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Giving Something Back - The extent to which employees feel their organisation has a positive impact on society
Giving Something Back focuses on the organisation’s social responsibilities. If key factors such as ‘Leadership’ and ‘My Manager’ are performing well, it can influence the improvement of all the other factors, boosting your overall engagement.
Spring have a detailed induction folder which is given to new starters when they join the organisation to ensure consistency and so that everyone has the same experience. New starters are invited to a 'coffee and chat' with the CEO during their first few weeks, to ensure that they get an informal introduction to the business prior to their formal induction training.
Managers performance is measured during 1-2-1 meetings and more formally within annual Personal Development Reviews.
Managers performance is measured during 1-2-1 meetings and more formally within annual Personal Development Reviews.
Every person in the company, from a part time labourer to the MD has access to, and is part of, a formal development training plan called "Be the Best You Can Be".
SPE are heavily invested in the local schools project to provide opportunities for young people in a deprived area to experience the workplace. They have recently put in excess of 40 students through Work Based Learning days (WBL days) to help create "meaningful experiences" for young people locally.
SPE are heavily invested in the local schools project to provide opportunities for young people in a deprived area to experience the workplace. They have recently put in excess of 40 students through Work Based Learning days (WBL days) to help create "meaningful experiences" for young people locally.
The Leadership Team attends the manager coaching programme as participants are in mixed-level groups. Being prepared to share their experiences has helped managers of all experience levels develop their skills and further supports the principle of helping people realise their potential.
One to one coaching support is available when coaching is required on a specific area of practice or just to provide additional guidance if and when needed. Many managers are inexperienced coaches and this can help build confidence and competence.
The Leadership Team attends the manager coaching programme as participants are in mixed-level groups. Being prepared to share their experiences has helped managers of all experience levels develop their skills and further supports the principle of helping people realise their potential.
On an employees first day, the manager will use the day to familiarise the new employee with their role, their team and wider colleagues and the environment. They train all managers on how to conduct a successful induction as they understand the importance of creating the right atmosphere for a new starter straight away.
Environmental practices such as a cycle to work scheme, discouraging business travel, energy efficient IT and green energy purchasing are in place at SMT.
SMT offer generous overtime rates which pay 1.5 times or 2 times of the employees basic rate, dependent on time worked.
The firm has introduced the Medicash scheme which is available to all employees from their date of joining the firm. This scheme gives access to counselling services which can be used for any issue that is affecting an employee whether work related or not.
The firm has introduced the Medicash scheme which is available to all employees from their date of joining the firm. This scheme gives access to counselling services which can be used for any issue that is affecting an employee whether work related or not.
The firm has introduced the Medicash scheme which is available to all employees from their date of joining the firm. This scheme gives access to counselling services which can be used for any issue that is affecting an employee whether work related or not.
Before officially starting, new employees are invited in for 30 minutes to meet the team, speak with their manager and set expectations before their first day.
The organisation hold quarterly Lunch Clubs for up to 12 employees from across the business who go the extra mile in some respect or win an incentive. They generally get to have a say in what their outing entails; they always finish at lunch time on a nominated Friday.
Before officially starting, new employees are invited in for 30 minutes to meet the team, speak with their manager and set expectations before their first day.
Everyone who joins Selfridges attends The Big Yellow Welcome, an inspiring induction experience. This immerses new team members in the brand, family, values, service expectations and the Selfridges spirit, and inspires them to create an extraordinary experience for customers.
Everyone who joins Selfridges attends The Big Yellow Welcome, an inspiring induction experience. This immerses new team members in the brand, family, values, service expectations and the Selfridges spirit, and inspires them to create an extraordinary experience for customers.
Leaders actively participate, connect and communicate with team members on their digital communications platform, 'Yammer'. The executive team regularly share updates, comment on and like team member posts, bringing the business closer together.
Scottish Ballet continue to work hard with their People and Wellbeing Committee (PAWC) which is represented by a member of each team including the Artistic teams.
Scottish Ballet continue to work hard with their People and Wellbeing Committee (PAWC) which is represented by a member of each team including the Artistic teams.
Dancers are allocated a buddy when they arrive, someone who has gone through the same process and therefore can support them.
SAHA provide access to online support, they constantly review employee workload and make reasonable adjustments if needed.
Managers receive ongoing support through coaching and mentoring and paid subscriptions to the membership body.
SAHA provide access to online support, they constantly review employee workload and make reasonable adjustments if needed.
S&G Response believe in giving back to local charities and focus on children, the elderly and families in living in poverty. Employees are encouraged to collect non-perishable foods which are then donated to a local food bank.
S&G Response have bespoke manager training on basic skills, conducted externally by a training provider Lamont Jones. This includes all people management policies and procedures and soft skills development for bringing out brilliance in their teams.
S&G Response have bespoke manager training on basic skills, conducted externally by a training provider Lamont Jones. This includes all people management policies and procedures and soft skills development for bringing out brilliance in their teams.
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