HEROtsc is committed to Employee Engagement and it is embellished into our Culture and HR / Operations Strategy. We recognise that engaged employees are more productive, profitable, customer focused and more likely to remain in our employment. Each site has its own Local Employee Council  (LEC) The LEC is the primary mechanism for HEROtsc to inform and consult with employees, through their elected/nominated representatives, on any local issue of substance that is relevant to them.

We also hold a National Employee Council meeting on an annual basis which is led by our CEO. 

The main tool which we utilize to assess employee engagement is HEROtsc’s employee survey which is run online twice a year. The survey is in symmetry with the Gallup employee engagement model and asks questions that measure employee engagement and link powerfully to relevant business outcomes, including retention, productivity, profitability, customer engagement, and safety. 
  
In addition to the above, listed below are examples of daily initiatives we use to ensure we keep engaged with our staff and their attitudes.

• Team Leaders regularly check capability of employees
• Briefings - Discuss what went wells , Discuss what went less well
• Share and Learn Board – Pass over Information and Knowledge to other employees
• Team Scorecard – taken from capability, best quality etc.
• Review and reset objectives
  Regular Team Meetings
• Updates through Company Intranet
• Fun Days / Competitions / Range of exciting incentives

The programmes and incentive that HEROtsc have in place to maximise the staff retention of key staff are as follows:

Retention and attrition reduction measures:

• Career pathways – personalised success mapping identifying long term career development
• Intelligence led strategy driven by rich employee feedback
• Lifestyle-attuned remuneration and rewards strategy
• Early warning process – attrition risk identified through KPI assessment
• Learning culture – Individual accountability through e-learning and self management opportunities
• Learning village accelerates attainment of advisor “Independence day”
• Culture of continual recognition – retention focussed rewards policy, with collective and individual success programmes

Reward
It is our objective to have a significant element of every member of the HEROtsc team reward structure linked to performance. We have largely achieved this and we use a wide range of measures to ensure that the performance is linked to the outcomes required by our clients. Typically a mix of quality and operating metrics are used to measure this complemented by an element of corporate performance that becomes more significant depending on seniority in the business.