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.
In addition to performance related bonuses and incentives, the company are strong advocates of recognising the uniqueness of the individual. A variety of rewards are given from time off, to bubble baths and chocolates to dinner vouchers for yourself and a partner or large cash sums.
All managers have their performance reviewed through our internal performance review process. This involves a minimum of two formal review meetings per year in addition to regular one-to-ones.
Each team has a Christmas celebration paid for by the company that provides free transport or accommodation to all employees that wish it. They have a Santa's Grotto at the head office for employees with younger families.
Boden really values employee development, supporting this with resource and budget. As well as the learning team in London, the company also have two warehouse trainers in Leicester and four call centre trainers in London, Leicester and the US.
Boden really values employee development, supporting this with resource and budget. As well as the learning team in London, the company also have two warehouse trainers in Leicester and four call centre trainers in London, Leicester and the US.
Boden hold summer parties for all employees. Last summer, the London and Leicester teams got together at a county house in Oxfordshire for a day of fun and activities, including raft racing, rounders, food tasting and driving bumper cars.
BMB are committed to minimising their environmental impact and to achieve this they promise to review their environmental performance annually, communicate their environmental policy to staff and communicate the importance of environmental issues.
Creative breakfasts are an opportunity for people to get together and share what inspires them and excites them. The breakfast is open to all and helps people avoid getting too focused on their work and repeating themselves.
Creative breakfasts are an opportunity for people to get together and share what inspires them and excites them. The breakfast is open to all and helps people avoid getting too focused on their work and repeating themselves.
The charity runs bespoke team development days where their training manager meets with the service manager to identify key needs of the team. Together, they develop a day-long session to focus on improving the team's development.
Service managers have clearly defined key performance indicators that are monitored monthly. Performance reports are shared across the management team and discussed at bi-monthly management team meetings.
All frontline services have monthly externally-facilitated group supervision with a trained supervisor focusing on team dynamics and some of the issues that arise from their work with vulnerable people.
On their fifth anniversary, team members are awarded £500 of growth shares and another £1,000 on their 10th. There are now more than 80 shareholders and every year the company meet to celebrate the year they've had, and to announce the new share price.
Chief Executive Officer Charlie is often seen talking to people in the cafe or production kitchen. He's always keen to hear how people feel about working at Bigham's and also what is happening in their personal life.
On their fifth anniversary, team members are awarded £500 of growth shares and another £1,000 on their 10th. There are now more than 80 shareholders and every year the company meet to celebrate the year they've had, and to announce the new share price.
Better Places have a High Flyers incentive running every six months, offering the opportunity for a maximum of three people to win an all expenses paid trip to New York. This has been brilliantly received and has seen six employees and their partners visit New York in 2017.
Better Places have a High Flyers incentive running every six months, offering the opportunity for a maximum of three people to win an all expenses paid trip to New York. This has been brilliantly received and has seen six employees and their partners visit New York in 2017.
When a new consultant joins the company, they are assigned with a senior person in the market they will be working in. The shadowing takes the form of listening to calls, attending meetings and learning as much about the candidate and clients over the first three-six months.
From the outset, employees are made aware of career flow opportunities, either at a ‘fast-track' rate or a ‘slower burn' progression, to harness the power of individuals and enable the bespoke pursuit of personal interests linked to the profession.
Graham visits each of the three schools every week, ensuring he is visible to all staff. The rest of the leadership team also have the same attitude, attending meetings across the schools and promoting a very friendly organisation.
Graham visits each of the three schools every week, ensuring he is visible to all staff. The rest of the leadership team also have the same attitude, attending meetings across the schools and promoting a very friendly organisation.
In 2017, the annual conference was held at Center Parcs. All staff were involved in the three-day event and got to take part in activities such as falconry, archery, quad biking, clay pigeon shooting and golf.
In 2017, the annual conference was held at Center Parcs. All staff were involved in the three-day event and got to take part in activities such as falconry, archery, quad biking, clay pigeon shooting and golf.
Bel UK believe that a happy workplace is critical to success, and the basis of intellectual activity is a healthy body. They have a number of activities to promote health and wellbeing, including stress awareness sessions, lunchtime pilates, and lessons with in-house nutritionists.
They support a different local charity every year and use it as an opportunity to create or contribute to their own events while raising money. Some examples include running the Manchester 10k and organising a charity pub quiz. Last year, employees raised around £6,000 for the Reclaim Project.
Beech Holdings have a social committee that works hard to ensure that employees spend some time together in a relaxed environment. They organise impromptu Friday drinks in the office if management feel the overall office atmosphere feels a little ‘heavy' - for example, at the end of a construction project or during tenant check-in season.
The company is committed to apprentice recruitment and development, taking school and college leavers as well as mature students through formal qualifications, such as NVQs, BTECs, HNCs, CIOBs and MRICs.
They used the area of weakness ‘I have hidden talents which are not recognised by my employer' as the theme for their staff away day. From this, management have agreed to focus more on internal promotions and publicise internal promotions within the BWB news.
60% of Bates Wells work is for charities and not-for-profit organisations. The company regularly encourages employees to become charity trustees, holding 100 trusteeships and giving paid time off to employees for their charitable services.
60% of Bates Wells work is for charities and not-for-profit organisations. The company regularly encourages employees to become charity trustees, holding 100 trusteeships and giving paid time off to employees for their charitable services.
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