Does organisational culture really matter? Is it worth the time, effort and financial investment? And if so, will you ever see a return on that investment?
These questions are undoubtedly debated on a frequent basis, in one form or another, in boardrooms around the world. If you ask any member of TC Group’s Board, or even any member of their wider employee team, the categoric answer’s yes! They should know, as they’ve focused on creating a ‘people centric,’ empowering, progressive culture across the last decade. One in which every single person, regardless of role, plays a key part in making the company a great place to work.
So how have they achieved this? Well, through a significant investment in time, ideas and enthusiasm driven by a senior team that encourages and values input and positive behaviours from the entire business.
Chris Dell, Head of Brand, Creative & Culture at TC Group said: “I’ve always used how we ‘think, act and interact’ to define how an organisation creates its ownculture. It also helps people understand how they, or their colleagues, contribute positivity (or in some cases negativity) to shaping that culture. It’s now more important than ever to listen and discuss what your people are thinking and feeling, because until your fully understand these, it’s unlikely you’ll enjoy the full capability of your team. It’s also fair to say, that whilst culture can just ‘happen,’ the out- standing ones that get talked about, both inside and out- side of any organisation, are those where efforts placed on key areas, such as, strength of leadership, communication, fairness, accountability, opportunities for progression and a genuine interest in people’s ideas and wellbeing.”
At TC Group, with offices locally in Northamptonshire and Milton Keynes these, and many more traits are very apparent. The company meets collectively four times a year, often off site, for its Quarterly Business Review, or QBR. During these sessions, each member of the five-office team is updated on all areas of the business. Different departments, service lines, boards (yes there are three, but more of that later) and forums present, showcase and discuss activity that’s happened over the past quarter or that’s planned for the next. And throughout, ‘SLIDO’ polls are held to gain insight or opinion on the varied initiatives the business is undertaking.
And it’s this insight upon which so much of the culture work is based. Stephen Watts, TC’s Managing Partner said: “We never wanted to be a Board that enforced our views on the wider team. Yes, we know what a strong culture can look like, but that culture’s shaped by ideas and collaboration on delivering those ideas, from everyone in the room. It’s why we have so many different channels to encourage, capture and share how we’d like the business to function and grow – a healthy, fun environment’s shaped by its people and supported and invested in by its leadership team.”
So, for TC Group, its QBRs aren’t just for informing, but encouraging of engagement and interaction, both at the time and beyond.
Employee Board
Each office has a physical suggestions box where ideas or challenges can be submitted anonymously – all of which are then shared and acted upon by the company’s Employee Board – a board that represents the wider employee base, but which also holds the Executive Board to account (not that they need to do that very often, such is the ‘supportive and lead by example’ nature of the exec team). During its one-year tenure, the Employee Board also works on key strategic projects that positively impact colleagues and help drive a cohesive approach to progression.
Lewis Donovan, Service Charge Manager and current Employee Board member, said: “One of my main takeaways has been gaining a network of trusted individuals throughout the firm that I can ask any type of question. This has helped with both my personal and career development. I’ve also gained an understanding of what it truly means to have an impact in a company and understand how hard our executive board works to make this a better place. Also having such a great cohort’s allowed me to challenge my own views and develop my understanding of areas I wouldn’t have thought of looking to improve upon.”
Live and breathe values
The firm’s values of Distinctive, Inclusive, Valuable, Courageous, Caring and Progressive, run through TC Group’s culture, guiding thoughts, behaviours and progression of new initiatives. And of course, it wouldn’t be right if they didn’t acknowledge those individuals who stand out for ‘living and breathing’ the values, which is why every quarter, four team members are selected from the many nominated by their colleagues, to receive not only a physical award, but also a financial one in recognition of their contribution to the company’s culture.
Whist the company had already implemented agile working, even before Covid hit, as a means of providing its workforce with a better work-life balance, it also understands the importance of coming together which is why it has a very active social committee, with a weighty budget, dedicated to all things fun!
But it’s not all play and so the company has also heavily invested in employee development, not only through professional bodies’ training programmes, such as ACCA, but also via enhanced Personal Development Plans or PDPs – which ensures all who work at TC Group can excel, not only in line with professional standards, but also their capability as individuals in a team where delivery for clients is upper- most in their minds.
Personal development goes well beyond technical skills as the company recognises how important soft skills are in driving supportive and collaborative behaviours, and harmonising the way the team delivers excellent client service and a happy environment in which to work. ‘People buy people’ is a saying the company lives by and this is endorsed by its clients. Happy people, more often than not, deliver great work, which leads to happy and loyal clients.
Being Better mindset
It’s why the team cultivates a mindset of continuous improvement at all levels and is closely bound to its motto of ‘Being Better’. This encourages a ‘defect is a treasure’ mindset, a Japanese manufacturing concept, meaning errors and failures are seen as opportunities for learning, to trigger changes in order to enhance the overall experience. And it recognises this can only be achieved by actively encourage feedback.
This is highlighted by what the company refers to as its ‘friends and family test’, which it carries out with both employees and clients via comprehensive feedback surveys to assess the strength of culture and overall satisfaction of the company. (The question being; ‘On a scale of one to ten, how likely would you recommend working here to your friends and family?). From its own employees, it scores an impressive 8.4 out of ten, whilst it achieve an even more impressive 9.2 from clients.
Emma Jones, Partner and Head of Audit, said: “It’s essential for any business that wants to get the very best out of its people and client relationships to request feedback on a regular basis, that way you’re able to assess what’s working well and where improvements can be made.”
Proactive and transparent communication
And the company is also planning for the future leadership to take the reins and maintain the culture it’s worked so hard to achieve, which is why it has created an LLP Board which provides the means to recognise and reward the next tier of leadership for their contribution to creating the culture the firm enjoys today.
Finally, TC Group celebrates diversity in the business as it sees this as a key contributor to a healthy culture, which led it to establish a Diversity, Equity and Inclusion (DEI) forum earlier this year. This has enabled it to actively drive regular interaction, reporting and the seeking of views and feedback from the wider business. It’s also provided opportunities for colleagues to educate the wider team on holy days, religious festivals, and LGBTQ+ inclusion, amongst other protected characteristics.
Stephen Watts added: “We want to create an environment where everyone feels empowered, has the support to develop personally and where efforts are suitably recognised and ensure TC Group’s an enjoyable and rewarding place to work. We firmly believe this is the foundation for delivering an exceptional client service too.
“As a Board, we always try to be proactive and transparent in our communications and recognise how important all of this is to creating a strong culture. ‘Culture eats strategy for breakfast’ is a quote from the famous management consultant Peter Drucker and one with which we firmly agree. Strategy, of course, is still important but a strong and empowering culture is a surer route to business success.”
So, whether it’s the impressive benefits package, fair reward through the company’s remuneration committee, or the emphasis on wellbeing support, or simply the fact that open, honest and constructive feedback is encouraged by all, it’s clear TC Group is a company which not only attracts great new talent, but also knows how to retain it, through its enviable approach to organisational culture.
If any business owners would like Stephen or Chris to share best practice or other people initiatives they’ve implemented then they’d be more than happy to do so.
Find out more about TC Group on 01604 746760 or visit their website.
