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 senior management team publish their personal objectives for all employees to see. They also published the behaviours they are working on as individuals and these can be found framed and hanging on the wall in the office.
To highlight the culture they want to achieve and maintain, the company created their six behaviours with help from employees. These include: Show the Love, Only Accept Awesome, I Got This, Do What Scares You, Tell It Like It Is and Open Up & Listen.
The senior management team publish their personal objectives for all employees to see. They also published the behaviours they are working on as individuals and these can be found framed and hanging on the wall in the office.
Last year, the company conducted 'Stay interviews' with top performers across the business. The interview gives employees a chance to explain what is working well and not working so well, giving the HR and senior leadership teams an idea of what drives employees.
Chief Executive Officer Peter meets all new employees in their first week of employment and will take them for a New Start Lunch. This provides new employees a chance to get to know Peter and learn about his open-door policy.
Last year, the company conducted 'Stay interviews' with top performers across the business. The interview gives employees a chance to explain what is working well and not working so well, giving the HR and senior leadership teams an idea of what drives employees.
The workforce is either based at the company's HQ or at one of up to 20 construction sites in the south east. Every staff member meets socially at least twice a year and all staff are given the option of using free taxis to get home no matter where they live.
All staff appraisals have a section where they are asked to provide examples of their performance that relates to the Company Values. Staff have a guide based on the ‘Values' workshop to remind them how they might live the values.
Bugler have helped the Peace Hospice throughout the year through fundraising activities. Staff have volunteered to participate in a 5K obstacle run, abseiling down one of Watford's highest buildings and a charity golf day.
Broomfield & Alexander have a helpline for staff should they require any counselling support. They also have an income protection plan should people be off sick long term.
Employee development is key and the company support all employees with training throughout their employment from graduate training to continued professional training (CPD). Each year, they support a number of graduates to achieve either the ACCA or ICAEW qualification.
Broomfield & Alexander currently have two dress down days a month and all proceeds go to their nominated charities. The company also regularly hosts cake bake sales asking staff to either bake or donate to the cause by buying the treats.
The Brooks Macdonald Foundation was established in 2011 as a charitable trust. Funds are generated from corporate donations, an employee Give as You Earn Scheme, fundraising events and donations from friends, family and clients.
The company have also introduced 'Thirsty Thursday', which occurs monthly to improve interaction between teams in the ever expanding London office and general socialising in the regions.
Brooks Macdonald endeavour to ease stress by holding regular collaborative events, including annual Christmas mulled wine and mince pie gatherings, a Christmas jumper competition, and frequent cakes and goodies for staff.
To support their vision to enable remarkable places to perform, Broadgate believe in giving something back to their community. Their chosen charities for 2017/18 are Coram and LandAid and they will financially support individual's endeavours to raise money for charities.
Broadgate Estates recognise the importance of health and happiness at work, and the Wellbeing Committee has come together with the purpose of providing an internal network to promote a workplace that encourages health, happiness and fulfilment.
To support their vision to enable remarkable places to perform, Broadgate believe in giving something back to their community. Their chosen charities for 2017/18 are Coram and LandAid and they will financially support individual's endeavours to raise money for charities.
They have made a commitment to supporting as many groups as possible and have a ‘Community Development Fund' of £12,000 per annum that community groups and charitable organisations with a local link can apply to for funding.
The organisation seeks to reward individuals going above and beyond their role. To encourage this, they have introduced performance-based remuneration to motivate and reward consistent high performance.
Broadacres Housing Association use the Health and Safety Executive's toolkit to help identify areas that are causing employees to feel stressed. Once identified, the results are discussed with the employee and an action plan is developed in collaboration with their manager. This ensures that staff feel supported during this difficult time.
Nick is very down to earth, humble and an authentic leader. He knows practically everybody's name in the business and is knowledgeable on their roles and what they bring to the organisation.
The BHA organises staff roadshows to encourage their London staff to attend regional roadshows to meet and socialise with colleagues. Their goal in 2018 is to have all employees attend one of three regional events.
The BHA organises staff roadshows to encourage their London staff to attend regional roadshows to meet and socialise with colleagues. Their goal in 2018 is to have all employees attend one of three regional events.
All management undergo a rigorous supervision and appraisal process. Performance reviews are overseen by line managers, but in some service areas - for example, retail - performance is measured by results.
All management undergo a rigorous supervision and appraisal process. Performance reviews are overseen by line managers, but in some service areas - for example, retail - performance is measured by results.
They offer staff a comprehensive training plan with a range of mandatory and developmental programmes available. Break Charity has its own vocational accreditation centre so they can deliver work-based qualifications at levels 3 and 5.
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