Good Work for All
In response to the launch of the Institute of Fiscal Studies (IFS) Deaton Review today, Catherine Sermon, director of campaigns at Business in the Community, said:
Sodexo is one of the UK’s largest food services and facilities management companies, with a 34,000 strong workforce in the UK alone. The company has made a commitment to improve the quality of life for all UK staff with a target of reaching 68% employee engagement by 2025.
Recognising the need to improve wellbeing to reduce the cost of sickness absence and improve working lives, infrastructure support company Amey set about trying to increase the uptake and relevance of fringe benefits among their lowest paid staff.
Not too many high street names can claim to have a Director of Happiness, but that is one of the things that sets Timpson apart. The company prides itself on looking after its 5,800 colleagues and has recently been recognised with an EY Family Business Award of Excellence for its ‘upside down management’ approach and employment of ex-offenders.
BITC Scotland’s recommendations for Scotland’s Fair Work Action Plan based on a series of consultations across Scotland between September and November 2018.
Penrose Care are a small privately-owned business in the home care sector. The founders established Penrose Care as a Living Wage employer from the outset as well as providing other benefits. Service users are overwhelmingly positive about the care they receive, and the business has had no care worker voluntary leavers since it was founded. Penrose Care also has negligible levels of sickness absence and has been able to recruit staff without actively advertising.
The mobile phone operator EE saught to differentiate themselves in a competitve marketplace by improving customer service. One of the barriers to achieving this goal was the high staff turnover rates among core retail staff as result of the extensive use of short hour contracts. To tackle this problem, EE offered all retail staff who wanted it an uplift in their basic working hours as well as introducing new recruitment, induction and target setting processes. After six months, the rate of staff turnover among the group who chose the uplift was 25% lower than other retail employees.
Co-op, the consumer cooperative, had excellent staff engagment but rising absence rates and a higher-than-average staff turnover suggested they could do more to address employee wellbeing. They identified financial wellbeing as an area where they could make a significant difference to colleagues’ lives. Co-op repackaged existing benefits and information to increase take-up and are introducing new services for colleagues in 2018.
Providing the quality service expected by the billion passengers using the London Underground every year, relies on a skilled and motivated workforce working effectively and efficiently.
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