Kirsty Murphey, CPO and CEO of the health and social care charity Alternative Futures Group discusses how people are really at the center of care and the best way to change company culture.
We at AFG understand that in order to provide high-quality support to those with learning disabilities or mental health conditions, we must engage, develop, and reward those who work for us. Our unwavering commitment to people culminated recently in the prestigious Great Place to Work certification, a testimony to our decade-long quest to build a truly exceptional corporate culture.
Health and social care is a demanding, emotionally draining sector that offers rewards unlike any other. The North West has more than 152,000 job vacancies and a workforce turnover of 28.3%. It can be difficult to communicate the benefits of this sector.
AFG has defied the norms. But our journey to achieve Great Place to Work certification has been one of listening, acting and evolving with our employees. In 2014, the employee response rate for the accreditation survey, which is one of the requirements for the accreditation, was only 13%. This reflected a disconnect between colleagues and leadership. This led us to embark upon a transformational journey, which has resulted in an 85% response this year.
How we define success is based on how well-run our workplace culture is. Our people are the most valuable asset. AFG’s dedication, compassion and professional approach allows them to provide personalised support above and beyond expectations.
Engage
Communication is the key to getting it right.
We wanted to convey a mission and values that were clearly defined to our colleagues in a manner that would resonate with them, and inspire them to contribute to this mission.
Engagement must be a two way conversation. We ensure that communication is open throughout the organization and that colleagues are able to freely and constructively share their opinions. This has been achieved through monthly virtual catch-ups, hosted by the Exec Team, and the ‘Ask The SLT’ initiative.
Develop
The company culture includes everything, from how our team members interact to the decision-making process and overall work environment. A strong company culture promotes belonging, shared goals and a sense purpose. This leads to an engaged and productive workforce.
We are always looking for new ways to improve our team and create better working environments. We’re committed to our team, and we will continue to do so in everything we do.
No magic wand can improve a company’s culture. To make a real difference, it takes time, effort and collaboration from all levels.
Recognise
We must recognize the importance of our team and show them how much we value them. Our annual awards are a great way to do this. We host 200 of our incredible people and nominate them for external awards.
The Great Place to Work survey results show how successful this program has been.
Highlights include:
*I am able to explain how my work contributes towards achieving the organisational goals – 85%
*I have positive conversations with my boss – 84%
*My work is special: This is not just a job – 84%
*I have been offered professional development and training to help me progress – 81%
The survey results and accreditation are a testament to the commitment we have made to create a positive, engaging work environment.
Reward
We have invested a significant amount of money (more than 8m PS) in the training of our team and paying them a real living wage. Our frontline colleagues now earn one of the highest wages in the North West.
We began by ensuring that our teams were amongst the best-trained and most well-paid in the industry. Then we looked at the conversations surrounding a nine day fortnight.
Many organisations claim that they have reduced their working hours, but in reality all they have done is formalise compressed working hours.
Our experience has shown that compressed working hours are stressful and require longer work days, which can negatively impact productivity and wellbeing. In the care sector, it is difficult to maintain continuity while maintaining quality.
We reduced the number of hours on contract but maintained pay. This allowed us to switch to a fortnight with nine days.
These decisions, we feel, set us apart from the other organisations of our sector. They also feed into the culture we have fostered in our company for years.
Receiving the Great Place to Work certification is not the end of the road for us. We are committed to improving our culture and investing in people. We are committed to creating an environment where employees thrive, and contribute to our collective mission to deliver exceptional care.
This journey is about more than just achieving awards. It’s also about creating an environment that is meaningful and positive for everyone at AFG. It’s ultimately about empowering AFG to provide support with compassion and devotion, making a difference in the lives those who depend on us.
