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.
ISG is broadening its talent pool, helping people into a career whatever their experience. It has a strategy to get more women and people from different ethnic backgrounds – under-represented in the industry – aware of opportunities and able to access them. It’s also keen to welcome ex-military, ex-offenders and those returning to work.
Managers are encouraged to develop through formal training and feedback. Following the employee survey, managers of three or more people receive a personalised report against the key factors of management excellence, feeding it into their personal development plans. They can also access three-level management training programmes from first-line management to senior leadership.
In 2022, employees raised over £490,000 for charities worldwide – £335,000 during the global annual ‘Move for Charity’ fundraising week. ISG also procures responsibly to maximise spending with social enterprises. And its teams get involved with local schemes, from virtual reading sessions with primary school children to donating coats for vulnerable families.
The organisation is committed to reducing its energy consumption, water usage, waste disposal, and carbon footprint practically and cost-effectively. Through initiatives such as recycling waste, lighting sensors, smart power switches, transitioning to paperless offices as well as energy-efficient air conditioning units.
The Leadership team set the standard in terms of conducting 1:1 meetings with all direct reports every month, part of which relates to values, which include accountability and open lines of communication. Additionally, the MD and directors meet with all new starters as part of their induction framework to illustrate and instil the company values.
As a business, Quill Pinpoint hosts quarterly meetings with all employees to bring people together remotely, it also has annual meetings, bringing everyone together face to face. These meetings include a summer social event with families and friends and regular quizzes via teams.
The company takes a holistic approach to wellbeing from early finish Fridays and weekly meditation and yoga sessions to private healthcare and an enhanced Employee Assistance Programme. This offers colleagues the reassurance of paid leave in various circumstances, such as undergoing fertility treatment or when needing support through menopause.
A monthly ‘Glee Update’ is an opportunity to share important information and celebrate employees’ stand-out work over the past month. It includes the ‘Gleeson Lottery’, where staff can nominate supportive colleagues for prizes. It’s also a chance for the team to get together in the new office bar for post-meeting drinks.
Every team member gets a day off a year to volunteer for a charity of their choice, and the company rents its rooms for a charitable donation. And Gleeson Recruitment Group is proudly more than two years ‘climate positive’ – on target to have helped plant 25,000 trees by the end of 2023.
Daily 'Energisers' of fun and fast-paced games get employees geared up for the day ahead. There are virtual quizzes and competitions, and teams enjoy monthly social events, including all-expenses-paid meals and nights out. And every Friday, there are free lunches from popular high street eateries encouraging colleagues to sit together and reflect on the week.
Designed in-house by Seven Resourcing, UGrad+ is one of the UK's only undergraduate recruitment courses. It allows sixth-form and college leavers to learn at degree-level while earning postgraduate pay. It recognises that university isn't for everyone and that recruitment careers aren't often highlighted as an option for teenagers.
Community and charity are fundamental to the agency's work. It offers free recruitment for charities such as Ormiston Families, which works with families affected by offending or poor mental health and has donated more than £10,000 from events and challenges. It's also provided mentoring for primary school pupils and funded renovations and learning materials.
In 2022, Ghyston implemented two pay rises to counteract the cost-of-living crisis, and reviewed its employees salaries against the market place to ensure that they were being paid fairly. An additional inflation pay increase was implemented in January 2023. All of the organisation’s employees are paid above the living wage.
Employee Innovation Days, which happen every quarter, mean all staff stop paid work to explore, learn or nail down something that interests them. These are great days to work with others from across the business on whatever is important to them.
In 2022, the organisation raised over £15,000 for charity, supported local code clubs, and provided pro bono development work for charities. It launched The Ghyston Foundation which offers STEM outreach, supports employees’ charitable endeavours, and is committed to donating 10% of its annual profits to charity – with a target of £1million donated by 2032.
In 2022, Stanton House raised over £20,000 through bake-offs, auctions, and physical challenges for Harry’s Hat. And it has raised over £67,500 for medical supplies and to help refugees escape the war in Ukraine, directly contributing to the evacuation of over 400 women and children.
Stanton House has a dedicated Learning & Development team and five development programmes specifically designed for different stages of its employees’ careers, and as 1:1 coaching sessions. It also provides companywide situational support workshops which supports its diversity agenda. Stanton House additionally supports employees by funding external qualifications and providing additional time off to study.
A large part of Stanton House’s success comes from the open communication it has with its teams. The organisation has appointed a Board-level Director of Change & Communications, whose remit includes inviting junior staff to participate in Board and Management meetings to ensure input towards discussions and decision-making from every level.
Barnsley Hospice takes the wellbeing of its staff very seriously, offering a number of programmes to support them, including a 24/7 helpline, up to 6 counselling sessions covered by the hospice, psychological debriefs to help colleagues come to terms with their experiences, and a number of health and wellbeing initiatives such as a walking group.
With the cost-of-living crisis affecting workers throughout the UK, Barnsley Hospice has ensured that its staff, whatever their role or position within the organisation, are receiving a fair salary that is above the real living wage. In 2022, 100% of the organisation’s staff received a pay rise.
All employees are invited to the monthly Staff Forum where they can share any concerns or suggestions. Feedback provided at these events have resulted in several improvements within the organisation, including a suggestion box which is reviewed during the following month’s forum, a book swap club, EV charging points, and coffee and cake days!
Mental Health First Aiders are on hand across the organisation for any employees who may need a listening ear. National awareness days are used as a focus for wellbeing activities, such as stress management webinars, and positive wellbeing is encouraged through charitable giving, volunteering, team socials and exercise challenges.
Almost one in five new hires have come via Node 4’s generous employee referral scheme. Staff get £1200 if they successfully recommend a candidate. An initial £500 is awarded when they complete their three-month probationary period and the remaining £700 after they’ve been employed for six months.
Node4’s Trans4mation Leadership Development Framework is an internal five-level training programme for all tiers of management and leadership across the business, from helping new managers navigate policies and processes to boosting senior leadership experience, including the option of an ILM Level 5 qualification. The principles of ‘Exceptional Service as Standard’ (ESaaS) are embedded throughout.
Everyone benefits from generous annual leave and flexible working with no set days in the office. Staff also get free healthcare – which includes 'staying well' initiatives, as well as an Employee Assistance Programme and a Cycle to Work scheme. In addition, all employees received £1000 to ease cost-of-living pressures.
During their induction, new recruits get time with the Managing Director to help them understand the company's history, vision and values. They also get to meet many key people from all levels, from the finance director to the admin team, to reassure them that there's always somebody on hand to help.
As it's a challenging process to become chartered and can take years to achieve, Tenos offers its employees expertise and project diversity to ensure they have the experience they need before they put in their Chartered Engineer applications. The company also has a formal mentor scheme.
Employees are supported by a team of Mental Health First Aiders and a 24/7 Employee Assistance Programme for information, advice and counselling. The company has links to Sheffield Credit Union, meaning staff are helped to consolidate and manage any debt, including making payments direct from payroll. Vivedia also offers interest-free emergency loans to its employees.
As well as a pre-starting welcome gift, recruits are introduced to their company ‘buddy’ to help them ease into their new role. Every quarter, there’s a new starter event where joiners get a complete overview of the strategy and values and get to join others in the same boat for fun, team-building activities.
Employees are empowered to own their development. They're free to suggest courses or training relevant to their role or personal growth, and internal courses cover various behavioural, people and management skills. There's also coaching supported by personality profiling and opportunities for secondments, additional responsibilities and internal moves.
