressed hours, flexible working and time off, which is determined on a case-by-case basis.
A range of flexible working options have been introduced to support working parents achieve balance between work and home. Options include compressed hours, flexible working and time off, which is determined on a case-by-case basis.
A range of flexible working options have been introduced to support working parents achieve balance between work and home. Options include compressed hours, flexible working and time off, which is determined on a case-by-case basis.
In 2017, UK Power Reserve achieved full ISO14001 Environmental Management System certification to UKAS standards. This included replacing fluorescent lighting with energy efficient LED lighting, ensuring vehicles were only washed at eco-friendly car washes and creating a green office with reduced use of paper stationery.
Through a passion for energy, UK Power Reserve plans to become a major energy player by consistently winning and effectively executing contracts, innovating to find new customers and exceeding their expectations. They have recently instituted an internal customer service feedback mechanism.
The company conducts management training and bespoke personal development plans for each potential manager. There is also a succession plan in with subject specific management training for identified successors.
The organisation has a flexible working policy that allows employees to apply for variations to their contract, for example, if they have children to care for, or sick relatives to look after; and need to adjust their working hours. They also offer a flexi-time scheme and agile working.
Helping Hands is a project set up as part of the Staff 2020 Group. The organisation allows every member of staff to invest one day per year into this initiative. Projects include: St Johns Playgroup, The Chill Out Zone, and Dene Magna School.
Helping Hands is a project set up as part of the Staff 2020 Group. The organisation allows every member of staff to invest one day per year into this initiative. Projects include: St Johns Playgroup, The Chill Out Zone, and Dene Magna School.
Senior managers are encouraged to demonstrate the Two Circles' Vibrant Spirit - a set of company values and commitments. This is completed through in-person company updates, one-to-one catch ups, a scoring system, participation in the company's forums and sports clubs, and people-first resourcing.
Senior managers are encouraged to demonstrate the Two Circles' Vibrant Spirit - a set of company values and commitments. This is completed through in-person company updates, one-to-one catch ups, a scoring system, participation in the company's forums and sports clubs, and people-first resourcing.
Two Circles have been able to create strong relationships and communication within their team through away days, hot desking, learning forums, sports clubs, and building an informal office space with areas for interaction and activities, including table tennis, pool and darts.
Communication is key at turn IT on, with regular team meetings, annual company meetings and a SharePoint site to share important company information. They also have an open policy in terms of employees being able to approach managers directly.
The company has an open and flexible culture, and recently won the Embedded Flexibility Award from Working Families. In the last financial year, nine flexible working applications were requested and granted.
Communication is key at turn IT on, with regular team meetings, annual company meetings and a SharePoint site to share important company information. They also have an open policy in terms of employees being able to approach managers directly.
An annual conference is held communicating the organisation's vision, values and mission, and inspiring people to make banking better. Delegates from across the business are selected because they will benefit from the event and are best-placed to take the message back to their team.
Chief Executive Officer, Paul Pester, holds a fortnightly ‘stand up' speech to people live in the office, wherever he is. Employees are encouraged to submit questions, with Paul answering as many as he can during five minutes of the meeting.
TSB launched their Local Charity Partnership programme in 2015 to encourage branches, head office and telephony sites to engage in the local community. Working with nearly 500 charity partners, the bank has helped raise over £500,000 through fundraising.
They have a presidents club for overachievers. In the past they have been to New York and Costa Rica. And they have quarterly winners day for overachievers - they are taken to fine dining restaurants and given weekend getaways to locations such as Rome and Paris.
Their senior leadership team communicate with all staff, irrespective of job function or seniority, to set an example of openness and transparency. They have numerous methods of inclusion, including their company bonus structure that is based on open reviews, trust, revenue and growth.
Their senior leadership team communicate with all staff, irrespective of job function or seniority, to set an example of openness and transparency. They have numerous methods of inclusion, including their company bonus structure that is based on open reviews, trust, revenue and growth.
The senior management team engage with the organisation in a number of different ways, including office walkabouts. They seek out a variety of employees and actively mentions the results that they or their teams are achieving.
Trivallis has a series of awards that employees can be nominated for. These include awards for Esteem, Solid as a Rock, Top Service, and The A Team. Anyone within the company can nominate a fellow employee.
Trivallis has a series of awards that employees can be nominated for. These include awards for Esteem, Solid as a Rock, Top Service, and The A Team. Anyone within the company can nominate a fellow employee.
They believe that every person is different but equal and that everyone's unique needs should be recognised and supported. One of the guiding principles for their staff and volunteers is to make the best use of all their resources, enabling them to deliver high quality care.
Since 2016, they have introduced strategies to improve communications between Operational Managers on key issues such as health and safety, HR matters, information security, IT and feedback from SMT meetings. This has enabled improved communication with their teams.
Since 2016, they have introduced strategies to improve communications between Operational Managers on key issues such as health and safety, HR matters, information security, IT and feedback from SMT meetings. This has enabled improved communication with their teams.
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