Leadership - How employees feel about the head of the organisation, senior management and the organisation's values and principles
Leadership has the biggest influence on how employees feel about the organisation.
Leaders need to create inspiring visions and provide clear direction to positively Impact the My Company factor.
When it comes to Wellbeing, no amount of free fruit or stress busting classes are going to address an imbalance. Employee Wellbeing is a by-product of the leadership and management culture.
If there’s pressure at the top of your organisation, it won’t take long to be felt throughout.
The range of training and personal development opportunities available to staff at the college is outstanding. Leyton Sixth Form College are committed to the principle of ‘growing their own' and their approach to staff development has been recognised by their achieving the Investors in People Champion status. In the past year alone. The overwhelming majority of their 200+ staff completed a person QIP (Quality Improvement Project), 12 staff completed a Level 2 Counselling Award, 8 staff worked towards an MA in Leadership, 1 staff member completed Masters units, 2 staff worked towards their PGCE qualification, 8 staff achieved a PTLLS qualification (Preparing to Teach in the Lifelong Learning Sector), 1 staff member worked towards a DTLLS qualification, 1 staff member worked towards a Diploma in Marketing, 6 staff undertook an ‘Aspiring Senior Leaders' course, 1 member of staff achieved her CIPD (Personnel) professional qualification. Dozens of staff took part in teaching and learning focus groups either within college or as part of their local collaborative partnership. Dozens more became members of internal working parties addressing key issues within college.
The range of training and personal development opportunities available to staff at the college is outstanding. Leyton Sixth Form College are committed to the principle of ‘growing their own' and their approach to staff development has been recognised by their achieving the Investors in People Champion status. In the past year alone. The overwhelming majority of their 200+ staff completed a person QIP (Quality Improvement Project), 12 staff completed a Level 2 Counselling Award, 8 staff worked towards an MA in Leadership, 1 staff member completed Masters units, 2 staff worked towards their PGCE qualification, 8 staff achieved a PTLLS qualification (Preparing to Teach in the Lifelong Learning Sector), 1 staff member worked towards a DTLLS qualification, 1 staff member worked towards a Diploma in Marketing, 6 staff undertook an ‘Aspiring Senior Leaders' course, 1 member of staff achieved her CIPD (Personnel) professional qualification. Dozens of staff took part in teaching and learning focus groups either within college or as part of their local collaborative partnership. Dozens more became members of internal working parties addressing key issues within college.
The range of training and personal development opportunities available to staff at the college is outstanding. Leyton Sixth Form College are committed to the principle of ‘growing their own' and their approach to staff development has been recognised by their achieving the Investors in People Champion status. In the past year alone. The overwhelming majority of their 200+ staff completed a person QIP (Quality Improvement Project), 12 staff completed a Level 2 Counselling Award, 8 staff worked towards an MA in Leadership, 1 staff member completed Masters units, 2 staff worked towards their PGCE qualification, 8 staff achieved a PTLLS qualification (Preparing to Teach in the Lifelong Learning Sector), 1 staff member worked towards a DTLLS qualification, 1 staff member worked towards a Diploma in Marketing, 6 staff undertook an ‘Aspiring Senior Leaders' course, 1 member of staff achieved her CIPD (Personnel) professional qualification. Dozens of staff took part in teaching and learning focus groups either within college or as part of their local collaborative partnership. Dozens more became members of internal working parties addressing key issues within college.
Irvine Housing Association has maintained the bronze healthy working lives award and has just recently achieved the silver award. This has involved staff members and the HWL working group identifying which areas of health they would like to receive more information on. Information sessions were then arranged to which all staff were invited. Examples of these were alcohol awareness; they sourced time clock, beer goggles etc. and this showed what sensible alcohol measures were and the time taken for alcohol to leave your system. They promoted stress management and provided staff with a link to the "steps to deal with stress" guide. They also printed off information which was displayed and available to staff. They also held a 'glitter bug' session for staff which highlighted the importance of washing hands properly. Irvine Housing Association genuinely cares about the wellbeing of their staff and actively promotes a healthy lifestyle. They have policies and procedures in place, such as supporting staff attendance. A presentation was given to managers on supporting employee absence and subsequent training was provided to staff. All the activities we do are promoted through emails, notice boards, and word-of-mouth. The Association offers private health care and also a health benefits cash plan which is run by Simply Health. The plan is paid for by the association and there is no cost to staff. This plan encourages staff to have regular check-ups at the dentist, optician, podiatric etc. and all costs are reimbursed to staff.
As an organisation, Irvine Housing Association believes employee development is extremely important. Some of the training they do, whether in-house or off-site is compulsory, but staff are encouraged to participate in any other training that they feel may benefit them or support them in the role that they are doing. All requests for training are fully considered. A new learning and development matrix has been implemented to record and highlight all training requirements for each post within the association. In addition to general training, the association supports staff that wish to undertake college courses. Several of their housing and customer services staff are currently working towards their level 4 diploma in housing. One staff member is studying towards a master's degree and another towards a marketing diploma. The association supports these staff by paying the full cost of the course, time-off to attend and also time-off to study and take exams. Some of the other courses undertaken by staff include NEBOSH, EPC assessing and talent management assessment. Staff also have the opportunity to attend appropriate conferences which include finance, CIPD, CIH housing, repairs and maintenance. Again, all costs, whether it is a day conference or overnight stay that is required is met by the association. Irvine Housing Association over the last couple of years has participated in the North Ayrshire housing careers trainee programme. New trainees undergo an extensive training programme and spend time in each department. Recently one of their trainees was successful in being appointed to a permanent full time customer services officer.
As an organisation, Irvine Housing Association believes employee development is extremely important. Some of the training they do, whether in-house or off-site is compulsory, but staff are encouraged to participate in any other training that they feel may benefit them or support them in the role that they are doing. All requests for training are fully considered. A new learning and development matrix has been implemented to record and highlight all training requirements for each post within the association. In addition to general training, the association supports staff that wish to undertake college courses. Several of their housing and customer services staff are currently working towards their level 4 diploma in housing. One staff member is studying towards a master's degree and another towards a marketing diploma. The association supports these staff by paying the full cost of the course, time-off to attend and also time-off to study and take exams. Some of the other courses undertaken by staff include NEBOSH, EPC assessing and talent management assessment. Staff also have the opportunity to attend appropriate conferences which include finance, CIPD, CIH housing, repairs and maintenance. Again, all costs, whether it is a day conference or overnight stay that is required is met by the association. Irvine Housing Association over the last couple of years has participated in the North Ayrshire housing careers trainee programme. New trainees undergo an extensive training programme and spend time in each department. Recently one of their trainees was successful in being appointed to a permanent full time customer services officer.
Impact's vision is to be a great place to work, to be the best experiential learning provider on the planet and to be a model of sustainable enterprise. Being benchmarked in the marketplace as a Best Company to Work For is positive proof that they are working effectively together to make their vision reality and they are all incredibly proud of this achievement. At Impact they love to celebrate success. They have been lucky enough to be placed in the Times Top 100 List since 2005 and have attended every awards dinner. They know that their people are key to making Impact the best company to work for (even if we aren't placed number one!) To say thank you to their people they offer a number of places at the dinner to the entire organisation. They have awarded places to people who are nominated by colleagues for outstanding work, or simply by putting names in the hat. This approach is very popular with their employees as it recognises that their people have all paid a part in our success.
Due to the nature of their business many of their people work away from home, so to balance this, Impact extend social event invitations to partners/families wherever possible. Employees organise all social events, with time for organising and attending daytime events, given during work hours. In so many words they can't tell you all about their Christmas Party, the Impact Kids Christmas Party, complete with a visit from their Santa/CEO!, weekly Friday lunches, Silver Screw award or the End of Financial Year lunch but they can tell you about their Family Fun Day and Quadrathlon, reflecting the fun and inclusiveness of their social events. Their summer event is scheduled in the school holidays and they close the office for the afternoon to maximise attendance. Activities include bouncy castle, traditional games, crafts, a homemade piñata, canoeing and speedboat rides. Their CEO cooks a BBQ lunch and Impact Aid, their internal fundraising team, hosted a Great Impact Bake Off to raise money for their chosen charities. Their Quadrathlon is a four-part triathlon, including a lake-swim, cross-country run, mountain bike and canoe course. The course was designed and marshalled by their staff within their own hotel grounds. The competition was not just about fastest times, but also about the best fancy-dress outfits. Whilst there are small cash prizes the ultimate goal is personal glory!
Due to the nature of their business many of their people work away from home, so to balance this, Impact extend social event invitations to partners/families wherever possible. Employees organise all social events, with time for organising and attending daytime events, given during work hours. In so many words they can't tell you all about their Christmas Party, the Impact Kids Christmas Party, complete with a visit from their Santa/CEO!, weekly Friday lunches, Silver Screw award or the End of Financial Year lunch but they can tell you about their Family Fun Day and Quadrathlon, reflecting the fun and inclusiveness of their social events. Their summer event is scheduled in the school holidays and they close the office for the afternoon to maximise attendance. Activities include bouncy castle, traditional games, crafts, a homemade piñata, canoeing and speedboat rides. Their CEO cooks a BBQ lunch and Impact Aid, their internal fundraising team, hosted a Great Impact Bake Off to raise money for their chosen charities. Their Quadrathlon is a four-part triathlon, including a lake-swim, cross-country run, mountain bike and canoe course. The course was designed and marshalled by their staff within their own hotel grounds. The competition was not just about fastest times, but also about the best fancy-dress outfits. Whilst there are small cash prizes the ultimate goal is personal glory!
Hospice Isle of Man views learning and development as a vital part of its service provision. A life – limiting illness affects the body, the mind, the spirit, the social wellbeing, the family, and the care team. They strive to improve the skills, knowledge and attitudes of staff in all of these areas through the commitment to the theory of lifelong learning for all and work to continuously improve the quality of the services they provide. As well as providing courses internally for their staff and volunteers, they aspire to fulfil palliative care learning needs of those working in other health care settings. All staff have appraisals and this is an opportunity for them to identify training needs. Nursing staff have been supported to undertake degree qualification so that they have same qualification as new graduate nurses. This gives them the opportunity to apply for more senior positions when they arise. Everyone is actively encouraged to attend training in-house and elsewhere, they run communication skills courses, workshops related to palliative care and feedback sessions from international conferences as well as bespoke management training and mindfulness courses. This year staff have completed certificate in education, leadership and management courses, masters, counselling courses, advanced symptom management courses, palliative care conferences as well as fundraising and volunteering conferences in the UK.
Hospice Isle of Man views learning and development as a vital part of its service provision. A life – limiting illness affects the body, the mind, the spirit, the social wellbeing, the family, and the care team. They strive to improve the skills, knowledge and attitudes of staff in all of these areas through the commitment to the theory of lifelong learning for all and work to continuously improve the quality of the services they provide. As well as providing courses internally for their staff and volunteers, they aspire to fulfil palliative care learning needs of those working in other health care settings. All staff have appraisals and this is an opportunity for them to identify training needs. Nursing staff have been supported to undertake degree qualification so that they have same qualification as new graduate nurses. This gives them the opportunity to apply for more senior positions when they arise. Everyone is actively encouraged to attend training in-house and elsewhere, they run communication skills courses, workshops related to palliative care and feedback sessions from international conferences as well as bespoke management training and mindfulness courses. This year staff have completed certificate in education, leadership and management courses, masters, counselling courses, advanced symptom management courses, palliative care conferences as well as fundraising and volunteering conferences in the UK.
Offer training, organise regular updates, regular one to one meetings. Attend educational events and provide teaching. They also carry out appraisals. Debriefing sessions are offered. One to one counselling is available and access to complementary therapies. During Children's Hospice week managers work closely with clinical teams to ensure that communication and planning all events include everyone involved so that e.g. corporate supporters alreday working with fundraising are not approached seperately and that any advertising was conveying the Hospice message.
Their Chief Executive, Andrew Morris, has demonstrated strong leadership for nearly a quarter of a century. One of Andrew's key drivers is an eternal desire to be the best and he inspires staff with his vision. His monthly staff briefings, which welcome all staff, are refreshingly honest and open forums where no question is off limits. Andrew's down-to-earth manner, humour and professionalism earn enormous respect from everyone at the Trust. Andrew is a visible presence throughout the estate and seems to know most staff by their first names – whether they work in catering, portering or surgical services. Andrew's leadership style has helped to develop a culture that some call the ‘Frimley family'. Above all Andrew advocates a focus on the patients as individuals and urges staff never to stop thinking about how they would like their mum, dad or loved one to be treated. Andrew recognises that needs and expectations are constantly evolving and helps Trust staff understand that however good they are they must constantly improve in order to provide the local population with the health services they expect and deserve. Andrew's tireless dedication is unquestioned and no-one at the Trust works more hours or with more focus. On a snowy day a couple of years ago he went to A&E first thing to see how staff were coping and ended up rolling up his sleeves to push trolleys until more staff made it in.
Their Chief Executive, Andrew Morris, has demonstrated strong leadership for nearly a quarter of a century. One of Andrew's key drivers is an eternal desire to be the best and he inspires staff with his vision. His monthly staff briefings, which welcome all staff, are refreshingly honest and open forums where no question is off limits. Andrew's down-to-earth manner, humour and professionalism earn enormous respect from everyone at the Trust. Andrew is a visible presence throughout the estate and seems to know most staff by their first names – whether they work in catering, portering or surgical services. Andrew's leadership style has helped to develop a culture that some call the ‘Frimley family'. Above all Andrew advocates a focus on the patients as individuals and urges staff never to stop thinking about how they would like their mum, dad or loved one to be treated. Andrew recognises that needs and expectations are constantly evolving and helps Trust staff understand that however good they are they must constantly improve in order to provide the local population with the health services they expect and deserve. Andrew's tireless dedication is unquestioned and no-one at the Trust works more hours or with more focus. On a snowy day a couple of years ago he went to A&E first thing to see how staff were coping and ended up rolling up his sleeves to push trolleys until more staff made it in.
Quality Ward Walkabouts occur twice a month and are a way of gathering staff, as well as patient, feedback and comments about key issues in the ward. Walkabouts include an Executive Director, a Non-Executive Director, a Governor and a member of the Trust's Risk Team. Following the Walkabout, a template is populated with the key issues. Any negative feedback or comments are followed up and dealt with as appropriate. One example of something they have done is in response to stress levels reported in their NHS Staff Surveys. Where stress levels appear to be high, they have offered the use of an external stress audit approach. This involves a pre-survey staff briefing, a survey of staff in the area and then a follow-up focus group at which the survey results are reviewed and action is planned to reduce stress levels. 6 of these audits have been undertaken in the last year.
Encore's induction course helps to get the staff to 'buy in' to the Encore ethic at an early stage of their career covering modules like their Mission Statement, team building, company culture, the company 3 year plan and company aims and policies. This 6 day course is executed by the Directors who are able to use the time to create the teamwork mindset and pass on best practice from their combined experience of over 65 years. Encore offer Module Training/Induction Training/External Training/Management Training Acadamy. They also offer further education grants of up to £750 per person per year. The Encore Management Training Academy, developed and delivered in house by the company Directors uses the company culture to deliver industry and job related training and fast track individual learning. It's used to identify the future managers from within the business and develop new qualified members of the Management team - it is also accredited depending on modules completed and exams passed.
Encore have enlightened leaders who take a servant attitude. Their goal is to support others to achieve goals. They believe in the maxim that 'I look good if I make others look good.' They attract respect for walking the walk, they see the importance of growing people. They recognise the importance of empowering successors. Annually the MD of Encore holds branch workshops, discussing and agreeing the ENcore business plan with all staff. After this is a 'Dragons Den' suggestion scheme, for anyone to present an idea which will save the company money or improve the efficency, the idea to be outside of normal daily activity, with cash rewards for the successful ideas.
Encore have enlightened leaders who take a servant attitude. Their goal is to support others to achieve goals. They believe in the maxim that 'I look good if I make others look good.' They attract respect for walking the walk, they see the importance of growing people. They recognise the importance of empowering successors. Annually the MD of Encore holds branch workshops, discussing and agreeing the ENcore business plan with all staff. After this is a 'Dragons Den' suggestion scheme, for anyone to present an idea which will save the company money or improve the efficency, the idea to be outside of normal daily activity, with cash rewards for the successful ideas.
Throughout the year delatre hold a number of company-wide and team specific relationship building events to maintain a high employee morale, strengthen the intra-company relationships and say thanks for all the hard work their dedicated staff put forth. deltatre financially supports a 5-a-side football team that plays weekly throughout the year. Moreover, they sponsor an industry-wide philanthropic football tournament as well as theme days like Football Shirt Friday in order to raise money for charity and give back to the community. On a team level, they support departmental team building sessions like the Go-Kart outing their video team recently organised to relieve tensions during the lead up to the launch of an important project. However, the highpoints of their team building activities are unquestionably their two company wide workshops. In the summer, delatre take to the outdoors and stage a light-hearted physical activity that is fun and inclusive. Earlier this year they recreated the retro hit TV show “It's a Knock-Out” complete with absurd games and large costumes. In the winter, they stage a glitzy Christmas party for all full and part-time employees and freelancers as well as their partners. Last year's Christmas festivities took on a masquerade theme and had masked guests enjoy a three course meal and trying their luck at the casino games.
Throughout the year delatre hold a number of company-wide and team specific relationship building events to maintain a high employee morale, strengthen the intra-company relationships and say thanks for all the hard work their dedicated staff put forth. deltatre financially supports a 5-a-side football team that plays weekly throughout the year. Moreover, they sponsor an industry-wide philanthropic football tournament as well as theme days like Football Shirt Friday in order to raise money for charity and give back to the community. On a team level, they support departmental team building sessions like the Go-Kart outing their video team recently organised to relieve tensions during the lead up to the launch of an important project. However, the highpoints of their team building activities are unquestionably their two company wide workshops. In the summer, delatre take to the outdoors and stage a light-hearted physical activity that is fun and inclusive. Earlier this year they recreated the retro hit TV show “It's a Knock-Out” complete with absurd games and large costumes. In the winter, they stage a glitzy Christmas party for all full and part-time employees and freelancers as well as their partners. Last year's Christmas festivities took on a masquerade theme and had masked guests enjoy a three course meal and trying their luck at the casino games.
Placing openness as one of delatre's 4 core values truly helps to encourage and facilitate open discussion and feedback at deltatre. They use the appraisal process to create the space for giving feedback to employees and the opportunity for them to do the same with their line managers in a safe environment. Their monthly functional board meetings allow staff to present the case for new ideas. However, their bi-annual workshops are truly a unique feature because it provides an opportunity for everyone in the company to share new ideas and receive feedback from the larger cross-departmental team.
The Chief Executive has been in post for 16 years. In that time, Colne has grown in all areas and has diversified with great success. It continues to operate and compete well in a difficult environment and has remained a top quartile performer in many key areas. This is only possible with a committed and passionate leader. The Chief Executive is very visible and is accessible to all staff. He remains close to the heart of the business, which is all about delivering additional homes and providing excellent services. He delivers a consistent message or support and encouragement, backed up by a detailed knowledge of the business and individuals' roles in it. Currently, the Eastern region National Housing Federation representative, he gives Colne a national profile despite its size and area of operation. In particular, the Chief Executive allows and encourages managers and staff to train and develop, to pursue their particular interests and grow their roles as, in turn, Colne grows and develops.
Colne offers health insurance for staff pre April 2012, with all new staff now offered Health care cash plan as part of its benefits package. Other benefits include payment of the cost of eye sight tests and a contribution of £75 per annum towards new glasses when needed, 50% or £15 monthly payment towards gym membership, provision of a 'fruit day' once a week for all staff, annual flu jabs, bicycle loan for members of staff who wish to use a bike to attend meetings. Colne appointed a health champion in 2010. This has produced regular email briefings from the health champion on a range of issues from healthy eating to managing stress. Staff were also offered a free health check as part of a Health and Well being roadshow it hosted in September 2013, which included tests for cholesterol, measuring blood pressure and individual advice on healthy lifestyles following completion of a questionnaire. Between January and March 2013, Colne also arranged a virtual walk to one of the charitable organisations it provides a payroll service to, Recycle, whose bicycles are shipped to South Africa, with the winning team being awarded with vouchers for a treatment at the local health spa. The local ACE partnership, has also attended staff meetings in the past 12 months and provided presentations on alcohol awareness, healthy eating and stress awareness and coping mechanisms. Colne also has detailed personnel policies for managing stress, including the option of referral to, and funding of, counselling and support services.
The Chief Executive has been in post for 16 years. In that time, Colne has grown in all areas and has diversified with great success. It continues to operate and compete well in a difficult environment and has remained a top quartile performer in many key areas. This is only possible with a committed and passionate leader. The Chief Executive is very visible and is accessible to all staff. He remains close to the heart of the business, which is all about delivering additional homes and providing excellent services. He delivers a consistent message or support and encouragement, backed up by a detailed knowledge of the business and individuals' roles in it. Currently, the Eastern region National Housing Federation representative, he gives Colne a national profile despite its size and area of operation. In particular, the Chief Executive allows and encourages managers and staff to train and develop, to pursue their particular interests and grow their roles as, in turn, Colne grows and develops.
The appraisal process allows employees to provide feedback on the areas that affect their role and the wider company concerns. They have the opportunity to promote their ideas and thoughts on how to improve areas of the business. This information is discussed during the individual appraisal and then all comments are collated and put forward the Senior Management Team for review.
The company has an ethos of wanting to engage with the communities in which it works and for many years, in conjunction with the Local Education Authority, has run a scheme where permanently excluded students, aged between 14-19, are offered one day a week work experience. This is available for a whole school year. This has often resolved discipline problems and raised the skills level of the student. As importantly it has raised the expectation of the student and some have gone on to become apprentices within the construction industry. The company has become recognised, by the Devon Education Business Partnership and the local authorities Education and Skills Board for providers of best practice for work experience. The company is also recognised as one of the few employers in the construction industry locally who provide work experience for learners with learning difficulties or disabilities.
The company has an ethos of wanting to engage with the communities in which it works and for many years, in conjunction with the Local Education Authority, has run a scheme where permanently excluded students, aged between 14-19, are offered one day a week work experience. This is available for a whole school year. This has often resolved discipline problems and raised the skills level of the student. As importantly it has raised the expectation of the student and some have gone on to become apprentices within the construction industry. The company has become recognised, by the Devon Education Business Partnership and the local authorities Education and Skills Board for providers of best practice for work experience. The company is also recognised as one of the few employers in the construction industry locally who provide work experience for learners with learning difficulties or disabilities.
Chris is a natural leader as Cadwyn's previous Best Companies results have shown. As the leader of the organisation she operates in an open, fair and honest way and is hard working and focused on doing the right thing for tenants and employees. She adapts her leadership style to meet the needs of those she works with, providing intellectual stimulation and encouragement for people to develop. She uses a mentoring and coaching approach to empower people to make decisions and take responsibility for their decisions and actions. She has the ability to inspire people to want to make a difference and exceed customer expectations. This is important in the environment and climate Cadwyn are currently working in as resources are more limited and the business is relying on employees to do more with less. Chris has high energy levels and a drive for new projects and is willing to take risks and be accountable when things go wrong and she is not afraid to hold her hand up and say when they do. Chris encourages and maintains a no blame culture by reinforcing this in her language and behaviours. She is passionate about people, improving the lives of the people and has strong values which permeates the culture of the organisation. People enjoy working for Chris as she is truly inspirational, she never complains, is interested in employees and their lives and shares with employees the importance of what they do as an organisation.
Chris is a natural leader as Cadwyn's previous Best Companies results have shown. As the leader of the organisation she operates in an open, fair and honest way and is hard working and focused on doing the right thing for tenants and employees. She adapts her leadership style to meet the needs of those she works with, providing intellectual stimulation and encouragement for people to develop. She uses a mentoring and coaching approach to empower people to make decisions and take responsibility for their decisions and actions. She has the ability to inspire people to want to make a difference and exceed customer expectations. This is important in the environment and climate Cadwyn are currently working in as resources are more limited and the business is relying on employees to do more with less. Chris has high energy levels and a drive for new projects and is willing to take risks and be accountable when things go wrong and she is not afraid to hold her hand up and say when they do. Chris encourages and maintains a no blame culture by reinforcing this in her language and behaviours. She is passionate about people, improving the lives of the people and has strong values which permeates the culture of the organisation. People enjoy working for Chris as she is truly inspirational, she never complains, is interested in employees and their lives and shares with employees the importance of what they do as an organisation.
Every year Cadwyn get all of their employees together in one room and at the same time to have fun, meet work colleagues, celebrate the organisations achievements during the year, and hear the key priorities to focus on over the next 6 months. Employees spend a lot of time together and often work in pressurised environments/roles. Being able to have fun with work colleagues helps them to relax and have time out together. Cadwyn incorporate icebreakers/exercises into the day to provide them with an opportunity to get to know new colleagues/ones they do not interact with often by getting to know their interests - their favourite music, films, and hobbies. It also helps to build on the existing relationships they have with the ones they work closely with. Sharing these positive experiences helps remove the traditional barriers; perceptions about each other, tensions that can arise between teams etc. Their employees love to be asked their opinions, so the afternoon event is dedicated to spending time having fun doing teambuilding activities. Employees are asked how they would like to spend the afternoon, and the top 3/4 activities are chosen. Activities chosen are designed to reflect the diversity of their employees from the very competitive, those that like to do something calm and relaxing, ones that challenge the mind, take people out of their comfort zones etc. For examples last year they did dragon boating and canoeing, mini master chef learning to make sushi, mini Olympics with a pampering session or paintballing.
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