Creative breakfasts are an opportunity for people to get together and share what inspires them and excites them. The breakfast is open to all and helps people avoid getting too focused on their work and repeating themselves.
Creative breakfasts are an opportunity for people to get together and share what inspires them and excites them. The breakfast is open to all and helps people avoid getting too focused on their work and repeating themselves.
BMB are committed to minimising their environmental impact and to achieve this they promise to review their environmental performance annually, communicate their environmental policy to staff and communicate the importance of environmental issues.
Service managers have clearly defined key performance indicators that are monitored monthly. Performance reports are shared across the management team and discussed at bi-monthly management team meetings.
All frontline services have monthly externally-facilitated group supervision with a trained supervisor focusing on team dynamics and some of the issues that arise from their work with vulnerable people.
The charity runs bespoke team development days where their training manager meets with the service manager to identify key needs of the team. Together, they develop a day-long session to focus on improving the team's development.
Chief Executive Officer Charlie is often seen talking to people in the cafe or production kitchen. He's always keen to hear how people feel about working at Bigham's and also what is happening in their personal life.
On their fifth anniversary, team members are awarded £500 of growth shares and another £1,000 on their 10th. There are now more than 80 shareholders and every year the company meet to celebrate the year they've had, and to announce the new share price.
On their fifth anniversary, team members are awarded £500 of growth shares and another £1,000 on their 10th. There are now more than 80 shareholders and every year the company meet to celebrate the year they've had, and to announce the new share price.
Better Places have a High Flyers incentive running every six months, offering the opportunity for a maximum of three people to win an all expenses paid trip to New York. This has been brilliantly received and has seen six employees and their partners visit New York in 2017.
When a new consultant joins the company, they are assigned with a senior person in the market they will be working in. The shadowing takes the form of listening to calls, attending meetings and learning as much about the candidate and clients over the first three-six months.
Better Places have a High Flyers incentive running every six months, offering the opportunity for a maximum of three people to win an all expenses paid trip to New York. This has been brilliantly received and has seen six employees and their partners visit New York in 2017.
Graham visits each of the three schools every week, ensuring he is visible to all staff. The rest of the leadership team also have the same attitude, attending meetings across the schools and promoting a very friendly organisation.
Graham visits each of the three schools every week, ensuring he is visible to all staff. The rest of the leadership team also have the same attitude, attending meetings across the schools and promoting a very friendly organisation.
From the outset, employees are made aware of career flow opportunities, either at a ‘fast-track' rate or a ‘slower burn' progression, to harness the power of individuals and enable the bespoke pursuit of personal interests linked to the profession.
In 2017, the annual conference was held at Center Parcs. All staff were involved in the three-day event and got to take part in activities such as falconry, archery, quad biking, clay pigeon shooting and golf.
Bel UK believe that a happy workplace is critical to success, and the basis of intellectual activity is a healthy body. They have a number of activities to promote health and wellbeing, including stress awareness sessions, lunchtime pilates, and lessons with in-house nutritionists.
In 2017, the annual conference was held at Center Parcs. All staff were involved in the three-day event and got to take part in activities such as falconry, archery, quad biking, clay pigeon shooting and golf.
Beech Holdings have a social committee that works hard to ensure that employees spend some time together in a relaxed environment. They organise impromptu Friday drinks in the office if management feel the overall office atmosphere feels a little ‘heavy' - for example, at the end of a construction project or during tenant check-in season.
The company is committed to apprentice recruitment and development, taking school and college leavers as well as mature students through formal qualifications, such as NVQs, BTECs, HNCs, CIOBs and MRICs.
They support a different local charity every year and use it as an opportunity to create or contribute to their own events while raising money. Some examples include running the Manchester 10k and organising a charity pub quiz. Last year, employees raised around £6,000 for the Reclaim Project.
60% of Bates Wells work is for charities and not-for-profit organisations. The company regularly encourages employees to become charity trustees, holding 100 trusteeships and giving paid time off to employees for their charitable services.
60% of Bates Wells work is for charities and not-for-profit organisations. The company regularly encourages employees to become charity trustees, holding 100 trusteeships and giving paid time off to employees for their charitable services.
They used the area of weakness ‘I have hidden talents which are not recognised by my employer' as the theme for their staff away day. From this, management have agreed to focus more on internal promotions and publicise internal promotions within the BWB news.
From wellbeing blog posts to their LGBTQ+ allies network, AXA run events and promote inclusion and diversity, which is a strong part of their culture and key to positive team interactions. Employees are also encouraged to raise issues and ideas at regularly held forums.
The AXA Research Fund is responsible for research into environmental risks. Since 2007, AXA have awarded £8 million to research into climate change and natural hazards in the UK to better understand and mitigate the effects of environmental catastrophes.
The AXA Research Fund is responsible for research into environmental risks. Since 2007, AXA have awarded £8 million to research into climate change and natural hazards in the UK to better understand and mitigate the effects of environmental catastrophes.
Staff are encouraged to take part in charitable activities for Anthony Nolan outside of their usual roles. This includes helping at stem cell donor recruitment events, acting as a courier transporting stem cells for transplants, and volunteering at fundraising events.
Staff are encouraged to take part in charitable activities for Anthony Nolan outside of their usual roles. This includes helping at stem cell donor recruitment events, acting as a courier transporting stem cells for transplants, and volunteering at fundraising events.
Staff are encouraged to take part in charitable activities for Anthony Nolan outside of their usual roles. This includes helping at stem cell donor recruitment events, acting as a courier transporting stem cells for transplants, and volunteering at fundraising events.
On becoming a manager, all employees have an in-depth probationary training period ensuring all legal and regulatory knowledge is present. After that, business management and people skills are assessed through their performance management process.
Employees are trained through the use of in-house training videos, and bite-size learning through a self-service system of webinars. They also have a YouTube channel providing training videos for all staff to access additional support.
The company enjoyed a team-bonding day out when the lettings team visited Bristol Zoo to celebrate Andrew & Partner's sponsoring a dinosaur. Meanwhile, all employees in the South West had their entry paid into Bath racecourse to build relationships across the region.
Amara raised £13,000 for a range of charities and good causes last year, organising sample sales, gift appeals, raffles, coffee mornings, watt bike challenges and a host of other charitable activities.
The Wellbeing 100 programme consists of a variety of activities and events for employees to participate in, such as the Virgin Pulse Global Challenge and workshops on mental health, mindfulness, nutrition and yoga.
Amara raised £13,000 for a range of charities and good causes last year, organising sample sales, gift appeals, raffles, coffee mornings, watt bike challenges and a host of other charitable activities.
ACS Office Solutions collect all used printer toners and have their pallets collected and stored by local charities for them to reuse or recycle. They are Trustees of the HOPS Charity and award and distribute funds to nominated charities.
ACS Office Solutions collect all used printer toners and have their pallets collected and stored by local charities for them to reuse or recycle. They are Trustees of the HOPS Charity and award and distribute funds to nominated charities.
ACS Office Solutions collect all used printer toners and have their pallets collected and stored by local charities for them to reuse or recycle. They are Trustees of the HOPS Charity and award and distribute funds to nominated charities.
Employees are encouraged to volunteer at Lucy Brown House, a sheltered accommodation centre for older people. Each Christmas, they take part in the Better Bankside scheme ‘Together at Christmas', where staff donate gifts that are then given out to local homeless, elderly and vulnerable people.
Employees are encouraged to volunteer at Lucy Brown House, a sheltered accommodation centre for older people. Each Christmas, they take part in the Better Bankside scheme ‘Together at Christmas', where staff donate gifts that are then given out to local homeless, elderly and vulnerable people.
Employees are encouraged to volunteer at Lucy Brown House, a sheltered accommodation centre for older people. Each Christmas, they take part in the Better Bankside scheme ‘Together at Christmas', where staff donate gifts that are then given out to local homeless, elderly and vulnerable people.
The firm provide and maintain dedicated rest areas. There are employee review and monitoring processes, with any concerns fully investigated. While working parents are on maternity or paternity leave, they're encouraged to visit the workplace with their baby to maintain contact with colleagues.
The business operate a staff discount scheme, pension scheme, life assurance, and a charities and communities fund. They also run motivational-speaking sessions. There's a quarterly employee review scheme focusing on contributions to the overall success of the business.
The business operate a staff discount scheme, pension scheme, life assurance, and a charities and communities fund. They also run motivational-speaking sessions. There's a quarterly employee review scheme focusing on contributions to the overall success of the business.
Each year Cambridge Online take two students on a work experience programme. Each member of the Leadership Team spends time and shares their views of what it is like to run a team within a company. The students then spend time with each member of those teams to bring to see how it works in reality. This gives them a great insight into what work is really all about and how different teams interact and the views and needs of companies and their managers or employees from a real employer's perspective. The Managing Director spends time giving an overview of the pressures of managing a business and bringing together how all the departments need to work together to effect this. Additionally, there is a session on making a difference as an employee and instructions as to how companies interview and guidance on how to approach the job market. They offered a week's work experience to someone known to the Company who has recently fallen on hard times. This has given him the opportunity of regaining some self-respect and feeling valued again, giving him the benefit of a good reference and hopefully giving him the inspiration to seek further employment. They also have a team who organise various charity events for staff to attend throughout the year. These events are funded by the Company and raise a significant amount of money for a chosen charity. Cambridge Online are proud of their continued support of the apprenticeship scheme and each year aim to continue this.
Each year the Leadership Team run a series of presentations to include all members of staff entitled "The Cost of COSL". The sessions are intended to give all members of staff a detailed understanding of how the company make their money, where it comes from, where they spend it and what happens to the profits. Cambridge Online see this as a unique way to engage with staff and let them know exactly what they are contributing towards. In running these sessions, they feel that they lead from the front in demonstrating honest and openness of communication, improving awareness and helping people to understand how their individual actions contribute to the overall success of the Company. They have implemented a Lean and 6 Sigma culture and have commenced a programme of workshops designed to raise awareness of how individuals can contribute to the Company's greater success by working in cross-functional teams. David, the CEO, strikes an excellent balance between compassion and focus. He has really energised and focussed the team but remains fully aware that everyone who works at the company is a person with personal responsibilities and needs. David has created a culture of empowerment reversing 33 years of autocratic management. This has been achieved through an open communication style and building a Leadership Team with complementary skill sets to each other. In order to define the strategic direction of the company, David introduced the "6 Pillars" of the business. They are based on the 6 core principles. There are projects and activities aligned to each pillar with timescales and ownership. This is published on the intranet for all staff to view.
Each year Cambridge Online take two students on a work experience programme. Each member of the Leadership Team spends time and shares their views of what it is like to run a team within a company. The students then spend time with each member of those teams to bring to see how it works in reality. This gives them a great insight into what work is really all about and how different teams interact and the views and needs of companies and their managers or employees from a real employer's perspective. The Managing Director spends time giving an overview of the pressures of managing a business and bringing together how all the departments need to work together to effect this. Additionally, there is a session on making a difference as an employee and instructions as to how companies interview and guidance on how to approach the job market. They offered a week's work experience to someone known to the Company who has recently fallen on hard times. This has given him the opportunity of regaining some self-respect and feeling valued again, giving him the benefit of a good reference and hopefully giving him the inspiration to seek further employment. They also have a team who organise various charity events for staff to attend throughout the year. These events are funded by the Company and raise a significant amount of money for a chosen charity. Cambridge Online are proud of their continued support of the apprenticeship scheme and each year aim to continue this.
YWR supports the learning and development process within the company with talent planning, a detailed career structure and internal promotion process. They also have in house staff dedicated to providing training and bespoke mentoring. All employees have an individualised training programme, which is linked directly to the appraisal format and their career potential.
YWR supports the learning and development process within the company with talent planning, a detailed career structure and internal promotion process. They also have in house staff dedicated to providing training and bespoke mentoring. All employees have an individualised training programme, which is linked directly to the appraisal format and their career potential.
A dedicated mentor is assigned to each of YWR's Managers who undergo the training programme. They provide ongoing coaching and mentoring based on the training programme provided within all divisions of the company. The management programme has catch-up sessions to ensure peers support one another during the learning process, as well as the senior staff providing general feedback. The company's best feature is their open house session on a monthly basis, whereby learners can speak to YWR's in-house L&D team regarding any aspects of their learning which they are having difficulty translating back to their daily activities. There are a number of ways in which the company measure the performance of Managers, including quarterly reviews with their Line Manager to identify issues and training requirements. They also hold regular engagement sessions with employees to establish any issues with their Line Management, which are then further addressed at review.
Yarlington are constantly rethinking and reinvigorating how they can help their team learn more and develop their approach. A recent example of this is when the company delivered a series of three half day workshops to five different management teams across the business, helping them explore the new Investors in people framework so that they could take ownership of it and use it to improve their approach to leadership, performance management and continuous improvement. Yarlington also offer bespoke workshops for individuals and teams with specific learning needs and believe that investing in face to face learning allows people to interact with colleagues and their L&D Adviser in a safe and learning orientated environment. The staff are now working in a more agile way through the ELearning Academy, a web based application which gives everyone access to the Infinity Library of courses, covering everything from IT Skills and Finance to Personal Development and Written English. For those who wish to continue their professional development, the Yarlington Bursary enables people to access the best academic courses available to them and then apply what they learn at work on a daily basis.
Yarlington are constantly rethinking and reinvigorating how they can help their team learn more and develop their approach. A recent example of this is when the company delivered a series of three half day workshops to five different management teams across the business, helping them explore the new Investors in people framework so that they could take ownership of it and use it to improve their approach to leadership, performance management and continuous improvement. Yarlington also offer bespoke workshops for individuals and teams with specific learning needs and believe that investing in face to face learning allows people to interact with colleagues and their L&D Adviser in a safe and learning orientated environment. The staff are now working in a more agile way through the ELearning Academy, a web based application which gives everyone access to the Infinity Library of courses, covering everything from IT Skills and Finance to Personal Development and Written English. For those who wish to continue their professional development, the Yarlington Bursary enables people to access the best academic courses available to them and then apply what they learn at work on a daily basis.
Yarlington are constantly rethinking and reinvigorating how they can help their team learn more and develop their approach. A recent example of this is when the company delivered a series of three half day workshops to five different management teams across the business, helping them explore the new Investors in people framework so that they could take ownership of it and use it to improve their approach to leadership, performance management and continuous improvement. Yarlington also offer bespoke workshops for individuals and teams with specific learning needs and believe that investing in face to face learning allows people to interact with colleagues and their L&D Adviser in a safe and learning orientated environment. The staff are now working in a more agile way through the ELearning Academy, a web based application which gives everyone access to the Infinity Library of courses, covering everything from IT Skills and Finance to Personal Development and Written English. For those who wish to continue their professional development, the Yarlington Bursary enables people to access the best academic courses available to them and then apply what they learn at work on a daily basis.
Xoserve have a reward toolbox where colleagues, team leaders and managers can recommend a reward as immediate recognition for employees in relation to a piece of work, consistent behaviours and such. The toolbox offers managers the choice of rewards such as, gift vouchers, team meals, meals for up to 4 people and Additional Annual Leave. Managers are also able to offer an Ex-gratia payments. The company also utilises their internal social network, Yammer, to acknowledge successes both individual and team related. They hold an Annual Christmas party for all staff and a summer event, this year's summer event was a family fun day where employees could bring guests and children or relatives to the event which included, It's a knock out, food, bouncy castles, entertainment and face painting. Xoserve host Customer Service awards where employees have the opportunity to nominate a colleague for good service, if successful they are awarded a voucher. Donut and cupcake deliveries to thank staff for supporting various initiatives. Various awards are given for employees for the following length of service, from just a year to up to 50 years! The level of award differs for each milestone.
Xoserve have a reward toolbox where colleagues, team leaders and managers can recommend a reward as immediate recognition for employees in relation to a piece of work, consistent behaviours and such. The toolbox offers managers the choice of rewards such as, gift vouchers, team meals, meals for up to 4 people and Additional Annual Leave. Managers are also able to offer an Ex-gratia payments. The company also utilises their internal social network, Yammer, to acknowledge successes both individual and team related. They hold an Annual Christmas party for all staff and a summer event, this year's summer event was a family fun day where employees could bring guests and children or relatives to the event which included, It's a knock out, food, bouncy castles, entertainment and face painting. Xoserve host Customer Service awards where employees have the opportunity to nominate a colleague for good service, if successful they are awarded a voucher. Donut and cupcake deliveries to thank staff for supporting various initiatives. Various awards are given for employees for the following length of service, from just a year to up to 50 years! The level of award differs for each milestone.
Xoserve charity partners all represent a business theme or consideration, rather than supporting a random selection of charities. Activities are planned, based around an events calendar, involving internal and external events. The themes are, addressing the future workforce's needs by fundraising for The Prince's Trust who are supporting young people with life skills, specifically mathematics and technology. Promoting a healthy workplace by fundraising for Mind. Supporting the local community by fundraising for Birmingham St Mary's Hospice. And Xoserve's very own grant making charity, the Xoserve Foundation Activities includes an Office Olympic Games and Christmas Jumper Day to 5k runs and a skydive. The company have an active employee volunteering programme that focusses on skill-development. Colleagues can volunteer as a team or individually. They partner a school in a disadvantaged part of Solihull and provide a range of enterprise and careers advise, including a work experience programme for A-level students and a Customer Services workshop to Year 9. They also have an apprenticeship scheme, where they take on 3 apprentices each year for an 18 month paid placement.
Xero UK have an ‘All Hands' meeting fortnightly which is recorded and circulated, and have weekly Friday Night Drinks in both their Milton Keynes and London offices in order to encourage communication and a more sociable form of engagement. They have a pool table, ping pong, space invaders and play station so employees can relax and enjoy each other's company further in the office. Use Officevibe, a weekly engagement check-in tool, allows for employees to comment on 10 factors and to give feedback and dialogue about how they are feeling about work.
Xero UK receive support from their own Learning and Development Specialist. Some employees have had further coaching than that given at the beginning of employment. They have a monthly People Managers Meeting and PX are there to support and advise. Some employees are going on to do a coaching qualification themselves. 360 degree feedback is given annually. There is increasing use of Workday to initiate feedback. Engagement is measured by Officevibe and reported real time on a weekly basis to ensure that employees are happy at work. The company work hard to maintain a two-way flow of information.
Xero UK have an ‘All Hands' meeting fortnightly which is recorded and circulated, and have weekly Friday Night Drinks in both their Milton Keynes and London offices in order to encourage communication and a more sociable form of engagement. They have a pool table, ping pong, space invaders and play station so employees can relax and enjoy each other's company further in the office. Use Officevibe, a weekly engagement check-in tool, allows for employees to comment on 10 factors and to give feedback and dialogue about how they are feeling about work.
Perhaps the strongest indication from the Xceed Leadership Team is that 50% of their bonuses are related to ‘Demonstrating Values'. For many years the company have had Spirit Awards which are now Value Awards. These are ‘surprise' and personalised ‘awards' or prizes for ‘catching someone doing something great' that are always tied to the company values. Xceed's Founders, CEO and Board are actively involved in the business. The CEO hosts a ‘welcome' meeting or call with all new joiners within their first week. The Leadership Team also has a schedule of internal communications so that each area of the business is heard from regularly, as well as a weekly ‘Friday Five' that provides an overview of events and headlines for each week. Xceed also have both Town Halls and Open Forums. The CEO chairs the Future Leaders Programme and has an active role in leading people initiatives and working groups. This is in addition to a strong ‘open door policy', whereby anyone and everyone is encouraged to come straight to the CEO with any concerns or issues.
Perhaps the strongest indication from the Xceed Leadership Team is that 50% of their bonuses are related to ‘Demonstrating Values'. For many years the company have had Spirit Awards which are now Value Awards. These are ‘surprise' and personalised ‘awards' or prizes for ‘catching someone doing something great' that are always tied to the company values. Xceed's Founders, CEO and Board are actively involved in the business. The CEO hosts a ‘welcome' meeting or call with all new joiners within their first week. The Leadership Team also has a schedule of internal communications so that each area of the business is heard from regularly, as well as a weekly ‘Friday Five' that provides an overview of events and headlines for each week. Xceed also have both Town Halls and Open Forums. The CEO chairs the Future Leaders Programme and has an active role in leading people initiatives and working groups. This is in addition to a strong ‘open door policy', whereby anyone and everyone is encouraged to come straight to the CEO with any concerns or issues.
Xceed offer a Line Managers Toolkit in the form of on-going coaching from an external Hogan Assessor and an informal Mentorship programme that is run internally. The Line Managers' Toolkit provides templates, guide-notes, best practices and policies for each step of a Line Manager's role. The Mentoring scheme matches mentors and mentees based on interests, personality and priorities. Line Manager performance is measured inline with the overall company objectives and performance framework. This requires a minimum of Quarterly reviews, with Objectives and PDPs being updated, Performance and Potential ratings being submitted and 360 feedback being solicited, reviewed, analysed and stored. Additionally, the People Function and Leadership Team review results and trends from Xceed's six weekly ‘Pulse Poll', which can highlight areas for focus. Finally, on a quarterly basis, the Board and Leadership team reviews data on attrition, churn and promotion and progress by team and Managers, all with the goal of highlighting and remediating any issues that relate to one team or Line Manager.
This year White Stuff relaunched its benefit offer on a new online platform called ‘The Biscuit Tin'. The site went live in June 2016 for the annual benefit selection window and was a huge success, seeing a 65% increase in total logins compared to the same time last year. The Biscuit Tin offers a complete information hub with easy navigation to benefits. Employees can select their benefits whenever they wish, giving them the power to control when and how they access their rewards. The site is fully interactive, containing videos and help guides to enable their family to make choices that are right for their lifestyle. Employees can use The Biscuit Tin to claim on their insurances, access discounts and review their Total Reward Statement. They re-designed the Total Reward Statement for the June 2016 launch and employees can now see the value and split of their package at-a-glance. Staff can drill down on each element of their Reward to explore how the building blocks of their package. There is also access to historical reward statements for detailed comparison of individual's pay and benefits over time. This year they have also used The Biscuit Tin to build awareness of retirement planning and pension savings amongst their family. There is an interactive pension-modelling tool where employees can adjust their contributions, pension fund and retirement projections to get the most out of their investments. The site gives access to the annual Pension Newsletter that explains the performance of the Default Pension Fund, where 90% of the White Stuff family is invested.
This year White Stuff relaunched its benefit offer on a new online platform called ‘The Biscuit Tin'. The site went live in June 2016 for the annual benefit selection window and was a huge success, seeing a 65% increase in total logins compared to the same time last year. The Biscuit Tin offers a complete information hub with easy navigation to benefits. Employees can select their benefits whenever they wish, giving them the power to control when and how they access their rewards. The site is fully interactive, containing videos and help guides to enable their family to make choices that are right for their lifestyle. Employees can use The Biscuit Tin to claim on their insurances, access discounts and review their Total Reward Statement. They re-designed the Total Reward Statement for the June 2016 launch and employees can now see the value and split of their package at-a-glance. Staff can drill down on each element of their Reward to explore how the building blocks of their package. There is also access to historical reward statements for detailed comparison of individual's pay and benefits over time. This year they have also used The Biscuit Tin to build awareness of retirement planning and pension savings amongst their family. There is an interactive pension-modelling tool where employees can adjust their contributions, pension fund and retirement projections to get the most out of their investments. The site gives access to the annual Pension Newsletter that explains the performance of the Default Pension Fund, where 90% of the White Stuff family is invested.
This year White Stuff relaunched its benefit offer on a new online platform called ‘The Biscuit Tin'. The site went live in June 2016 for the annual benefit selection window and was a huge success, seeing a 65% increase in total logins compared to the same time last year. The Biscuit Tin offers a complete information hub with easy navigation to benefits. Employees can select their benefits whenever they wish, giving them the power to control when and how they access their rewards. The site is fully interactive, containing videos and help guides to enable their family to make choices that are right for their lifestyle. Employees can use The Biscuit Tin to claim on their insurances, access discounts and review their Total Reward Statement. They re-designed the Total Reward Statement for the June 2016 launch and employees can now see the value and split of their package at-a-glance. Staff can drill down on each element of their Reward to explore how the building blocks of their package. There is also access to historical reward statements for detailed comparison of individual's pay and benefits over time. This year they have also used The Biscuit Tin to build awareness of retirement planning and pension savings amongst their family. There is an interactive pension-modelling tool where employees can adjust their contributions, pension fund and retirement projections to get the most out of their investments. The site gives access to the annual Pension Newsletter that explains the performance of the Default Pension Fund, where 90% of the White Stuff family is invested.
Whitbread strive to support and encourage development within their Management populations. When Managers are appointed to a new role they are assigned a mentor who will be an experienced and high performing operator at the same level. In Premier Inn the ‘Shooting Stars' programme supports team members as they progress into their first management role all the way through to being an experienced multi-site manager. Whitbread also have Apprenticeships programmes to develop and support team members, starting from an Intermediate level 2 through to an MSC level 7 in Multi Site Management. Across Premier Inn 398 Apprentices have been promoted, 102 to Operations Manager, 58 to Assistant Operations Manager, 166 to a Premier Inn Host, 58 to Head Housekeeper and 14 to Head Chef. Health & Safety also features heavily, with bi-annual audits conducted by an external provider to ensure that all sites and Managers are compliant with health & safety laws and internal targets relating to the safety of team members. Across Whitbread they measure management performance through their Whitbread in numbers card or ‘WINcards', which is split into four central measures: Winning Teams, Customer Heartbeat, Profitable Growth and Good Together.
Whitbread strive to support and encourage development within their Management populations. When Managers are appointed to a new role they are assigned a mentor who will be an experienced and high performing operator at the same level. In Premier Inn the ‘Shooting Stars' programme supports team members as they progress into their first management role all the way through to being an experienced multi-site manager. Whitbread also have Apprenticeships programmes to develop and support team members, starting from an Intermediate level 2 through to an MSC level 7 in Multi Site Management. Across Premier Inn 398 Apprentices have been promoted, 102 to Operations Manager, 58 to Assistant Operations Manager, 166 to a Premier Inn Host, 58 to Head Housekeeper and 14 to Head Chef. Health & Safety also features heavily, with bi-annual audits conducted by an external provider to ensure that all sites and Managers are compliant with health & safety laws and internal targets relating to the safety of team members. Across Whitbread they measure management performance through their Whitbread in numbers card or ‘WINcards', which is split into four central measures: Winning Teams, Customer Heartbeat, Profitable Growth and Good Together.
Whitbread strive to support and encourage development within their Management populations. When Managers are appointed to a new role they are assigned a mentor who will be an experienced and high performing operator at the same level. In Premier Inn the ‘Shooting Stars' programme supports team members as they progress into their first management role all the way through to being an experienced multi-site manager. Whitbread also have Apprenticeships programmes to develop and support team members, starting from an Intermediate level 2 through to an MSC level 7 in Multi Site Management. Across Premier Inn 398 Apprentices have been promoted, 102 to Operations Manager, 58 to Assistant Operations Manager, 166 to a Premier Inn Host, 58 to Head Housekeeper and 14 to Head Chef. Health & Safety also features heavily, with bi-annual audits conducted by an external provider to ensure that all sites and Managers are compliant with health & safety laws and internal targets relating to the safety of team members. Across Whitbread they measure management performance through their Whitbread in numbers card or ‘WINcards', which is split into four central measures: Winning Teams, Customer Heartbeat, Profitable Growth and Good Together.
The Senior Management Team promote excellence, community, trust and ambition in everything they do. They empower and encourage staff to raise the bar for customers and deliver excellence through team meetings, speaking at Managers' forums and other staff events, as well as by talking informally to staff. When it comes to community, they regularly visit Wheatley's communities to engage with staff and residents, particularly when they hold events to celebrate improvements in neighbourhoods, such as the launch of new homes or a programme to upgrade existing homes. They are always ambitious to do more for their communities and they lead this activity both strategically and by encouraging staff to focus on designing and delivering excellent services for customers. The senior team have been instrumental in setting up the Wheatley Foundation, a new charitable trust which distributes grant funding to community, employability and digital inclusion projects. They also led on the successful campaign to attract £300m new funding on the public bond markets to enable the organisation to build thousands of new and affordable homes in their communities. Additionally Wheatley Group has developed a new environmental training programme – the Changing Lives programme - aimed at unemployed customers who are experiencing difficulty securing employment due to lack of work history, offending background, disability etc. The Wheatley Group Apprenticeship programme targets young people from communities who have been disadvantaged, are less likely to be engaged in schools and are furthest away from the job market. In 2016 they have taken on 86 split into business admin, housing, horticulture, sustainable resource management (environmental) and for the first time this year they have created care apprenticeships, as they see this as a growing opportunity for jobs.
Wheatley Group's approach to rewarding people has been reviewed with the employee voice. This has resulted in what is now called the W.E. Reward and W.E. Benefits, with an extensive package and approach to reward and recognition now in place. WE Benefits contains an extensive range of benefits that people can draw from to suit need and choice, for example health services and insurance, contribution to eye and dental care, cycle to work support, the ability to buy extensions to annual leave, study leave, funding for education and qualifications, paid summer work placements for family and friends, salary sacrifice for childcare vouchers, discount vouchers with a range of retailers, the option to buy technology and digital equipment at discounts and pay from salary interest free via an employer scheme, discounted legal and conveyancing services, a counselling service and much more.
Due to the hazardous nature of some Wessex Water locations, for example the sewage treatment works and the industrial laundry, occupational health surveillance is instituted to all employees to identify and prevent the development of potential causes of harm and to also determine existing health problems. This health surveillance includes a screening questionnaire issued to new all employees, an annual health screening questionnaire that checks up on employee's health in the workplace, a clinical assessment that takes place if issues are raised, including a hearing test, examination of vascular and neurological function, skin assessment, eyesight and blood pressure. As a final stage, a doctor will conduct a medical assessment should chronic problems be discovered. Occupational health professionals are also able to provide support with stresses in the workplace. Wessex Water Enterprises also operates an Employee Assistance Programme which offers free and confidential telephone counselling and free legal signposting for issues that can cause anxiety and stress.
Wessex Water Enterprises are working with local charity Young Bristol to turn their vision on sustainability and renewable energy into artwork. The project will create three separate designs, which will be displayed in the new meeting space at the Avonmouth site offices at Bristol sewage treatment works. The youth driven charity works to offer a range of opportunities for all young people and the project with Wessex Water Enterprises will involve 40 young people, ranging from 8 to 16 years old, from clubs in the local communities of Avonmouth. Additionally, if any employees are taking part in a fundraising event for a local charity, Wessex Water Enterprises helps employees raise more money through their Community PlusFund scheme. For every £1 raised by staff members for a local charity, Community PlusFund will match it up to a maximum of £250. Wessex Water Enterprises also teamed up with the Prince's Trust to offer work placements to six young people struggling with long-term unemployment. They were asked to carry out a range of different duties and after impressing both Managers and colleagues, each of the trainees were rewarded with further employment within the business.
Wessex Water Enterprises recognises the hard work from all of their employees and is committed to ensuring staff members have a comfortable work life balance. As a result, employees are strongly encouraged to take advantage of the company's exclusive staff discount portal, Rewards4u, which offers a host of discounts for a variety of retailers. The portal is accessible at any time through the intranet ‘Source', where offers can help employees save money or even earn cash back. To suit the needs of every employee across the divisions, there are local offers available for restaurants, sports activities such as Bristol Sport tickets and even automotive services. In addition, employees are able to earn cash back when booking holidays through specific websites and can claim childcare vouchers or save on adventure days out. The company also have an ongoing feedback scheme 'Eureka', which encourages innovative thinking across the employee structure. A reward of £100 is given if an idea is implemented and the scheme has proven to open interdepartmental working opportunities and promotions in specific business areas.
Weleda have implemented a refreshed and more professional performance management process this year, consistently applied to all staff. This includes regular informal 1-2-1 catch up meetings (at least monthly) and a formal annual review. Those with people responsibility have a consistent 'people objective'. Failure to deliver against this objective would have consequences for overall performance ratings and potential performance related pay increases. There is a "Lead my Team" objective to follow Weleda UK's performance management calendar and process which involves agreeing SMART objectives & development priorities with each individual's team, holding monthly 1-2-1s, an interim review and a formal, annual PDR. In addition, to support and challenge each person to help them deliver; listen, set a good example and coach each person to learn and grow and to seek feedback from my team at least once a year.
Weleda have a self-managed weekly newsletter called "The Compost Heap" which has been running for two and a half years. Each individual or team submits material to a central email address compost.heap@weleda.co.uk and one of the marketing team then compiles that week's edition. There is no leadership censorship and the newsletter has developed its own "tone of voice" over time. The content is a varied mixture of light-hearted "news", PR, Awards, customer feedback, people news and business updates. They also have a private Facebook page open to all employees where news, photos and links to relevant websites can been shared 24/7. A handful of staff act as administrators and in the 3+ years the page has existed there have been zero instances of content requiring moderation or removal.
In addition to generous monetary bonuses, all employees at WFAC can earn 'Chorlty Chips' (CCs) for doing everyday things, such as attending work each day or meeting their quality expectations. The company have created an online shop where employees can spend their CCs to get goods such as vouchers, family days out or additional leave. Similar to online banking, each employee also has their own balance, prominent when they log on. Another jewel in WFAC's crown is their ‘Achievements' feature. Appealing to their young workforce, the company ventured outside the box and decided to create a system that mirrors a video game. Agents can ‘unlock' Achievement Points (AP) for completing a range of activities, some that are easily attained, such as logging onto the system for the first time and others which are more challenging, such as the agent's customers receiving over one million pounds worth of offers in a month. These APs can then be exchanged for currency in the internal shop.
WFAC are currently supporting ‘All Creatures Great and Small', a local animal charity that rescues and re-homes animals. They were recently in a dire financial situation, so the company asked employees to dig deep to support the charity through paying to 'dress down'. WFAC don't just ask for monetary donations though, they also support their re-homing efforts by posting the details of available pets on the internal newsletter 'Tintern Times'. There is even a collection bin in the reception area where employees can donate pet food. Another cause the company are currently supporting is a local child named Lily-May, who has a genetic disorder that affects the central nervous system. WFAC are supporting her family to fund the building of a sensory room, all to provide Lilly-May with additional stimulus through donations, a football tournament and other events. The company have also helped a local retirement home by donating radios, so that the elderly residents would be less lonely.
In addition to generous monetary bonuses, all employees at WFAC can earn 'Chorlty Chips' (CCs) for doing everyday things, such as attending work each day or meeting their quality expectations. The company have created an online shop where employees can spend their CCs to get goods such as vouchers, family days out or additional leave. Similar to online banking, each employee also has their own balance, prominent when they log on. Another jewel in WFAC's crown is their ‘Achievements' feature. Appealing to their young workforce, the company ventured outside the box and decided to create a system that mirrors a video game. Agents can ‘unlock' Achievement Points (AP) for completing a range of activities, some that are easily attained, such as logging onto the system for the first time and others which are more challenging, such as the agent's customers receiving over one million pounds worth of offers in a month. These APs can then be exchanged for currency in the internal shop.
WDP operates a Health, Safety & Wellbeing handbook. They also have a Staff Handbook that includes a stress management policy and guide aimed at Managers and team members. The handbook includes suggestions about how to notice and mitigate stress. WDP's approach to flexible working contributes to employee wellbeing, as does their investment in employee learning and development. The company's L&D team delivers training open to all employees, which is particularly useful for practitioners engaging with service users. It covers noticing signs of stress, supporting team members, stress reduction techniques, ways to minimise stress and next steps if more than self-care is required. Most teams engaging directly with client caseloads also receive group clinical supervision with an external clinical supervisor or an alternative suitable reflective space.
Westminster Drug Project (WDP) has in the past had a fully funded internal OCN accredited staff qualification course to help new practitioners evidence their competency. The company's commitment to employee development includes investing in competency, qualifications and also continuing their professional development programmes. The organisation believes in growing talent and approximately 40% of their Managers are home grown. The annual WDP Staff Away Day took place on Monday 21st and Tuesday 22nd November, hosted at the Irish Centre in Camden. Both days were a resounding success, with a number of achievements from the past year discussed and celebrated. Each day began with some introductory words from the Chair Yasmin Batliwala and the joint Chief executives, Arun Dhandayudham and Manish Nanda. The morning and afternoon workshops followed, consisting of Breaking Free Online, Informal Learning at WDP, Teamwork and Change and Working with Young People. All workshops were informative and interactive, highlighting WDP's intention of growing. The SAVA awards further emulated this theme, celebrating the diligence and dedication of WDP staff throughout their various centres.
WDP's monthly Line Manager supervision process is very supportive, as well as focused on performance management. Employees Managers conduct a one to one return to work interview after every absence, which includes ensuring that the individual is indeed well enough to be at work and to help identify any underlying issues. The organisation also offers 360 coaching, 360 feedback and an annual appraisal for staff.
In addition to their extensive pay and benefits package, performance related bonuses and intangible benefits such as flexible working and a great working environment, VocaLink also have an employee recognition scheme that seeks to reward employees for efforts that are over and above their usual role. The recognition award scheme is directly linked to the company behaviours of commercial, courageous, collaborative, transparent and respectful. Anyone across the business can nominate their colleagues against one or more of these behaviours through the recognition portal. As each nomination is made with supporting information, a post is made on the intranet which contains all the details of the nomination and is available to 'like' and comment on. All the nominations are then assessed by a panel made up of colleagues from across the business. Three nominations per month are crowned 'winners' and in addition to the immediate recognition from the nomination itself, these employees are awarded £100, which can be redeemed at a range of shops and restaurants. In addition, teams of people that are nominated could win a quarterly prize of up to £500 towards a team celebration. Each year three 'overall' winners are selected by a panel to receive £1,500. The scheme is regularly reviewed and refreshed to ensure that it is in line with our behaviours and the needs of all employees.
In addition to their extensive pay and benefits package, performance related bonuses and intangible benefits such as flexible working and a great working environment, VocaLink also have an employee recognition scheme that seeks to reward employees for efforts that are over and above their usual role. The recognition award scheme is directly linked to the company behaviours of commercial, courageous, collaborative, transparent and respectful. Anyone across the business can nominate their colleagues against one or more of these behaviours through the recognition portal. As each nomination is made with supporting information, a post is made on the intranet which contains all the details of the nomination and is available to 'like' and comment on. All the nominations are then assessed by a panel made up of colleagues from across the business. Three nominations per month are crowned 'winners' and in addition to the immediate recognition from the nomination itself, these employees are awarded £100, which can be redeemed at a range of shops and restaurants. In addition, teams of people that are nominated could win a quarterly prize of up to £500 towards a team celebration. Each year three 'overall' winners are selected by a panel to receive £1,500. The scheme is regularly reviewed and refreshed to ensure that it is in line with our behaviours and the needs of all employees.
The ‘Pennies from Heaven' scheme allows employees to donate the pennies from their salary to charity. Monthly salaries are rounded down and the most anyone can give a month is £0.99. VocaLink also ask employees to vote for a new charity each year, with the current charity being Cancer Research UK. One Friday per month is allocated to charity fundraising. The company also allocate a number of colleague days per year for employees to book and fundraise for a charity of their choice. VocaLink is committed to helping to strengthen its surrounding communities and encourage their employees to get involved in their communities through volunteering. All permanent and fixed term contractors are entitled to one volunteering day per year. VocaLink have also formed a partnership with Pilotlight, a not for profit organisation who match directors from charities and social enterprises with teams of senior business people to plan for sustainability, development and growth. The company have nine members of their Executive and Senior Leadership Team who are working as mentors and coaches with charities across the UK, providing their business and personal experience to develop strategic and business plans.
This year for Vertex's annual day of service, they supported a number of local causes. These included SmartWorks who provide business attire for those interviewing to return to work, the Hammersmith Garden project to maintain a local school nature garden, and the Selby Trust community hub, helping them to repaint areas of the centre and maintain their fencing. This year they supported SmartWorks, who provide appropriate business clothing to people in need so that they can look smart for interview to help them gain employment. Support involved donating, sorting and ironing clothes ready for when they are required.
Communication of the company's mission and values starts on day one at Vertex's new employee induction and is something that the company feel very strongly about. They also have a recognition programme which focuses on the everyday implementation of the company values and rewards employees for the ways in which they do this.
This year for Vertex's annual day of service, they supported a number of local causes. These included SmartWorks who provide business attire for those interviewing to return to work, the Hammersmith Garden project to maintain a local school nature garden, and the Selby Trust community hub, helping them to repaint areas of the centre and maintain their fencing. This year they supported SmartWorks, who provide appropriate business clothing to people in need so that they can look smart for interview to help them gain employment. Support involved donating, sorting and ironing clothes ready for when they are required.
Twice a year companywide training events on employment law are provided, as well as managerial skills sessions for all Managers. Urgo also give 360 assessments for people Managers. As part of the annual appraisal process, Managers are assessed versus the Urgo Managerial competencies. A talent review day also takes place each year, where each Manager is presented by their line Manager to the Leadership Team in order to identify high potential people and to also create development plans.
Twice a year companywide training events on employment law are provided, as well as managerial skills sessions for all Managers. Urgo also give 360 assessments for people Managers. As part of the annual appraisal process, Managers are assessed versus the Urgo Managerial competencies. A talent review day also takes place each year, where each Manager is presented by their line Manager to the Leadership Team in order to identify high potential people and to also create development plans.
Twice a year companywide training events on employment law are provided, as well as managerial skills sessions for all Managers. Urgo also give 360 assessments for people Managers. As part of the annual appraisal process, Managers are assessed versus the Urgo Managerial competencies. A talent review day also takes place each year, where each Manager is presented by their line Manager to the Leadership Team in order to identify high potential people and to also create development plans.
At Unicef, different teams adopt different practices according to their needs. These include weekly stand up meetings to share priorities for the week and to ask for assistance if they need it using a red /amber / green status flag, which indicates their workload to colleagues. There is also the use of instant messaging or communication apps such as WhatsApp to share information, updates and to ask questions, plus the use of Skype or FaceTime to dial colleagues into meetings. Each year, Unicef bring all employees together for an all staff away day. This is an engaging event which gives real meaning and purpose to everyone's jobs by connecting people to the impact their efforts and Unicef's work is having for children around the world. 2016's event was themed around Children on the Move. They had informative presentations from colleagues working in their Jordan and Lebanon country offices and heard from inspiring young people about the positive impact one of their UK Programmes 'Rights Respecting Schools' is having on their lives. Staff also had the opportunity to participate in a humanitarian emergency simulation and take a virtual reality tour of a refugee camp.
During a recent strategy process at Unicef, members of their Executive team ran face to face briefing sessions for employees in which they shared their refreshed primary purpose / mission statement and showed how their strategic plans and ways of working together will help achieve their vision of a world fit for every child. Their Executive Director also presented on this at their all staff away day in September. These are a couple of ways that Unicef help colleagues to see how the work they do contributes to the bigger picture. As part of Unicef UK's induction programme, all new colleagues take part in a half day interactive workshop that is focused on introducing their Common Approach values and explaining how they work together to achieve their ambitious goals for children. Their Common Approach values are first mentioned during the recruitment of new staff. They are an important part of the induction and on-boarding of new colleagues. They also conduct 360 feedback as part of the end of probation review to ensure that new recruits are able to model these values in their work with others.
At Unicef, different teams adopt different practices according to their needs. These include weekly stand up meetings to share priorities for the week and to ask for assistance if they need it using a red /amber / green status flag, which indicates their workload to colleagues. There is also the use of instant messaging or communication apps such as WhatsApp to share information, updates and to ask questions, plus the use of Skype or FaceTime to dial colleagues into meetings. Each year, Unicef bring all employees together for an all staff away day. This is an engaging event which gives real meaning and purpose to everyone's jobs by connecting people to the impact their efforts and Unicef's work is having for children around the world. 2016's event was themed around Children on the Move. They had informative presentations from colleagues working in their Jordan and Lebanon country offices and heard from inspiring young people about the positive impact one of their UK Programmes 'Rights Respecting Schools' is having on their lives. Staff also had the opportunity to participate in a humanitarian emergency simulation and take a virtual reality tour of a refugee camp.
UCAS support a number of community and charitable initiatives as part of their Wellbeing Strategy. There is a wide range of activities that have been organised or sponsored, as well as hosting awareness days, event sponsorship (e.g. Cheltenham Science Festival, sporting events), sustainable travel activities and events to support the personal health and wellbeing of employees. UCAS employees also participate in a number of charitable events using three paid volunteering days each year, as well as some doing these in their own time. Activities include paired reading at local schools, young persons' mentoring, practice interviews for Year 10 & 11 students and participating in local education provider sporting tournaments. UCAS also opens its grounds to local schools for allotment development and pond-dipping, all to support local educational programmes and curriculums. Furthermore UCAS recently hosted the Cheltenham Qualifying Round of Debating Matters, which is a national debating competition for sixth form students. UCAS is also a proud sponsor of the competition and a number of employees commit their time to serve as judges at various levels of the competition.
UCAS support a number of community and charitable initiatives as part of their Wellbeing Strategy. There is a wide range of activities that have been organised or sponsored, as well as hosting awareness days, event sponsorship (e.g. Cheltenham Science Festival, sporting events), sustainable travel activities and events to support the personal health and wellbeing of employees. UCAS employees also participate in a number of charitable events using three paid volunteering days each year, as well as some doing these in their own time. Activities include paired reading at local schools, young persons' mentoring, practice interviews for Year 10 & 11 students and participating in local education provider sporting tournaments. UCAS also opens its grounds to local schools for allotment development and pond-dipping, all to support local educational programmes and curriculums. Furthermore UCAS recently hosted the Cheltenham Qualifying Round of Debating Matters, which is a national debating competition for sixth form students. UCAS is also a proud sponsor of the competition and a number of employees commit their time to serve as judges at various levels of the competition.
As part of their total reward framework, UCAS operate employee-led recognition schemes known as Shining Stars and Shining Teams to both recognise and celebrate the hard work and achievements of their people on a regular basis. Often team members can see the day to day effort and hard work that individuals put in and this is their opportunity to acknowledge it. A large proportion of the success of this scheme can be attributed to what people can be rewarded for because the scheme nomination criteria is directly linked to their core values – Customer, Commitment, Agility, Team, Outcomes and Extraordinary. Colleagues are acknowledged for their outstanding work, achievements, ideas and teamwork on a quarterly basis and are made a fuss of at a celebratory drinks reception and by having their name and nomination displayed in the UCAS restaurant for all to see. Winners also receive retail vouchers for them to select a gift that is personal to them and that they will really value.
Tusker have several "break-out" areas which are equipped with comfortable seating, food preparation equipment and drinks machines which enable employees to switch off from work during their breaks. Additionally, they have televisions available for employees to watch in these spaces, as well as activities including darts and table tennis available for staff to participate in. Tusker also run a bike hire scheme for employees to enhance fitness levels and a greener form of transport. Each team member has the ability to turn their phone to "do not disturb" in order to aid focus on their roles or to complete tasks without interruption. Tusker actively encourages this practice. Tusker carefully monitors the skill sets of individuals and ensures staff are in appropriate roles. Further training is provided for those who require support, as is a change of role for those who find their current skillset isn't matched to their existing role.
Tusker have several "break-out" areas which are equipped with comfortable seating, food preparation equipment and drinks machines which enable employees to switch off from work during their breaks. Additionally, they have televisions available for employees to watch in these spaces, as well as activities including darts and table tennis available for staff to participate in. Tusker also run a bike hire scheme for employees to enhance fitness levels and a greener form of transport. Each team member has the ability to turn their phone to "do not disturb" in order to aid focus on their roles or to complete tasks without interruption. Tusker actively encourages this practice. Tusker carefully monitors the skill sets of individuals and ensures staff are in appropriate roles. Further training is provided for those who require support, as is a change of role for those who find their current skillset isn't matched to their existing role.
Consistent messaging is at the heart of everything that Tusker do. The Senior Management Team ensure that all information which is distributed throughout the organisation is in accordance with the company's goals and objectives, while remaining accessible and engaging for the teams. The CEO and Senior Leadership Team embody most of the values which have been incorporated within the vision and objectives of the organisation. Committed to a familial approach to the organisation, the Senior Leadership Team have an open door policy where employees are encouraged to share ideas to maximise the success of the company. The leadership team are unafraid of change and are willing to review ideas from all levels of the company at various opportunities. The CEO and CFO have both been recognised for their commitment to the business and its development with awards from a prestigious publication. David Hosking, CEO has in 2016 been awarded the "CEO of the Year" and David Brockwell, CFO has been awarded "CFO of the Year" by Finance Monthly. Tusker itself has been recognised as a whole for its ethical and sustainable development practices. Each Director personally meets new starters in order to welcome them into the company in order to foster good relationships from the outset, while also sharing key information about working practices and company policies. The Senior Management Team all attend the communications meeting on a quarterly basis in order to be available to answer queries and respond to questions which might arise from the information being shared. The CEO has just agreed to lead a team of 20 in a charity fundraising event, tough mudder, which is a muddy assault course over 12km.
As a rapidly growing company, Total Assist runs a regular and dedicated internal recruitment academy for new staff. This gives new team members a fully supported environment to learn their new role amongst their peers before they progress to a consultant desk of their own. The company have also found this is a great way for new starters to mix with existing employees and promotes a family feel within the company.
Senior Management operate an open door policy and actively spend their time amongst floor staff to support and provide assistance, promoting a feeling of all employees being on the same level and encouraging team members to talk to Senior Managers about any concerns that they may have. Senior Management perpetually seek ways to recognise and reward outstanding achievement, for example floor walking, taking the time to get to know every team member personally and taking an active interest in team members' well-being and personal development.
As a rapidly growing company, Total Assist runs a regular and dedicated internal recruitment academy for new staff. This gives new team members a fully supported environment to learn their new role amongst their peers before they progress to a consultant desk of their own. The company have also found this is a great way for new starters to mix with existing employees and promotes a family feel within the company.
A key goal for 2016 was to make the learning and development within The Perfume Shop accessible to everyone. By creating the Learning Ladder for stores the company have been able to map out a very clear four step development plan. The Ladder looks at store based employees, Sales Assistants, Supervisors, Deputy Managers and Store Managers. It identifies both required training and external qualifications. There are also programmes that promote talent within each role, such as The Perfume Masters and TMA. The company have also provided every Head Office and Operations team member a £200 GROW account. This is to spend on their own development and encourages the individual to take ownership of learning. Every store employee who joins the business receives a Perfume School box. The box contains ‘Foundation,' the first of their modular learning. Once completed the business provide a chance for the individual to increase their knowledge with the Diploma Level. For those who have demonstrated a real passion for product and expertise The Perfume Shop will then provide sponsorship to an external qualification, The Fragrance Foundation.
In order to effectively develop both newly recruited and internally promoted Managers, The Perfume Shop offer a programme called The Management Academy. It starts with a period of job shadowing in an established store, followed by a week long face to face training session. The face to face session is a blended experience and includes assessments, presentations, interactive quizzes and a practical experience in the ‘Mock Shop'. Store Managers are measured on business KPIs, including but not limited to sales, average selling price and compliance. These are weekly measures. The Perfume Shop also measures development needs by "Me Plans" and plot results onto a skills wheel. This score is then averaged to provide a talent score and is used as part of talent development. The FISH philosophy is always used at daily team huddles to set standards for performance. Head Office Managers' performance is also measured twice a year through formal reviews and objectives, which are then captured on a system. All Managers are expected to have formal performance conversations with members of their team at least twice per year, as well as regular one to one's.
A key goal for 2016 was to make the learning and development within The Perfume Shop accessible to everyone. By creating the Learning Ladder for stores the company have been able to map out a very clear four step development plan. The Ladder looks at store based employees, Sales Assistants, Supervisors, Deputy Managers and Store Managers. It identifies both required training and external qualifications. There are also programmes that promote talent within each role, such as The Perfume Masters and TMA. The company have also provided every Head Office and Operations team member a £200 GROW account. This is to spend on their own development and encourages the individual to take ownership of learning. Every store employee who joins the business receives a Perfume School box. The box contains ‘Foundation,' the first of their modular learning. Once completed the business provide a chance for the individual to increase their knowledge with the Diploma Level. For those who have demonstrated a real passion for product and expertise The Perfume Shop will then provide sponsorship to an external qualification, The Fragrance Foundation.
At the Girls' Day School Trust, the Senior Management Team refer to their values when presenting or participating in workshops. They are also used as a framework when difficult decisions need to be taken. They have appointed subject champions to promote collaboration between their staff and have also increased the range of events for students to allow them more opportunities to collaborate and compete. The CEO's stated aim is that 10% of staff in every school will spend one day a year in one of their other schools or academies. Putting girls first guides their approach to key investments in their estate, as they want the teaching and learning environment to be first-rate for all the pupils in their care. The Girls' Day School Trust's Leader engages with employees on a day to day basis through regular email updates, vlogs, regular school visits, annual school reviews with Heads and their Senior Leadership Team. She will always attend results day and prize giving in the schools and regularly speaks at school events.
At the Girls' Day School Trust, the Senior Management Team refer to their values when presenting or participating in workshops. They are also used as a framework when difficult decisions need to be taken. They have appointed subject champions to promote collaboration between their staff and have also increased the range of events for students to allow them more opportunities to collaborate and compete. The CEO's stated aim is that 10% of staff in every school will spend one day a year in one of their other schools or academies. Putting girls first guides their approach to key investments in their estate, as they want the teaching and learning environment to be first-rate for all the pupils in their care. The Girls' Day School Trust's Leader engages with employees on a day to day basis through regular email updates, vlogs, regular school visits, annual school reviews with Heads and their Senior Leadership Team. She will always attend results day and prize giving in the schools and regularly speaks at school events.
At the Girls' Day School Trust, the Senior Management Team refer to their values when presenting or participating in workshops. They are also used as a framework when difficult decisions need to be taken. They have appointed subject champions to promote collaboration between their staff and have also increased the range of events for students to allow them more opportunities to collaborate and compete. The CEO's stated aim is that 10% of staff in every school will spend one day a year in one of their other schools or academies. Putting girls first guides their approach to key investments in their estate, as they want the teaching and learning environment to be first-rate for all the pupils in their care. The Girls' Day School Trust's Leader engages with employees on a day to day basis through regular email updates, vlogs, regular school visits, annual school reviews with Heads and their Senior Leadership Team. She will always attend results day and prize giving in the schools and regularly speaks at school events.
The Consortium recognise employees for their efforts by awarding 'a Value Champion' of the month. Each winner is then entered into a draw to win Employee of the Year. This is voted for by all staff and the winner is announced at the annual End of Year presentation. The company also offer an All Staff discretionary bonus scheme, with payment based on company performance.
The Consortium offers everyone a core health care provision, which includes dental and optical cover. As part of a wider group, the company also offer an employee assistance programme, a free phone advisory service offering 24 hour, 365-day support and guidance on a range of areas including bereavement, money trouble, addictions and relationship breakdown. There is an open minded approach to work flexibly, a cycle to work scheme, healthy food options in the canteen and an outdoor green space with garden furniture for colleagues to enjoy their breaks. The organisation believes that good management practices can help reduce work-related stress. Examples of practices The Consortium use include making sure employees understand what they have to do and how to do it by meeting training needs, involving employees in the way work is carried out and having clear procedures for handling misconduct and poor performance.
The Consortium offers everyone a core health care provision, which includes dental and optical cover. As part of a wider group, the company also offer an employee assistance programme, a free phone advisory service offering 24 hour, 365-day support and guidance on a range of areas including bereavement, money trouble, addictions and relationship breakdown. There is an open minded approach to work flexibly, a cycle to work scheme, healthy food options in the canteen and an outdoor green space with garden furniture for colleagues to enjoy their breaks. The organisation believes that good management practices can help reduce work-related stress. Examples of practices The Consortium use include making sure employees understand what they have to do and how to do it by meeting training needs, involving employees in the way work is carried out and having clear procedures for handling misconduct and poor performance.
The Car Finance Company use the 70:20:10 model as the basis of their learning and development strategy in order to focus development on topics that Managers have the opportunity to put into practice immediately in order to be the most effective. Their Leadership and Development Manager has facilitated meetings being held by the Leadership Team as part of their development programme. A group of Team Leaders are presenting at their departments conference for the first time, so they have been supported to develop their presentation and to deliver it building their confidence. A group of Managers took part in a workshop on performance management ahead of the company's quarterly review process. They believe this is a more practical approach and allows delegates to put changes into practice more effectively. Employees can also get involved in coaching and mentoring programmes, which the company find to be more useful as short technical training sessions. Finally performance is always measured against quarterly objectives.
The Car Finance Company use the 70:20:10 model as the basis of their learning and development strategy in order to focus development on topics that Managers have the opportunity to put into practice immediately in order to be the most effective. Their Leadership and Development Manager has facilitated meetings being held by the Leadership Team as part of their development programme. A group of Team Leaders are presenting at their departments conference for the first time, so they have been supported to develop their presentation and to deliver it building their confidence. A group of Managers took part in a workshop on performance management ahead of the company's quarterly review process. They believe this is a more practical approach and allows delegates to put changes into practice more effectively. Employees can also get involved in coaching and mentoring programmes, which the company find to be more useful as short technical training sessions. Finally performance is always measured against quarterly objectives.
Quarterly town hall meetings are held for all Line Managers and round table meetings for all employees in order to discuss issues and recognise successes which have proven to be particularly effective given that the business is growing so quickly. The Car Finance Company have previously put on workshops where everyone participated in deciding the priorities for the following quarter, as well as one that focused on what Managers would do to make sure they had great communication across the business. In order to communicate the company mission, vision and values they are printed on posters and mugs so they are always present within the office. Performance is also reviewed against the values.
Every year The Access Group runs Big Break, where all staff are given the choice of two days extra holiday or a long weekend in Spain with their colleagues as a reward for their efforts. The Spain trip is more popular than ever and this year over 200 staff members went on the company holiday, which offered an all-inclusive hotel and a range of activities and nights out. If you were to ask anyone in the company what is unique about this company their first answer would definitely be Spain.
Every year The Access Group runs Big Break, where all staff are given the choice of two days extra holiday or a long weekend in Spain with their colleagues as a reward for their efforts. The Spain trip is more popular than ever and this year over 200 staff members went on the company holiday, which offered an all-inclusive hotel and a range of activities and nights out. If you were to ask anyone in the company what is unique about this company their first answer would definitely be Spain.
Every year The Access Group runs Big Break, where all staff are given the choice of two days extra holiday or a long weekend in Spain with their colleagues as a reward for their efforts. The Spain trip is more popular than ever and this year over 200 staff members went on the company holiday, which offered an all-inclusive hotel and a range of activities and nights out. If you were to ask anyone in the company what is unique about this company their first answer would definitely be Spain.
At Test Direct all new starters undergo a one-week induction course outlining all of the company's tools and processes, as well as an overview of how Test Direct work as consultants. This is followed up with regular four week reviews during Probation. Following probation quarterly performance reviews then take place. Everyone has an Individual Development plan that is reviewed regularly by their Manager and the People and Talent Director. In addition to external certification courses, Test Direct have their own Training Database where there are 100s of documents, courses and templates for employees to read when they need them. Test Direct have an annual Company Training Plan focusing on the needs of their consultants, remaining at the forefront of technology and tools. Courses are arranged to meet the needs and skills required by both individuals and the business and the company offer external and online courses that lead to certifications and accreditations.
In addition to providing training for technical skills, all Test Direct Managers will attend Management and Consultancy in-house training and external courses, such as ISTQB Advanced Test Manager. The company also provide in-house training to all Managers on how to manage and conduct Performance Reviews, complete IDP's, Conflict Management and Delivering Effective Feedback. Test Direct have also just changed their Performance Reviews process so instead of every six months it is now quarterly. The company have done this to make it a simpler, quicker and more meaningful process. There are three quarterly reviews: self-assessment, client feedback and manager feedback, followed by a full detailed annual review. This covers managerial aspects of their roles such as project deliverables, client interfaces etc. Managers are assessed against specific objectives, dependent upon their roles and also based around a set of expected behaviours. Reviews are then countersigned to ensure consistency across the company and also look at utilisation of consultants as a metric of performance.
At Test Direct all new starters undergo a one-week induction course outlining all of the company's tools and processes, as well as an overview of how Test Direct work as consultants. This is followed up with regular four week reviews during Probation. Following probation quarterly performance reviews then take place. Everyone has an Individual Development plan that is reviewed regularly by their Manager and the People and Talent Director. In addition to external certification courses, Test Direct have their own Training Database where there are 100s of documents, courses and templates for employees to read when they need them. Test Direct have an annual Company Training Plan focusing on the needs of their consultants, remaining at the forefront of technology and tools. Courses are arranged to meet the needs and skills required by both individuals and the business and the company offer external and online courses that lead to certifications and accreditations.
Knowledge Hubs allow employees who have an interest in a particular area of the company. They are encouraged to get involved with specialist knowledge hubs and also draw upon information shared through Temple's document management system. Work shadowing is also used throughout the company to assist other colleagues with their work and to help them gain further knowledge of different areas. There are regular secondments to other positions, both internally and externally, in order to gain additional skills and experience. For example, Temple have recently opened two secondment positions in their business development team to give consultants experience in this aspect of consultancy. The company also pay for training costs and provide paid study leave for employees seeking to up skill or obtain additional qualification like a Master's Degree or Diploma. Junior employees are given the opportunity to line manage work experience students and interns as a means of giving them the experience in people management. On top of all this a structured 12-month programme of educational sessions on business and core technical services is provided by Temple, as well as Leadership masterclasses where Senior managers run a course of 1 to 2 hour discussion groups that focus on aspects of business leadership and behaviours, for example collaborative behaviours, risk and opportunity analysis. This is open to managers and other staff in management positions across the organisation.
Senior Managers demonstrate commitment to a professional and open environment though their day to day actions. They have a constant presence in the office, are approachable and actively engage with staff at all levels. In addition to leadership responsibilities, they are involved directly with technical delivery of project work and also have direct contact with junior staff frequently. They attend staff socials and take part in fund raising activities. They'll always help out with mundane tasks if there is a need for more resources, for example you will often find the MD making tea for junior colleagues. They also participate in a variety of other meetings, some of which are led by more junior team members. They invite staff at all levels to participate, both formally and informally, in staff briefings. The Managing Director Chris Fry regularly joins the staff on social events and is known to wear red socks for Red Nose day and silly jumpers for the Christmas Jumper competition.
Senior Managers demonstrate commitment to a professional and open environment though their day to day actions. They have a constant presence in the office, are approachable and actively engage with staff at all levels. In addition to leadership responsibilities, they are involved directly with technical delivery of project work and also have direct contact with junior staff frequently. They attend staff socials and take part in fund raising activities. They'll always help out with mundane tasks if there is a need for more resources, for example you will often find the MD making tea for junior colleagues. They also participate in a variety of other meetings, some of which are led by more junior team members. They invite staff at all levels to participate, both formally and informally, in staff briefings. The Managing Director Chris Fry regularly joins the staff on social events and is known to wear red socks for Red Nose day and silly jumpers for the Christmas Jumper competition.
At Telstra, all of those new to management attend an external training course. This year the company have a new internally run leadership programme, which is run for all Telstra's leaders around the world. All Senior Executives attend a three day residential “Connected Leadership” course in Australia. All leaders then attend a three day “Business Leader Programme” and all aspiring leaders attend a two day “Emerging Leaders Programme”. Leaders are encouraged to have a Mentor somewhere around the Telstra globe. At least once a year every employee sits down with their Manager to talk about what development they need and would like in order to do their job well. Conversations are recorded onto individual success plans and any requirements for external development are therefore captured. Telstra also have People Leader forums, where leaders are invited to discuss issues and share opinions and advice. The company also encourage their leaders to go through a 360° feedback exercise, as the feedback can raise issues which may or may not need formal development or coaching.
Telstra have a Social Committee formed of a good cross-representation of people from around the business. This year the Social Committee have introduced a team-based points scoring system, which really gets different people together who would not usually work with one another. Every member of staff is allocated to one of the teams. At the end of the financial year, the team with the most accrued points win a team event of their choice, which will be funded by Telstra and will be in work-time, for example a meal out, drinks or an activity of their choice. Over the course of the year there are many different and varied activities where people can score points for their team. Activities include a Rugby World Cup challenge, a Step Challenge, a Bake-Off Competition and a Pub Quiz. In addition, the competition between teams has increased banter and helped foster a more competitive, collaborative but fun approach to socialising. Telstra also have a newly formed Brilliantly Connected Women's group for their ladies, including guest speakers, social events and walking groups.
Telstra have a Social Committee formed of a good cross-representation of people from around the business. This year the Social Committee have introduced a team-based points scoring system, which really gets different people together who would not usually work with one another. Every member of staff is allocated to one of the teams. At the end of the financial year, the team with the most accrued points win a team event of their choice, which will be funded by Telstra and will be in work-time, for example a meal out, drinks or an activity of their choice. Over the course of the year there are many different and varied activities where people can score points for their team. Activities include a Rugby World Cup challenge, a Step Challenge, a Bake-Off Competition and a Pub Quiz. In addition, the competition between teams has increased banter and helped foster a more competitive, collaborative but fun approach to socialising. Telstra also have a newly formed Brilliantly Connected Women's group for their ladies, including guest speakers, social events and walking groups.
As a company tech21 invest heavily in providing an amazing work environment for their colleagues to work in, so as a company they encourage employees to give something back to the community. In the last three months they have introduced a policy to allow employees to volunteer and in return they offer paid time off for up to three days per year. tech21's company philosophy is to “pass it on”. This essentially means pass on the benefits that they provide to support local communities who are in need. Last year they managed to raise a total of just over £9,000 through activities that their employees had participated in. Through the local dragon boat race employees raised money for the NSPCC. This is just the start, their focus next year is to partner with a local charity and run different fundraising activities that employees can be involved with to help raise money and give back to the local community.
tech21 have a learning and development policy to ensure that they are enabled to support professional growth in the business where the company can fund training at all levels – so far with 100% approval as they are keen to develop teams and watch them grown and move up in the business. They also have mentors in the business aligned to colleagues identified as potential for the future through performance reviews, this allows them to provide more insight into the business and they have been purposely paired with someone outside their function and specializing in an area that the company are keen to develop. One thing that tech21 have been excited to introduce is their pass it on policy, allowing colleagues to look into volunteer work or other things that will give back to the community or wider and develop them on a personal level. They hold lunch and learn sessions and they have colleagues for example who train colleagues in house from their own skills – excel for example.
As a company tech21 invest heavily in providing an amazing work environment for their colleagues to work in, so as a company they encourage employees to give something back to the community. In the last three months they have introduced a policy to allow employees to volunteer and in return they offer paid time off for up to three days per year. tech21's company philosophy is to “pass it on”. This essentially means pass on the benefits that they provide to support local communities who are in need. Last year they managed to raise a total of just over £9,000 through activities that their employees had participated in. Through the local dragon boat race employees raised money for the NSPCC. This is just the start, their focus next year is to partner with a local charity and run different fundraising activities that employees can be involved with to help raise money and give back to the local community.
Open communication and accessibility to the senior team are key within Tate. Through spending time in the branch network and asking for feedback in terms of what's working and what should change there is an environment of continuous improvement. Everyone has a voice and opinions and ideas are valued. The Regional Directors hold a weekly conference call to share news and updates and send out a weekly update highlighting achievements and performance. The values at Tate are not just something written on a piece of paper, or in the Boardroom, they are actively practised in the business, and there is an expectation within Tate that all employees, including Senior Management, demonstrates them at all times. They ran a survey earlier this year about values and engagement in the business to identify people's concerns and issues. The results of this survey were shared from the senior management team addressing all of the questions and providing solutions and answers to ensure everyone feels their opinion is valuable to the business. The CEO lives the brand and the culture with a capability of making the vision a reality and he is always very visible and accessible within the business, working from each branch and constantly asking for feedback. His style is very inclusive and he build strong relationships with all employees. He has a sense of humour and appreciates that hard work and gaining results don't have to be to the detriment of fun along the way. David is very highly regarded and respected in the business, very approachable, open and interested in everyone. He is results oriented, but ensures great customer satisfaction is at the forefront of everything Tate do.
Open communication and accessibility to the senior team are key within Tate. Through spending time in the branch network and asking for feedback in terms of what's working and what should change there is an environment of continuous improvement. Everyone has a voice and opinions and ideas are valued. The Regional Directors hold a weekly conference call to share news and updates and send out a weekly update highlighting achievements and performance. The values at Tate are not just something written on a piece of paper, or in the Boardroom, they are actively practised in the business, and there is an expectation within Tate that all employees, including Senior Management, demonstrates them at all times. They ran a survey earlier this year about values and engagement in the business to identify people's concerns and issues. The results of this survey were shared from the senior management team addressing all of the questions and providing solutions and answers to ensure everyone feels their opinion is valuable to the business. The CEO lives the brand and the culture with a capability of making the vision a reality and he is always very visible and accessible within the business, working from each branch and constantly asking for feedback. His style is very inclusive and he build strong relationships with all employees. He has a sense of humour and appreciates that hard work and gaining results don't have to be to the detriment of fun along the way. David is very highly regarded and respected in the business, very approachable, open and interested in everyone. He is results oriented, but ensures great customer satisfaction is at the forefront of everything Tate do.
Open communication and accessibility to the senior team are key within Tate. Through spending time in the branch network and asking for feedback in terms of what's working and what should change there is an environment of continuous improvement. Everyone has a voice and opinions and ideas are valued. The Regional Directors hold a weekly conference call to share news and updates and send out a weekly update highlighting achievements and performance. The values at Tate are not just something written on a piece of paper, or in the Boardroom, they are actively practised in the business, and there is an expectation within Tate that all employees, including Senior Management, demonstrates them at all times. They ran a survey earlier this year about values and engagement in the business to identify people's concerns and issues. The results of this survey were shared from the senior management team addressing all of the questions and providing solutions and answers to ensure everyone feels their opinion is valuable to the business. The CEO lives the brand and the culture with a capability of making the vision a reality and he is always very visible and accessible within the business, working from each branch and constantly asking for feedback. His style is very inclusive and he build strong relationships with all employees. He has a sense of humour and appreciates that hard work and gaining results don't have to be to the detriment of fun along the way. David is very highly regarded and respected in the business, very approachable, open and interested in everyone. He is results oriented, but ensures great customer satisfaction is at the forefront of everything Tate do.
In many businesses the contributions of 'backroom staff' can be forgotten; however at Swansway they do things differently. On a regular basis the company celebrate the 'backroom staff' by asking the Managers to nominate a colleague who they believe has made an outstanding contribution to the business, is not expecting an extra reward and who is a shining example of company culture and values. The awards are given every quarter and the number of winners is not limited. Wherever there is a nomination and the Unsung Hero board considers it be valid, the nominee will receive a trophy to keep, is treated to afternoon tea and even a £50 voucher to treat themselves to a gift.
The creation and evolution of the Swansway Company values 'Caring, Honest & Proud' have become truly ingrained in the company's culture. This has only been possible through employee buy-in and this involves all Senior Management within the Company. The values are used as a 'sensor check' for all decision making within the organisation, the results of which filter down from board level to Senior Managers and beyond. This has promoted trust, confidence and engagement within all practices of the organisation. Michael Smyth is not only the Chairman of Swansway Group, but also the founder. He has been in the motor retail business for 48 years and is incredibly passionate about what he does. With the gritty training of life as a door to door salesman for Hoover, Michael built the business from scratch, always with the drive and determination to be the best. Through the years Michael has embraced change, always been open to new ideas and ways of doing things and is happy to share his knowledge with his staff. Everyone knows that Michael is happy to roll his sleeves up and lead the way. He is honest, expects honesty in return and is rightly proud of the business he has built and of the people who have helped him to build it.
In many businesses the contributions of 'backroom staff' can be forgotten; however at Swansway they do things differently. On a regular basis the company celebrate the 'backroom staff' by asking the Managers to nominate a colleague who they believe has made an outstanding contribution to the business, is not expecting an extra reward and who is a shining example of company culture and values. The awards are given every quarter and the number of winners is not limited. Wherever there is a nomination and the Unsung Hero board considers it be valid, the nominee will receive a trophy to keep, is treated to afternoon tea and even a £50 voucher to treat themselves to a gift.
All of the offices have the Core Values printed as large vinyl's onto the wall. Swanstaff promote the company ambition right from the outset at interview stage, through to the induction and this is also spoken about regularly by the CEO and Management team at events andtraining. Swanstaff ‘thank you' badges on the HR system refer to the Core Values so that staff can recognise when someone has met the value. The annual appraisal process, probation reviews and monthly one on one supervisions also refer to the core values and staff are asked to reflect on how well they work to these values and how well they feel these are reflected in the company culture. These are also spoken about in the induction video, showing new employees how these are reflected in every day work. Employees often recite these core values when speaking to clients and candidates - they are also shared with candidates through the Ambassadors programme.
Swanstaff encourage people to share good news or innovative ideas via the ‘All Staff' email thread. This increases communications and opens up visibility of best practice. They run regular team challenges including a "Spaghetti Tower" challenge that took place at a recently quarterly meeting ensuring groups sat with other branch and teams to encourage cross company communication and interaction. They encourage their staff to thank their colleagues, this is done via the system ‘People HR' and notifies the employee when they have received thanks. This has been used over 150 times in the last month alone.
All of the offices have the Core Values printed as large vinyl's onto the wall. Swanstaff promote the company ambition right from the outset at interview stage, through to the induction and this is also spoken about regularly by the CEO and Management team at events andtraining. Swanstaff ‘thank you' badges on the HR system refer to the Core Values so that staff can recognise when someone has met the value. The annual appraisal process, probation reviews and monthly one on one supervisions also refer to the core values and staff are asked to reflect on how well they work to these values and how well they feel these are reflected in the company culture. These are also spoken about in the induction video, showing new employees how these are reflected in every day work. Employees often recite these core values when speaking to clients and candidates - they are also shared with candidates through the Ambassadors programme.
If they are not consistent or authentic in articulating their purpose and values internally, Stott and May becomes just another recruiter in an already crowded marketplace. As such they are constantly pushing the envelope and finding new ways of articulating ‘the Stott and May' way of doing things. They believe it starts with the workplace and in an attempt to create a positive and unique work environment for our staff to dare to fail Stott and May have created themed offices, including Alice in Wonderland in New York and Charlie and the Chocolate Factory in London. The company wants their employees to think laterally and to be the ‘dreamers of dreams' or the ‘music makers', all of which was the underlying philosophy behind the office transformations. Founder and CEO Stephen Stott commented “It's a fun and slightly wacky idea I came up with and it's been evolving ever since. The story of Charlie and the Chocolate Factory is really all about pushing creative boundaries and, much the same as Willy Wonka's factory, I wanted the office to be a space for innovation, where staff could think big and not be afraid to fail. We're not your typical corporate company and I wanted the office to reflect that.”
Stott and May launched their Career Progression Scheme this year for both sales and support functions, with the scheme enabling development and progression within the business that is seemingly limitless. The CPS is supported by a blend of internal and external training sessions, as well as useful desk coaching. As well as all this Stott and May have paired up with Andrew Sillitoe, founder of The Strategic Team Coach, who uses a unique method to quantify the health and psychological state of staff, monitor the level of fatigue, observe in real-time the psychological impact of recruitment and enable staff to manage thoughts, feelings and emotions under pressure using biofeedback during phone calls. A mentoring system is also put in place for senior managers using external industry experts, with everything stemming back to the Career Progression Scheme. Managers are measured through the performance of their teams and also engagement across the whole business. The company reviews teams on a monthly basis through the Career Progression Scheme and always takes the temperature of engagement each quarter.
Stott and May launched their Career Progression Scheme this year for both sales and support functions, with the scheme enabling development and progression within the business that is seemingly limitless. The CPS is supported by a blend of internal and external training sessions, as well as useful desk coaching. As well as all this Stott and May have paired up with Andrew Sillitoe, founder of The Strategic Team Coach, who uses a unique method to quantify the health and psychological state of staff, monitor the level of fatigue, observe in real-time the psychological impact of recruitment and enable staff to manage thoughts, feelings and emotions under pressure using biofeedback during phone calls. A mentoring system is also put in place for senior managers using external industry experts, with everything stemming back to the Career Progression Scheme. Managers are measured through the performance of their teams and also engagement across the whole business. The company reviews teams on a monthly basis through the Career Progression Scheme and always takes the temperature of engagement each quarter.
During the year STL removed water machines from each office and one plumbed in machine was installed in the centre of as an alternative. This encourages staff to get up and walk to the machine. They also introduced a Wednesday waddle, where staff had a lunchtime walk together if they wanted around the local canal or village. STL also provide fruit and a smaller number of larger printers to encourage people to get up from their desks. There is a staff room including a Wii, computer, large screen TV, sofas and magazines. STL provide ice cream on hot days, books in the staff room for all staff to use and all staff can book an appointment with any Manager for ten minutes to discuss anything they would like or to chat to HR.
STL use spot awards, which are £50 gift cards that are presented to an employee if they have gone above and beyond their job description, thereby showing appreciation for the efforts shown. Office staff awards are given in front of the whole office in a two-minute ceremony they are then followed up to remote staff. Remote staff awards are posted but emailed to all staff. As well as showing appreciation, the awards encourage employees to work hard and to live the company values.
During the year STL removed water machines from each office and one plumbed in machine was installed in the centre of as an alternative. This encourages staff to get up and walk to the machine. They also introduced a Wednesday waddle, where staff had a lunchtime walk together if they wanted around the local canal or village. STL also provide fruit and a smaller number of larger printers to encourage people to get up from their desks. There is a staff room including a Wii, computer, large screen TV, sofas and magazines. STL provide ice cream on hot days, books in the staff room for all staff to use and all staff can book an appointment with any Manager for ten minutes to discuss anything they would like or to chat to HR.
Stevens and Bolton currently operates the 'Thx!' scheme. One of the key strategic objectives for the firm is to make this a great place to work for all their people and an important part of that is acknowledging and showing gratitude for the help their colleagues give day to day. Often a simple ‘thank you' will suffice, but sometimes it would be nice to acknowledge people in a more public way. This can be done via the 'Thx' online system, which allows staff to allocate Thx points to their colleagues for exemplary work. Each staff member is allocated 25 Thx points for the year and can award single or multiple points via the profile of a certain staff member on the online 'Sandbox' platform. At the end of the year, the top five employees at the top of the leader board are then given a budget to use on a joint treat day or experience.
Stevens and Bolton currently operates the 'Thx!' scheme. One of the key strategic objectives for the firm is to make this a great place to work for all their people and an important part of that is acknowledging and showing gratitude for the help their colleagues give day to day. Often a simple ‘thank you' will suffice, but sometimes it would be nice to acknowledge people in a more public way. This can be done via the 'Thx' online system, which allows staff to allocate Thx points to their colleagues for exemplary work. Each staff member is allocated 25 Thx points for the year and can award single or multiple points via the profile of a certain staff member on the online 'Sandbox' platform. At the end of the year, the top five employees at the top of the leader board are then given a budget to use on a joint treat day or experience.
Stevens and Bolton encourages its employees to join several charitable and community initiatives. One example of such an initiative is the Tour de Law, in which every employee rode static bikes to help raise money for charity. Other examples include the company's Give & Gain initiative, work for Sports Relief, the Guildford Legal Walk and the Surrey Hills Challenge. These events occur alongside many other initiatives that take place more regularly in the workplace, such as Macmillan's World's Biggest Coffee Morning, a charity day for Phyllis Tuckwell in the office and managing members of the firm being put in stocks and having sponges thrown at them for money. Stevens and Bolton is a member of PRIME, an alliance of law firms and legal departments across the UK that has made a commitment to broadening access to the legal profession. As a PRIME member since 2015, the firm is committed to providing work experience placements for students from less privileged backgrounds and, by using the firm's resources and expertise, help them gain important employability skills.
Stephensons Solicitors produce a full CSR review document twice a year, which sets out all the community initiatives in place at the firm. During 2016 the firm donated £1,600 to Mustard Tree, a Greater Manchester based charity which provides support to homeless and marginalised people. For over 20 years, Mustard Tree has helped support communities challenged by poverty, disadvantage or unemployment. The charity provides a number of initiatives to provide much needed life support, promoting mental and physical wellbeing and providing avenues into training and employment. Janine Turner, head of HR and an associate at the firm, joined staff and volunteers from Mustard Tree in Manchester to learn more about the charity and witness its work first-hand.
Stephensons were one of the founding firms taking part in the innovative Employer Ownership of skills initiative run by the Greater Manchester Chamber of Commerce. Not only did Stephensons help to set the agenda for legal apprenticeships, but together with other leading North West law firms, committed to taking on 80 legal apprentices between them. Since this time, Stephensons have retained their commitment to apprenticeships and offered opportunities in a number of areas, including IT, PR and Marketing, as well as within the fee earning departments.
Stephensons Solicitors produce a full CSR review document twice a year, which sets out all the community initiatives in place at the firm. During 2016 the firm donated £1,600 to Mustard Tree, a Greater Manchester based charity which provides support to homeless and marginalised people. For over 20 years, Mustard Tree has helped support communities challenged by poverty, disadvantage or unemployment. The charity provides a number of initiatives to provide much needed life support, promoting mental and physical wellbeing and providing avenues into training and employment. Janine Turner, head of HR and an associate at the firm, joined staff and volunteers from Mustard Tree in Manchester to learn more about the charity and witness its work first-hand.
St Dominic's is a Roman Catholic Sixth Form College committed to the personal and spiritual growth of all its members based on Christian values, academic excellence and high quality pastoral care. They all have a responsibility to themselves and to others. Education concerns the whole person - body, mind and spirit - and enables each person's God-given talents and skills to be used for the benefit of all creation. They have a responsibility to build relationships within their community and reach out to the disadvantaged in the wider world. By worshipping and praying together they can all acknowledge their need of God and each other, as well as promote the self-esteem of all the members of their community. Their common nature enables them to respect the diversity of faith and culture in their College.
St Dominic's is a Roman Catholic Sixth Form College committed to the personal and spiritual growth of all its members based on Christian values, academic excellence and high quality pastoral care. They all have a responsibility to themselves and to others. Education concerns the whole person - body, mind and spirit - and enables each person's God-given talents and skills to be used for the benefit of all creation. They have a responsibility to build relationships within their community and reach out to the disadvantaged in the wider world. By worshipping and praying together they can all acknowledge their need of God and each other, as well as promote the self-esteem of all the members of their community. Their common nature enables them to respect the diversity of faith and culture in their College.
St. Dominic's Sixth Form College fundraise through charity walks and runs. The organisation also has a Fairworld Week, where staff and students volunteer at local charitable institutions. On top of this they also have links through some of the subjects that they offer, for example Design and Technology, in which students design products to help community based charities. In the past their staff have regularly raised money for a local Hospice by a Sponsored Walk and teams enter the Race for Life. Their Head of Art and DT together with her students takes on work from local social support services, such as web design, leaflet and logo design as live commissions.
Working in a high risk industry SPV run a regular training plan which they draw up in conjunction with the CITB & NFRC. Over and above this, in 2016 they have put all supervisors through training to enable them to get gold CSCS cards. They have four team members booked on a heritage roofing course which they have requested and will also ensure they can offer another service to their clients. They have also enrolled all administration members in a customer services NVQ Qualification that they enrolled out to newly promoted supervisors onto the Institute of Roofing management and technician course. The MD Howard is The institute of Roofing Midlands Regional Chair and as such the company has a number of manufacturers CPD courses coming up later in the year. In 2016, SPV enrolled two new apprentices on a built up felt roofing apprenticeship with a further two to be enrolled later in the year. In 2016 they put three team members through a cladding apprenticeship which they are due to complete in early 2017. In 2015, they enrolled six team members on the pilot Liquid Waterproofing Specialist up skill Course. This programme was written by the Liquid Roofing and Waterproofing Association in conjunction with the CITB to infill the training gap in the industry between the Apprenticeship and OSAT. SPV Group then subsequently put a further three team members through the course early this year. In 2016 they enrolled a further three onto the Liquid Waterproofing Specialist Apprenticeship course.
Working in a high risk industry SPV run a regular training plan which they draw up in conjunction with the CITB & NFRC. Over and above this, in 2016 they have put all supervisors through training to enable them to get gold CSCS cards. They have four team members booked on a heritage roofing course which they have requested and will also ensure they can offer another service to their clients. They have also enrolled all administration members in a customer services NVQ Qualification that they enrolled out to newly promoted supervisors onto the Institute of Roofing management and technician course. The MD Howard is The institute of Roofing Midlands Regional Chair and as such the company has a number of manufacturers CPD courses coming up later in the year. In 2016, SPV enrolled two new apprentices on a built up felt roofing apprenticeship with a further two to be enrolled later in the year. In 2016 they put three team members through a cladding apprenticeship which they are due to complete in early 2017. In 2015, they enrolled six team members on the pilot Liquid Waterproofing Specialist up skill Course. This programme was written by the Liquid Roofing and Waterproofing Association in conjunction with the CITB to infill the training gap in the industry between the Apprenticeship and OSAT. SPV Group then subsequently put a further three team members through the course early this year. In 2016 they enrolled a further three onto the Liquid Waterproofing Specialist Apprenticeship course.
The vision was drawn up at a brainstorming session of all Managers who felt that if everyone had their input in this, it would be more likely to be taken on board and implemented. This was rolled out to all team members in bulletins, employee representative meetings and the annual companywide meetings. SPV also communicate this though all forms of social media.
Specsavers are passionate about giving back to and working with many local, national and international causes. The company are involved in a vast number of activities to raise money for charities, for example their continued work with Vision Aid Overseas to safeguard the nine eye clinics Specsavers established with them in Zambia. The company also help to deliver a range of hand-crafted quilts made in Guernsey to an orphanage in Johannesburg, South Africa. Also in its 20th year, the annual Spectacle Wearer of the Year competition has raised £80,000 for UK anti-bullying children's charity Kidscape. New starters can donate a 'coin' to one of the charities that Specsavers support at the end of their induction, giving them an early understanding and participation in the organisation's charity work. Through the 'Giving back to our local communities' policy, staff are also encouraged to spend one working day per year helping out in the community. Specsavers also have staff nominated charities in each office and encourage staff to raise money for them. Last year the company raised almost £190,000 for these fantastic charities.
Specsavers seeks to reward employees in a variety of formal and informal ways, from peer to peer shout outs and customer first awards to long service recognition and the annual Specsavers Ball. The company's quarterly bonus is also based solely on an individual's achievement of their objectives and is in no way related to company performance. All employees who have passed their probation are eligible to receive this. The scheme creates employee engagement, motivation and the need for Managers to manage their people effectively and appropriately. The scheme also means that all Managers have to meet each quarter to calibrate their bonus recommendations. This creates the need for a discussion about overall performance, like a mini people review on a regular basis, which thereby enables consistency and employee recognition amongst leadership teams.
Specsavers seeks to reward employees in a variety of formal and informal ways, from peer to peer shout outs and customer first awards to long service recognition and the annual Specsavers Ball. The company's quarterly bonus is also based solely on an individual's achievement of their objectives and is in no way related to company performance. All employees who have passed their probation are eligible to receive this. The scheme creates employee engagement, motivation and the need for Managers to manage their people effectively and appropriately. The scheme also means that all Managers have to meet each quarter to calibrate their bonus recommendations. This creates the need for a discussion about overall performance, like a mini people review on a regular basis, which thereby enables consistency and employee recognition amongst leadership teams.
At Southpaw personal development is at the heart of the agency and in April 2016 the company won their industry body's gold standard in all things related to personal development. Southpaw take a unique approach to performance management by tailoring training to individual needs rather than a one size fits all method. They see inspiration as critical to people's development and as such run internal inspiration sessions alongside a platform where people can share thoughts, ideas or stuff they have found inspirational. Southpaw also encourage learning to be shared across the agency, as everyone has a talent or knowledge that can be shared to help develop others. Everyone commits to at least 24 hours of development per year, which can be learning something new themselves or helping to develop other people.
Part of the Southpaw culture is to be open and honest with every member of staff. As part of this ideology the company hold a quarterly company meeting that welcomes new joiners to the agency, celebrates the best strategic and creative work, rewards individuals who have represented their BOB values most consistently and also explains how the business is performing commercially. Southpaw celebrate the highs and lows together in order to stay united as a pack and to progress forward. They are very transparent on gross income generated, performance against budget, profit generated to date and forecasted profit. They feel this transparency gives their talent a real sense of ownership and empowers them to make a significant difference to their commercial, creative and cultural development. All employees are also given laptops, which allows them to work collaboratively and to not be tied to a specific spot within the building, which really helps promote team interaction for effective working and relationship building.
The Senior Management Team always look to lead with excellence in delivering against the company's BOB values across everything they do. They do this through initiatives like Curiosity Week, quarterly forums and acting as coaches for all of their talent. Tom is an inspirational and engaging leader of Southpaw. He fully promotes a flat structure and encourages people of all levels to be honest and open on what's working and what's not so they can drive positive change. He fully integrates with all staff and sits amongst the client service team. He is fiercely passionate about the BOB values and ensures that all of the talent within the agency are making them their own and leveraging them for career growth, contributing to the culture as well as delivering original creative thinking for clients. On a day to day basis you will see Tom being one of the team by making the odd cup of tea, asking people how their day is going and running from one meeting to another just like everyone else!
In addition to the support that Southdown provide to thousands of local vulnerable people, they also make additional and discretionary contributions. The organisation are accredited as a Disability Confident Employer and provide advice to other employers in promoting opportunities and providing support for employees who have a disability or other long-term health conditions. 21% of employees have a declared disability or a long-term health condition. Each year staff choose a charity to support together. In 2015 staff raised over £2,400 through a range of activities, including a live music event to support ‘Caring (therapeutic) Pets'. They have also been providing a food bank staff donation point for three years. For 2016 staff chose The Centrepoint Charity Relief Fund and have already donated over £1,000 from their fundraising. In East Sussex Southdown are providing free training to help local people who use mental health services and their carers so they can have their say and actively influence the services being provided. They are passionate about helping vulnerable people to overcome barriers that can prevent them from accessing work opportunities. As a specialist provider of supported employment and vocational advice they support over 1,200 people with mental health challenges each year to secure or retain paid work. Southdown are recognised as one of 14 ‘Centres of Excellence' in the UK by the Centre for Mental Health for delivering Individual Placement and Support employment services. They also provide a dedicated vocational support service for carers. Called Ambitions, the service works with carers to support them to identify and pursue their vocational aspirations.
In addition to the support that Southdown provide to thousands of local vulnerable people, they also make additional and discretionary contributions. The organisation are accredited as a Disability Confident Employer and provide advice to other employers in promoting opportunities and providing support for employees who have a disability or other long-term health conditions. 21% of employees have a declared disability or a long-term health condition. Each year staff choose a charity to support together. In 2015 staff raised over £2,400 through a range of activities, including a live music event to support ‘Caring (therapeutic) Pets'. They have also been providing a food bank staff donation point for three years. For 2016 staff chose The Centrepoint Charity Relief Fund and have already donated over £1,000 from their fundraising. In East Sussex Southdown are providing free training to help local people who use mental health services and their carers so they can have their say and actively influence the services being provided. They are passionate about helping vulnerable people to overcome barriers that can prevent them from accessing work opportunities. As a specialist provider of supported employment and vocational advice they support over 1,200 people with mental health challenges each year to secure or retain paid work. Southdown are recognised as one of 14 ‘Centres of Excellence' in the UK by the Centre for Mental Health for delivering Individual Placement and Support employment services. They also provide a dedicated vocational support service for carers. Called Ambitions, the service works with carers to support them to identify and pursue their vocational aspirations.
All Managers receive monthly supervision from their Manager, as supervision is a critical tool in developing and supporting Managers. Managers attend regular Managers' meetings, which have a learning/development feel as well as a business focus. Operational Managers also attend Managers' Days between one and four times a year depending on the division. Managers may be given/take on additional responsibilities to further develop skills. Managers can attend external conferences and training to meet identified needs and internal training. Southdown Housing arrange external or internal mentoring/coaching for Managers with identified needs and also provide one-to-one support internally to help them develop skills or deal with particular challenges. Each year the organisation identify the current needs for specific groups of Managers and provide a programme of input to meet these. The input may be provided by external or internal trainers. In 2015-16 this included input on facilitating reflective practice, the impact of trauma and promoting diversity post-Brexit. Community Services Managers participate in reflective practice sessions for Managers. All managers have 10 and 20 week probationary appraisals and then an annual Performance Development Review. In some operational contracts, contract monitoring measures the performance of managers with senior managers having a dashboard with outcome measures for each team. A monthly ‘Balanced scorecard' and other Quality and Performance monitoring processes/tools within Southdown track a variety of measures, which helps to identify issues for individual teams, their Managers and the Managers' development needs. Finally all teams have their own annual action plans for the Manager to implement, which are updated each quarter to note progress and are reviewed by a more Senior Manager.
South Oxon have an annualised hours scheme for the majority of their employees. This gives them greater flexibility to manage their workloads and to balance work and domestic responsibilities. They can start work earlier or finish later than in a traditional working pattern and potentially vary their hours each week. Both the organisation and the employee can benefit from individuals being able to increase their hours during busy periods and lower them during quieter times. The organisation have a budget per member of staff for each service area to facilitate team activities, such as away day visits to The Shard or The Houses of Parliament. Sport activities include archery, punting and team cricket matches, whilst the annual quiz night raises money for charity as well as improving team working across service areas in a fun way.
South Oxon have an annualised hours scheme for the majority of their employees. This gives them greater flexibility to manage their workloads and to balance work and domestic responsibilities. They can start work earlier or finish later than in a traditional working pattern and potentially vary their hours each week. Both the organisation and the employee can benefit from individuals being able to increase their hours during busy periods and lower them during quieter times. The organisation have a budget per member of staff for each service area to facilitate team activities, such as away day visits to The Shard or The Houses of Parliament. Sport activities include archery, punting and team cricket matches, whilst the annual quiz night raises money for charity as well as improving team working across service areas in a fun way.
South Oxon have an annualised hours scheme for the majority of their employees. This gives them greater flexibility to manage their workloads and to balance work and domestic responsibilities. They can start work earlier or finish later than in a traditional working pattern and potentially vary their hours each week. Both the organisation and the employee can benefit from individuals being able to increase their hours during busy periods and lower them during quieter times. The organisation have a budget per member of staff for each service area to facilitate team activities, such as away day visits to The Shard or The Houses of Parliament. Sport activities include archery, punting and team cricket matches, whilst the annual quiz night raises money for charity as well as improving team working across service areas in a fun way.
The SLH Group believe that wellbeing is personal to each individual, so every colleague receives a £200 wellbeing allowance to be put towards things like sports memberships, equipment and sports clothing. This is the second year the company have run the wellbeing allowance scheme, with 97% receiving full allowance in 2016. Once a year the business closes and all colleagues are invited to attend a Wellbeing Day, which is held at a local leisure centre. At this event SLH Group provide a number of initiatives to support physical and mental wellbeing, as well as nutritional advice and resilience workshops. Colleagues are offered the opportunity to meet with a life coach individually to discuss their concerns and to help them adopt a healthier attitude to life and work. The Living Room at the office is divided into different zones, including relaxation, craft and activities. The relaxation zone has massage chairs and bean bags, as well as a television with some comfy coaches. The craft zone has mindfulness colouring in books, as well as the facility to make your own Christmas and birthday cards, very thrifty! The activities zone has a pool, fuzz ball and ping pong tables, as well as a dartboard, all of which have led to a league of activities being set up!
The SLH Group believe that wellbeing is personal to each individual, so every colleague receives a £200 wellbeing allowance to be put towards things like sports memberships, equipment and sports clothing. This is the second year the company have run the wellbeing allowance scheme, with 97% receiving full allowance in 2016. Once a year the business closes and all colleagues are invited to attend a Wellbeing Day, which is held at a local leisure centre. At this event SLH Group provide a number of initiatives to support physical and mental wellbeing, as well as nutritional advice and resilience workshops. Colleagues are offered the opportunity to meet with a life coach individually to discuss their concerns and to help them adopt a healthier attitude to life and work. The Living Room at the office is divided into different zones, including relaxation, craft and activities. The relaxation zone has massage chairs and bean bags, as well as a television with some comfy coaches. The craft zone has mindfulness colouring in books, as well as the facility to make your own Christmas and birthday cards, very thrifty! The activities zone has a pool, fuzz ball and ping pong tables, as well as a dartboard, all of which have led to a league of activities being set up!
SLH Group's ‘Accelerate Talent Management' programme is designed to meet the specific needs of the organisation, specifically a strong commitment to business excellence with an ambitious and passionate commitment to talent management. The company are seeking to develop a culture where all colleagues can fulfil their potential within the organisation. Indeed, it is envisaged that these points of focus will create a powerful dynamic, with increases in efficiency freeing up capacity for organisational development. The Accelerate programme takes participants through a structured journey that provides opportunities for them to engage in critically reflective learning within an organisational peer group. As the programme progresses the participants form teams and then identify an opportunity to either develop a new service, work with new customers or to improve the effectiveness and efficiency with which an existing service is being provided. This experience allows staff to reflect on and further develop their knowledge and skills and the teams then present their projects to the Senior Management Team, who in the end decide which projects will be integrated into the business.
SVHS run a staff recognition scheme called the Lovies (Living our Values), which was created as a fun way to encourage recognition and appreciation of behaviour aligned to the values - caring, creative, purposeful, professional and trustworthy. There are 15 Lovies, three for each value, which are awarded from one colleague to another. Recipients of a Lovie are passed a trophy to display and also a pin badge. Staff will also get recognition of their award on the staff intranet. So far 86 different colleagues have been recognised in varying categories. A total of 135 badges have been handed out. 35 of the 86 colleagues have actually picked up a Lovie for two different values and four colleagues have earned three varying badges. In total 67% of SVHS staff have a Lovie. Separate from the Lovies, staff also use the intranet to recognise and thank staff for going the extra mile. Over the past 12 months these have included helping out at an event, staying late to support colleagues in an event, solving a tricky excel problem and even changing a tyre! SVHS also host an annual awards ceremony allowing staff to nominate one another for awards, together with a CEO special recognition award. Staff are awarded during this special event, attended by all employees and including a three course meal and networking opportunities.
SVHS have 11 trained facilitators across the organisation available to help focus and drive meetings/training sessions to improve communication flow. The company have a number of break-out spaces available to staff who can use the areas to chat to colleagues and have informal meetings. The Creative Room, with bright furniture including a sofa and bean bags, encourages staff to use the space to brain storm, share ideas and be creative in problem solving. SVHS also have large screens in meeting rooms with Apple TV's to allow easy use of video conferencing software, including staff who are unable to physically attend the meeting with team discussions. Earlier in the year SVHS hosted an all staff event called Future Focus. One of the main objectives of the event was to focus staff on understanding the future direction of the organisation; however the event also aimed to ensure staff were aware and understood the new ways of working and also focused on collaboration. The benefits of the event were highlighting the progress of the organisation to date, re-confirming leadership aims and goals for the organisation. The event allowed SVHS to run a number of activities aimed at encouraging cross-organisational collaboration and team building. These included asking each team to produce a ‘team board' in advance, being creative to display team success over the past 12 months and also areas which they felt could be improved.
SVHS have 11 trained facilitators across the organisation available to help focus and drive meetings/training sessions to improve communication flow. The company have a number of break-out spaces available to staff who can use the areas to chat to colleagues and have informal meetings. The Creative Room, with bright furniture including a sofa and bean bags, encourages staff to use the space to brain storm, share ideas and be creative in problem solving. SVHS also have large screens in meeting rooms with Apple TV's to allow easy use of video conferencing software, including staff who are unable to physically attend the meeting with team discussions. Earlier in the year SVHS hosted an all staff event called Future Focus. One of the main objectives of the event was to focus staff on understanding the future direction of the organisation; however the event also aimed to ensure staff were aware and understood the new ways of working and also focused on collaboration. The benefits of the event were highlighting the progress of the organisation to date, re-confirming leadership aims and goals for the organisation. The event allowed SVHS to run a number of activities aimed at encouraging cross-organisational collaboration and team building. These included asking each team to produce a ‘team board' in advance, being creative to display team success over the past 12 months and also areas which they felt could be improved.
The Council's Staff Social Club coordinates a range of activities throughout the year to support the work of national and local charities. The Council always supports McMillan Coffee Mornings, Jeans for Genes, Children in Need, Comic Relief and Sports Aid. Activities are arranged for the whole office to take part in, including a bingo competition with the numbers shared over Email during the working day, cake sales and fancy dress. The Council are proud to have raised over £1,000 each year in support of these causes. The organisation's male staff come to the fore each November to support Movember. In 2015 the Council's team of Movember Men raised an incredible £1,200. Additionally the Social Club aims to run each of the events it holds to cover its costs. Where excess funds are generated through raffles and cake sales that money is always passed to a local charity. Many local organisations have benefited in the past, including Hospice in the Weald & Porchlight. Through the Volunteering Policy they aim to offer over 100 volunteering days annually to support organisations working in local communities. Staff are gifted a day's additional volunteering leave to take part in the cause that matters most to them. The Council provides a HERO Scheme in its local community. The scheme aims to provide support to residents that need assistance with Housing, Energy Costs, Retraining and Employment and other family and budgeting issues.
The Senior Management Team is absolutely dedicated to the organisations values and go out of their way to ensure there is a continual focus on them in their actions and in the way they communicate across the organisation. The Chief Executive is the first to ask to be involved and is pictured holding a "no blame culture". It's what matters most to him. Things may not go well but the focus is always on how it can be done better next time. The Senior Team make themselves available and have an open door policy. Nobody will be turned away if they have something they need to ask. The Chief Executive meets regularly with all staff and is always available to attend team meetings. Success is always celebrated informally by a quick thank you or a letter to staff. Investors in People made Sevenoaks the first public sector organisation worldwide to reach their new Platinum Standard. Whenever there is news that needs to be shared with the whole organisation there is no hesitation in sending a communication, often by email, that gives an honest assessment of the situation and clarity about what steps the organisation are taking. The Chief Executive ensures that each of the Chief Officers in his team operate in the same way and if he cannot be available there is always someone in the Leadership Team available to engage with staff. Staff Briefings are exceptionally popular with staff. Attendance exceeds 80% and they provide not just an opportunity for the Chief Executive to talk directly to staff but an opportunity for them to give their feedback and seek answers to any questions they may have. A simple but effective post-it session at each briefing means staff can give their opinions anonymously if they choose and it has seen engagement levels improve dramatically.
The Senior Management Team is absolutely dedicated to the organisations values and go out of their way to ensure there is a continual focus on them in their actions and in the way they communicate across the organisation. The Chief Executive is the first to ask to be involved and is pictured holding a "no blame culture". It's what matters most to him. Things may not go well but the focus is always on how it can be done better next time. The Senior Team make themselves available and have an open door policy. Nobody will be turned away if they have something they need to ask. The Chief Executive meets regularly with all staff and is always available to attend team meetings. Success is always celebrated informally by a quick thank you or a letter to staff. Investors in People made Sevenoaks the first public sector organisation worldwide to reach their new Platinum Standard. Whenever there is news that needs to be shared with the whole organisation there is no hesitation in sending a communication, often by email, that gives an honest assessment of the situation and clarity about what steps the organisation are taking. The Chief Executive ensures that each of the Chief Officers in his team operate in the same way and if he cannot be available there is always someone in the Leadership Team available to engage with staff. Staff Briefings are exceptionally popular with staff. Attendance exceeds 80% and they provide not just an opportunity for the Chief Executive to talk directly to staff but an opportunity for them to give their feedback and seek answers to any questions they may have. A simple but effective post-it session at each briefing means staff can give their opinions anonymously if they choose and it has seen engagement levels improve dramatically.
At Seven Technologies Group they have created an environment of Empowerment and Innovation. As an employer within the engineering sector, one of their best attributes as an organisation is that employees have the opportunity to not only be part of an innovation culture, but are also empowered to make decisions and ultimately make a difference. The most commonly used phrase in Seven Technologies Group is 'crack on', as empowerment of the individual is an ingrained value in their business. The company see continual development as one of the key elements within our Performance Management System. Through technical, functional and management training they hope to give their people the skills and knowledge they need to be the best they can be, creating and delivering market leading products and service alongside formal training. Informal mentoring 'buddy systems' have also been a great way to share past experiences on what staff have learned and encourage those taking on new challenges to handle whatever's thrown at them in the best possible way.
At Seven Technologies Group they have created an environment of Empowerment and Innovation. As an employer within the engineering sector, one of their best attributes as an organisation is that employees have the opportunity to not only be part of an innovation culture, but are also empowered to make decisions and ultimately make a difference. The most commonly used phrase in Seven Technologies Group is 'crack on', as empowerment of the individual is an ingrained value in their business. The company see continual development as one of the key elements within our Performance Management System. Through technical, functional and management training they hope to give their people the skills and knowledge they need to be the best they can be, creating and delivering market leading products and service alongside formal training. Informal mentoring 'buddy systems' have also been a great way to share past experiences on what staff have learned and encourage those taking on new challenges to handle whatever's thrown at them in the best possible way.
At Seven Technologies Group they have created an environment of Empowerment and Innovation. As an employer within the engineering sector, one of their best attributes as an organisation is that employees have the opportunity to not only be part of an innovation culture, but are also empowered to make decisions and ultimately make a difference. The most commonly used phrase in Seven Technologies Group is 'crack on', as empowerment of the individual is an ingrained value in their business. The company see continual development as one of the key elements within our Performance Management System. Through technical, functional and management training they hope to give their people the skills and knowledge they need to be the best they can be, creating and delivering market leading products and service alongside formal training. Informal mentoring 'buddy systems' have also been a great way to share past experiences on what staff have learned and encourage those taking on new challenges to handle whatever's thrown at them in the best possible way.
Selwood Housing Group support dual roles to encourage job enrichment, strengthen skills and experience and as a consequence benefit from a more multi-skilled and engaged workforce, as well as enabling a direct impact on the lives of their beneficiaries. The success of the organisation's apprenticeship scheme has recently been recognised as one of their apprentices won a national award of 'Apprentice of the Year' and another was 'Highly Commended' at a national awards ceremony earlier this year.
Selwood Housing Groups Senior Management Team demonstrate their commitment to the values of the organisation by ensuring they communicate regularly with members of staff within the organisation. This consists of monthly updates through staff briefs that employees attend to gain further knowledge of the organisation. Other forms of involvement and communication with staff include the staff forum, which is chaired by the Group CEO. Communication channels are also kept open with the company magazine and through tenant representation on the board. Leadership days also take place regularly to shape the strategy and reinforce the values of the organisation. Selwood Housing's CEO is very approachable and he works from an open plan office. New employees of the organisation meet with Selwood's leader on starting their employment, where the Group CEO goes through the company corporate plan. Acknowledgement of success and achievement are carried out by both leaders of the organisation. Extra efforts by staff do not go unnoticed and recognition is always given.
Selwood Housing Group support dual roles to encourage job enrichment, strengthen skills and experience and as a consequence benefit from a more multi-skilled and engaged workforce, as well as enabling a direct impact on the lives of their beneficiaries. The success of the organisation's apprenticeship scheme has recently been recognised as one of their apprentices won a national award of 'Apprentice of the Year' and another was 'Highly Commended' at a national awards ceremony earlier this year.
Salix Homes uses a performance management system, which manages all service action plans under the Corporate Plan. Managers are responsible for reporting on their service areas within the system and are required to attend quarterly performance clinics to report their performance to the Executive Team. On an annual basis each service area/team has an externally led audit carried out and the outcome is then reported to the internal audit committee. Once the actions have been agreed at the committee, the Manager is responsible for providing bi-monthly update reports to the committee. Managers are subject to monthly one to one and annual appraisals with their Managers, where both their performance against objectives and the competency framework are measured.
Salix Homes uses a performance management system, which manages all service action plans under the Corporate Plan. Managers are responsible for reporting on their service areas within the system and are required to attend quarterly performance clinics to report their performance to the Executive Team. On an annual basis each service area/team has an externally led audit carried out and the outcome is then reported to the internal audit committee. Once the actions have been agreed at the committee, the Manager is responsible for providing bi-monthly update reports to the committee. Managers are subject to monthly one to one and annual appraisals with their Managers, where both their performance against objectives and the competency framework are measured.
Salix Homes offer a robust induction process for all new starters that includes training on safeguarding, manual handling, IOSH, equality and diversity and ICT systems, combined with job specific training. They are committed to an intake of apprentices each year who are paid the minimum wage for their age and not an apprentice rate in areas of their business and they currently have two graduate roles in place who receive an enhanced salary above Living Wage, as well as their full study fees. Salix Homes offer a number of NVQ opportunities to staff within the organisation to support their development. They run “Manager Academies” on a monthly basis for all employees with people responsibilities to focus on themes impacting on the Manager. The responsibilities include delivering effective appraisals, recruitment and selection, training and more.
RD actively promotes team interaction and working together. Everyone is encouraged to work together both within their own teams and across the organisation. RD has a set of Core Values that they expect staff to demonstrate and these are also to be incorporated within the staff appraisal process. New starters are bought biscuits so they can be used to 'bribe' colleagues to help them out. They feel that this is an innovative way to get new employees to mix with existing ones.
RD actively encourages and supports a wide range of activities under its "Sport and Social Committee", which includes organising regular social activities and also backing the participation in a range of sports including football, cricket, hockey and running. In addition, the company have introduced a "random acts of kindness" budget that allows for Managers to do small things like buy snacks, lunches, flowers and so on to recognise the contributions of their team or lift spirits at times of unusual stress. Staff throughout the group are managed closely and due to the company's size staff related problems and issues can be quickly identified and addressed. RD is always extremely supportive and flexible in its approach to assisting staff. As well as this, Management Development specifically includes time spent looking at staff wellbeing.
RD encourages all employees to take qualified training to a level that exceeds the regulatory minimum standard. They also offer colleagues in unregulated roles the opportunities to take professional qualifications at entry level to further their own development. A good example of this is the company receptionists, who have completed the Level 3 qualifications in Wealth Management.
Ricoh has raised money for BBC Children In Need for more than 10 years through numerous fundraisers, culminating in heavy involvement on the night of BBC CiN's appeal in November. Ricoh's National Call-Centre formed part of BBC CiN's ‘virtual call-centre', with Ricoh volunteers receiving and processing donations from the UK public via telephone. Throughout the night on Friday 13th November 2015, 165 Ricoh Call-Centre volunteers processed £110,700 of public donations. Throughout 2015 Ricoh employees also raised £17,818 for BBC CiN through a range of events, including a coast-to-coast team cycle ride from Belfast to Dublin, ‘custard pie the boss', cake sales and raffles. Ricoh addresses ‘Youth Employability' to attract, develop and retain young talent, all to assist young people into the world of work. The company also support The Prince's Trust TEAM programme, which is aimed at young people not in Education, Employment or Training. Ricoh volunteers lead TEAM employability workshops around Interview Skills and CV Writing etc to provide Work Experience opportunities. In 2015, 188 Ricoh employees volunteered for The Prince's Trust, providing 685 working hours of time and raising £67.5k. Ricoh is also a standard bearer of BITC's Ban The Box initiative.
Ricoh UK have an interactive health kiosk that travels to the main Ricoh sites within the UK. The kiosk provides users with the ability to monitor their own health and wellbeing by creating an account that is secure to them. Individuals can then track their progress over a period of time. Employees can self-test indicators of general health, including blood pressure, body fat content, heart rate and hydration. Ricoh UK don't want their employees to be left behind when it comes to finance, so offer employees the opportunity to learn all about many of the financial issues that may affect the financial wellbeing of them and their family. The programme starts with an initial awareness presentation called ‘Making your Money Thrive', offered by a third party Financial Education provider. Various workshops are then held to answer some of the common areas of concern, for example “Will I be able to afford to buy a home to live in?” and “How do I get out of debt?”. Employees can also seek advice on dealing with workplace stress and stress coping mechanisms through an Employee Assistance Programme, all provided by Ricoh.
Ricoh has raised money for BBC Children In Need for more than 10 years through numerous fundraisers, culminating in heavy involvement on the night of BBC CiN's appeal in November. Ricoh's National Call-Centre formed part of BBC CiN's ‘virtual call-centre', with Ricoh volunteers receiving and processing donations from the UK public via telephone. Throughout the night on Friday 13th November 2015, 165 Ricoh Call-Centre volunteers processed £110,700 of public donations. Throughout 2015 Ricoh employees also raised £17,818 for BBC CiN through a range of events, including a coast-to-coast team cycle ride from Belfast to Dublin, ‘custard pie the boss', cake sales and raffles. Ricoh addresses ‘Youth Employability' to attract, develop and retain young talent, all to assist young people into the world of work. The company also support The Prince's Trust TEAM programme, which is aimed at young people not in Education, Employment or Training. Ricoh volunteers lead TEAM employability workshops around Interview Skills and CV Writing etc to provide Work Experience opportunities. In 2015, 188 Ricoh employees volunteered for The Prince's Trust, providing 685 working hours of time and raising £67.5k. Ricoh is also a standard bearer of BITC's Ban The Box initiative.
Managers have support from their learning platform RG University as well as support from their own line managers (whether that be Heads of Department of members of the Leadership Team). They also run an ‘Insights for Managers' course where managers can share experiences and develop their abilities to adapt and communicate better with their teams. They have an overall culture of ongoing and flexible manager feedback through regular 121s. They don't believe in annual performance reviews because for Reward Gateway, they're outdated and don't suit the pace of their organisation. They monitor performance through 121s and have a Performance Recovery Programme that they use to highlight issues that have dropped below what's needed.
The Senior Management Team have recently been restructured so that they have each business function represented at board level. The members are spread across the globe and ensure that they are available and approachable on their internal comms (email, Google Hangouts). There are two members of the Leadership Team whose focus is on HR (overall Hr and Benefits/Reward) demonstrating their dedication to their People as a function. The values were created by their people but bought into at Leadership Team level from the start. Glenn, the company CEO, is present at Reward's quarterly global updates and also travels in person to all offices. He is approachable and puts a specific focus on key values. He is open and takes part in a filmed segment of the business updates where he is asked questions submitted by staff and (without prior preparation) answers honestly and commits time to resolving any issues raised.
Managers have support from their learning platform RG University as well as support from their own line managers (whether that be Heads of Department of members of the Leadership Team). They also run an ‘Insights for Managers' course where managers can share experiences and develop their abilities to adapt and communicate better with their teams. They have an overall culture of ongoing and flexible manager feedback through regular 121s. They don't believe in annual performance reviews because for Reward Gateway, they're outdated and don't suit the pace of their organisation. They monitor performance through 121s and have a Performance Recovery Programme that they use to highlight issues that have dropped below what's needed.
RBG are very proud of their blended learning approach. Their employees, staff and management alike receive training through a number of channels, including workshops, on the job training, e-learning, role specific workbooks, conferences, bespoke development plans, apprenticeship schemes and more formal modular training programmes. Many of the teams have little or no work experience when they join RBG, so with this in mind the company have developed the ACE (Amazing Customer Experience) training programme, which helps them with the skills and knowledge they need to be successful. It offers interactive e-learning modules that cover a range of topics, from Health and Safety and Cocktail Spec tests to Hospitality training. One of the most exciting developments over the last 12 months has been the launch of role specific modular training programmes. Every management role in the company is now eligible to attend a 4-6 months modular training programme that supports the development of their management skills. The learning objectives of these programmes are not bar related and help Managers develop personal skills in coaching, time management, communication methods, effective feedback tools and even delegation.
RBG are very proud of their blended learning approach. Their employees, staff and management alike receive training through a number of channels, including workshops, on the job training, e-learning, role specific workbooks, conferences, bespoke development plans, apprenticeship schemes and more formal modular training programmes. Many of the teams have little or no work experience when they join RBG, so with this in mind the company have developed the ACE (Amazing Customer Experience) training programme, which helps them with the skills and knowledge they need to be successful. It offers interactive e-learning modules that cover a range of topics, from Health and Safety and Cocktail Spec tests to Hospitality training. One of the most exciting developments over the last 12 months has been the launch of role specific modular training programmes. Every management role in the company is now eligible to attend a 4-6 months modular training programme that supports the development of their management skills. The learning objectives of these programmes are not bar related and help Managers develop personal skills in coaching, time management, communication methods, effective feedback tools and even delegation.
This year RBG's have started using vlogs to communicate certain key initiatives within the business; however they're not your standard video blog because of the team demographic, so the company had to work on making them really engaging through new artwork, latest soundtracks and having strong clear messages throughout. A recent example was sent out for RBG's General Managers to communicate with their teams during team meetings. The vlog was watched 400 times, so the company know each site watched the vlog on average 6 times, demonstrating a strong level of engagement and interaction at site level to help cascade information throughout the business.
Communication has been a big focus this year for Retail Marketing. They listened to their employees and noted that they need to be more connected whilst working remotely. Their most innovative step-forward in communication has been the creation of RMG Loop, the company's app based tool to engage their colleagues globally. Loop has taken two years to develop and an investment of over £250,000, and is available on iOS, Android and web. Two key communication favourites of Loop are the 'What's On' and the social feed. Both allow everyone to see and share what's happening in their world. This has proved to be a simple and highly interactive way to see what's going on in real-time, and it also enables employees to work collaboratively together. Also, every Tuesday, anyone in the head office meets in a 'Huddle' to communicate what's happening that week. This is live streamed to the whole business for those who can't physically attend. After each Huddle they share the highlights via Loop. They also listened to their employees about Leadership communication and what more they wanted to see and hear from the leaders. It was clear that Directors could be more visible within the business. As a result of this the CEO now hosts a Q&A session on a quarterly basis. This allows everyone a chance to ask him or any of the Directors any questions about the business, and again this is live streamed to everyone and shared on Loop.
All full-time employees can volunteer for 30 hours a year during working hours. This is usually taken as four days throughout the year during which RMG still pays the employee. Everyone is encouraged to be as personal as possible with their volunteering days, and spend the time with charities or initiatives that matter to them. Ultimately employees can volunteer for any charity they would like to support. Some examples of charities our employees have supported this year include: Alzheimer's UK, Dogs Trust, Mind, Daisy's Dream, Sport Relief, The National Trust, West Berkshire Food Bank and Young Enterprise Scheme. Within their head office they also run a variety of fundraising initiatives throughout the year including climbing Mount Kilimanjaro, sweepstakes, bingo, Fantasy Football, Movember, Three Peaks, Sport Relief run, marathons, triathlons, donations for completing surveys, bake sales, tuck shop (20% of proceeds go to charity), car boot sales, raffles and games. They have also donated books and clothes collected from employee, friends and families for the Mind charity store in Reading and food donations for Wokingham Foodbank. In September 2016 RMG employees were in the top 3% of fundraisers on JustGiving.
Communication has been a big focus this year for Retail Marketing. They listened to their employees and noted that they need to be more connected whilst working remotely. Their most innovative step-forward in communication has been the creation of RMG Loop, the company's app based tool to engage their colleagues globally. Loop has taken two years to develop and an investment of over £250,000, and is available on iOS, Android and web. Two key communication favourites of Loop are the 'What's On' and the social feed. Both allow everyone to see and share what's happening in their world. This has proved to be a simple and highly interactive way to see what's going on in real-time, and it also enables employees to work collaboratively together. Also, every Tuesday, anyone in the head office meets in a 'Huddle' to communicate what's happening that week. This is live streamed to the whole business for those who can't physically attend. After each Huddle they share the highlights via Loop. They also listened to their employees about Leadership communication and what more they wanted to see and hear from the leaders. It was clear that Directors could be more visible within the business. As a result of this the CEO now hosts a Q&A session on a quarterly basis. This allows everyone a chance to ask him or any of the Directors any questions about the business, and again this is live streamed to everyone and shared on Loop.
Some of Redweb's charitable contributions and community initiatives over the past 12 months include a two-minute beach clean, where employees headed to Bournemouth beach and held a beach clean to see how much rubbish they could collect in just two minutes. They also took part in a YMCA raffle and sponsored run, where they raised over £500.00 through an office raffle and a sponsored 10k run. Local companies donated a range of prizes for the raffle and also held a bake sale. Some staff took part in a sponsored Foodbank Challenge, where they lived off of food parcels for a number of days. Some star bakers contributed to producing baked goods to raise money for Alzheimer's. Redweb's biggest contribution to the community is the annual conference Digital Wave. This is a free one-day event for 14 – 19-year-old students to attend and gain insights into careers within digital. They have guest speakers from big name companies including Microsoft, the RNLI and IBM, as well as a host of local companies exhibiting. The conference comes off the back of the company's Digital Days in conjunction with BIMA. Redweb's mission is to encourage the next generation to pursue a career in digital, particularly at local companies. In collaboration with Bournemouth & Poole College they invite apprentices to join each year with a view to employing them at the end of their apprenticeships.
Ensuring employees wellbeing is a primary objective for Redweb, as without them and their personas the company does not exist. To ensure that they are a happy workforce Redweb offer the benefits including pensions and match pension contributions up to 6% for all staff. They also offer eye care vouchers for free eye tests, chiropractor discounts, childcare vouchers, healthcare scheme with Bupa, free fresh fruit, tea, coffee and other refreshments. In addition, there is a Christmas shutdown to minimise workplace stress. They have an open plan, relaxed office environment with breakout areas and areas for fun. There are “Ask Us Anything” boxes for an open atmosphere, where employees can ask senior managers whatever they want in the knowledge that it is anonymous. Employees can enjoy discounts at various local establishments, an internal Tuck Shop filled with goodies selected by employees at discounted prices, a Cycle to work scheme and an employee helpline, which staff can call to speak confidentially to someone about money advice, bereavement, stress, work, family and relationships. Redweb also allow flexible working hours and the ability for everyone to work from home. The company feel that combined these lead to a happy workplace that is founded on honesty, collaboration, a flat culture and employee welfare. They have a relaxed working environment and are not strict with people's time. Working hours are flexible so staff can start and finish when it suits them. They also plan events throughout the year to break up the day. These include a Netflix club during the winter months, the Redweb Olympics and Golf Open, a Christmas party and an awards show called Redweb Stars. They also celebrate smaller things like National Chocolate Day with free chocolates for the office and even have a monthly Bake Off.
To encourage team interaction, communication and to maintain a relaxed culture Redweb hold a number of initiatives throughout the organisation. They have an open plan office where even the CEO sits amongst the development teams. Each team also has hot desks so that members of other teams can come to work with them. They have various breakout areas including soft play areas like Narnia, a unique room accessed via a real wardrobe and various kitchens that play host to Fifa tournaments and table football competitions. Recently they also bought a table tennis table for the bar, which is used almost every day by staff. In terms of process, they provide each new starter with a ‘passport' induction pack. This includes a requirement to meet various people in the agency known as ‘Culture Coaches', who explain what they and their team does, meaning that new starters are introduced to teams throughout the agency from day one. They have an innovation lab, where staff are encouraged to collaborate with innovation staff on projects outside of their day to day work. These projects are often showcased at one of the regular ‘Sharing Sessions', which are normally held over lunch so that staff can come down and grab a drink whilst hearing about what their colleagues have been up to. The Front End Development team have taken this one step further and hold a monthly ‘Code Off', with each month presenting a different challenge in which they must use code innovatively.
Rajapack offer a Perkbox benefits membership scheme to all employees, which offers health and wellbeing benefits along with reduced gym memberships, something Rajapack funds to ensure it is not to the detriment of the individual. The company have also introduced fresh fruit boxes for the benefit of all members of staff and there is the equivalent of one piece of fruit per day per person, ranging from apples and bananas to grapes and so on.
At Rajapack UK they like a good challenge. So to create a bit of fun in the office, they set themselves the challenge of doing their own Tour de France, later nicknamed 'Tour De Raja'. The company hired an exercise bike and over four days each department cycled from Bedford to Rajapack's head office Branch in Paris. To put that into context, that's a distance of 337 miles in under 20 hours! This was all to raise money for Macmillan Cancer Support, a charity that provides such amazing support to people affected by cancer. The event was a huge success, raising £1,180.42, but proved more of a success in the sheer participation levels within the business, as 35 members of staff participated and took turns in the riding.
At Rajapack UK they like a good challenge. So to create a bit of fun in the office, they set themselves the challenge of doing their own Tour de France, later nicknamed 'Tour De Raja'. The company hired an exercise bike and over four days each department cycled from Bedford to Rajapack's head office Branch in Paris. To put that into context, that's a distance of 337 miles in under 20 hours! This was all to raise money for Macmillan Cancer Support, a charity that provides such amazing support to people affected by cancer. The event was a huge success, raising £1,180.42, but proved more of a success in the sheer participation levels within the business, as 35 members of staff participated and took turns in the riding.
One to One meetings are frequently held with all the applicable Managers in relation to their development plans, which are put in place as required to help improve weaker areas. Coaching and mentoring is available and some have found this to be of great benefit. Pulsant have had external facilitators leading them through a development programme and are looking to reinforce this again next year. There are various ways of measuring the performance of the company's Managers, for example the output from the internal Pulse Survey. The company's bi-annual appraisals, review, assessment of goals and functional KPI's is another very useful tool when assessing performance. 360 feedback was only introduced this year and is a very useful means when assessing performance and impact on various areas of the business.
As part of the company benefits Pulsant do look to provide helpful ways to support employees in maintaining a well-balanced and health conscious lifestyle. They currently provide fresh fruit and fruit juice, as well as healthy breakfast produce. The company have a Bike to Work Scheme in place. Some employees are entitled to free gym memberships and others can obtain discounts for gym memberships via the ‘My Pulsant Rewards' discount programme. There are additional opportunities to enhance wellbeing as part of the Health Shield cash plan, which gives employees access to an employee assistance programme as well as considerable contributions to health care and wellbeing. The 'Pulsant Plodders' go on regular runs during lunchtime and enter various local challenges. Pulsant have and will continue to refer to their occupational health provider as and when they feel this would be of benefit in order to manage and obtain advice on best practice as required.
As part of the company benefits Pulsant do look to provide helpful ways to support employees in maintaining a well-balanced and health conscious lifestyle. They currently provide fresh fruit and fruit juice, as well as healthy breakfast produce. The company have a Bike to Work Scheme in place. Some employees are entitled to free gym memberships and others can obtain discounts for gym memberships via the ‘My Pulsant Rewards' discount programme. There are additional opportunities to enhance wellbeing as part of the Health Shield cash plan, which gives employees access to an employee assistance programme as well as considerable contributions to health care and wellbeing. The 'Pulsant Plodders' go on regular runs during lunchtime and enter various local challenges. Pulsant have and will continue to refer to their occupational health provider as and when they feel this would be of benefit in order to manage and obtain advice on best practice as required.
Each Manager conducts an Annual Self-Assessment with their team which gives them the change to plan for the future with their team but also to reflect upon areas where improvements could be made. PTM Group is committed to being the leader within the sector and this annual review is a key factor in continual growth within the company and for the management to set long term goals for their departments. As leader, Jamie Paterson, has an open door policy and he will make time to see staff and address any concerns, queries or ideas they may have. Jamie regularly visits all PTM Group sites, makes a point of meeting all new staff face to face as well as engaging with staff regularly to obtain feedback about the progression of the company. All staff have access to Jamie's mobile number so they can contact him directly, for any reason. PTM Group keeps CPD logs for all staff, which are reviewed regularly. As a training provider, most training is done in-house.
Each Manager conducts an Annual Self-Assessment with their team which gives them the change to plan for the future with their team but also to reflect upon areas where improvements could be made. PTM Group is committed to being the leader within the sector and this annual review is a key factor in continual growth within the company and for the management to set long term goals for their departments. As leader, Jamie Paterson, has an open door policy and he will make time to see staff and address any concerns, queries or ideas they may have. Jamie regularly visits all PTM Group sites, makes a point of meeting all new staff face to face as well as engaging with staff regularly to obtain feedback about the progression of the company. All staff have access to Jamie's mobile number so they can contact him directly, for any reason. PTM Group keeps CPD logs for all staff, which are reviewed regularly. As a training provider, most training is done in-house.
As part of PTM Group's Healthcare package all staff are offered the use of a Virtual GP with their health care provider which means that they schedule appointments in work time, without having to leave the office. The Health Cover also offers access to a free counselling service which can be especially beneficial to people needing support through difficult times. Their subscription to Perkbox means that gifts turn up to work regularly for staff and packages can include stress balls, vouchers, money off restaurants and cinema tickets. It is important for PTM Group staff to know that they appreciate that they have a life outside work and they want to help them enjoy it!
Prospectus is a community that participates and has an impact on the larger communities that are within the recruitment space, the beyond profit sector and society. Their impact can be felt in the way the Prospectus team work together to connect thousands of talented individuals with hundreds of beyond profit organisations every year. They work with a range of organisations, from small grass-root community-led local charities, to large-scale NGOs operating in hundreds of countries. All of these organisations and all of the talented individuals that the company place helps to bring about global change. This is reflected in the recent accreditation as a B Corp organisation. Other community initiatives include the fundraising that takes place including two upcoming events, the Big Sleep Out for the Big Issue and a team cycling for the British Asian Trust. The CEO is trustee and patron for several organisations, and the company are pioneers for the Trust Youth initiative. They a team run in the British London 10K raising money for various charities. Every employee gets 6 volunteering days a year. Examples of volunteering can be seen in the attached copy of Beat. Prospectus is a pioneer of Advantaged Thinking, a philosophy that underpins the Trust Youth movement, an alliance of organisations and individuals working to promote an asset-based approach to young people. As part of this they are dedicated to ensure young people are given the right opportunities to thrive and prosper. In addition, they have made a commitment to offer at least two weeks of work experience to young people each year. This reflects previous experience of supporting initiatives assisting this who might have difficulty gaining or regaining employment.
Prospectus is a community that participates and has an impact on the larger communities that are within the recruitment space, the beyond profit sector and society. Their impact can be felt in the way the Prospectus team work together to connect thousands of talented individuals with hundreds of beyond profit organisations every year. They work with a range of organisations, from small grass-root community-led local charities, to large-scale NGOs operating in hundreds of countries. All of these organisations and all of the talented individuals that the company place helps to bring about global change. This is reflected in the recent accreditation as a B Corp organisation. Other community initiatives include the fundraising that takes place including two upcoming events, the Big Sleep Out for the Big Issue and a team cycling for the British Asian Trust. The CEO is trustee and patron for several organisations, and the company are pioneers for the Trust Youth initiative. They a team run in the British London 10K raising money for various charities. Every employee gets 6 volunteering days a year. Examples of volunteering can be seen in the attached copy of Beat. Prospectus is a pioneer of Advantaged Thinking, a philosophy that underpins the Trust Youth movement, an alliance of organisations and individuals working to promote an asset-based approach to young people. As part of this they are dedicated to ensure young people are given the right opportunities to thrive and prosper. In addition, they have made a commitment to offer at least two weeks of work experience to young people each year. This reflects previous experience of supporting initiatives assisting this who might have difficulty gaining or regaining employment.
Prospectus' leadership team demonstrate in many ways their commitment to the values of the organisation. In the first instance they sit amongst their teams and have 'no fixed abode' which enables them to hot desk across their teams and the organisation which underpins and supports their values of trust, collaboration and community. The CEO shares his diary for the week ahead each week to the whole company so they can see what he is doing and contribute and request information. The senior management group and leadership team meeting every Tuesday morning to discuss business activity, share information and learning, identify ways to collaborate with clients and candidates and support the work of the community. All managers participate in networking externally and contribute to the workshop programme that support employee development. Several members of the team are trustees of charities. David is at the heart of the organisation passionately endorsing Prospectus' commitment to quality recruitment and desire to find the best people for the beyond profit sector. He has created a language that all employees use. David doesn't have an open door policy because he is rarely in the office but you will find him somewhere in the wider office personally appraising successes, enquiring about recruitment projects, sharing information, knowledge and experience, providing guidance, sharing his passion for people and the beyond profit sector and celebrating! Only last week they had the difficult task of closing part of a desk due to the need of the clients changing, and whilst this didn't lead to dramatic internal changes, David lead a celebration of that desk with a breakfast for everyone, recognising what was achieved and moving the company forward.
Positive Steps Leaders always consult and involve colleagues, clients and partners in all that they do. They are always thinking things through and reflect upon learning using their knowledge and experience to create and develop new ways of working; Everyone is collectively and individually accountable for Positive Steps targets and work together to achieve them. The Leaders also innovate and develop ways of working that make a difference to the people with whom they work alongside. The Senior Management Team are highly visible in the organisation and know all staff by their first name. They frequently have structured team meetings, the Chief Executive attends the quarterly Staff Forums and also provides regular full staff briefings. Bright Ideas are considered at each Senior Management meeting and ‘you said – we did' feedback is later provided by meeting minutes. These minutes are always disseminated throughout the organisation and staff then have the opportunity to comment or question at their team meetings.
Positive Steps Leaders always consult and involve colleagues, clients and partners in all that they do. They are always thinking things through and reflect upon learning using their knowledge and experience to create and develop new ways of working; Everyone is collectively and individually accountable for Positive Steps targets and work together to achieve them. The Leaders also innovate and develop ways of working that make a difference to the people with whom they work alongside. The Senior Management Team are highly visible in the organisation and know all staff by their first name. They frequently have structured team meetings, the Chief Executive attends the quarterly Staff Forums and also provides regular full staff briefings. Bright Ideas are considered at each Senior Management meeting and ‘you said – we did' feedback is later provided by meeting minutes. These minutes are always disseminated throughout the organisation and staff then have the opportunity to comment or question at their team meetings.
Positive Steps Leaders always consult and involve colleagues, clients and partners in all that they do. They are always thinking things through and reflect upon learning using their knowledge and experience to create and develop new ways of working; Everyone is collectively and individually accountable for Positive Steps targets and work together to achieve them. The Leaders also innovate and develop ways of working that make a difference to the people with whom they work alongside. The Senior Management Team are highly visible in the organisation and know all staff by their first name. They frequently have structured team meetings, the Chief Executive attends the quarterly Staff Forums and also provides regular full staff briefings. Bright Ideas are considered at each Senior Management meeting and ‘you said – we did' feedback is later provided by meeting minutes. These minutes are always disseminated throughout the organisation and staff then have the opportunity to comment or question at their team meetings.
Phoenix's Community Chest project sees an annual fund of £100,000 made available to groups and organisations with ideas for projects that will improve the community and life chances for residents. Since 2013, Phoenix has awarded £300,000 worth of funding to projects that have benefited more than 3,000 Phoenix residents and local people and are set to reach even more. Community events include a Phoenix Festival, which attracts more than 3,000 people each year, a Summer Fun programme for children in their area and regular Community Links events where residents can get involved in what's happening in their locality. They supported a small village in Togo via the Dekamile charity through inkind support and also engaged with staff to raise £12,000 to support further essential construction. They offered an opportunity for one Phoenix staff member, along with an employee of the subsidiary Phoenix Repairs Service, to travel to Togo to support the construction project and see first-hand the impact of their contributions. Unemployment in Lewisham, London, is more than twice the national average. Phoenix offer a range of initiatives to support local people to take the necessary steps in or back to work. Their ‘Roots into Work' programme offers a weekly job club, one to one advice and coaching from dedicated careers advisors, plus CV and interview workshops and a broad range of flexible training programmes. In 2015-16 they supported 48 residents into long-term employment. Free training ranges from functional skills in English, Maths and IT to vocational programmes that include work experience/placements. They also offer apprenticeships each year and seek to maximise job and apprentice vacancies within contractors and broader supply chain. Since 2014 a total 33 Lewisham residents have benefited from apprenticeships.
Phoenix worked with staff to develop their new strengths framework, which underpins all of their recruitment and performance development and is understood as a way of achieving the corporate vision. Their strengths framework represents a cumulative understanding of ‘essential behaviours' at Phoenix. They believe that the behaviours are a unique perspective of current and future cultural aspirations and very much about a shared understanding of how to create a workplace that they love. The eight core Phoenix strengths complement and sit alongside their four core principles and values of Community, Customer, Consideration and Collaboration. The four C's, as they are known, are visible and salient throughout the organisation and within their offices. Posters are displayed prominently in resident facing areas and customer service spaces so that they are accountable to customers and partners. They have also used giant whiteboards on the stairwell, allowing staff to write up how their job roles help deliver corporate objectives. This has helped staff understand one another's contributions to the business and sparked further internal talks and working groups. All colleagues received a strengths toolkit, workbook and bespoke journals that reinforce the messages. Their new ‘thank you card' initiative prompts staff to celebrate and acknowledge outstanding examples of customer service and work against these core principles.
Phoenix worked with staff to develop their new strengths framework, which underpins all of their recruitment and performance development and is understood as a way of achieving the corporate vision. Their strengths framework represents a cumulative understanding of ‘essential behaviours' at Phoenix. They believe that the behaviours are a unique perspective of current and future cultural aspirations and very much about a shared understanding of how to create a workplace that they love. The eight core Phoenix strengths complement and sit alongside their four core principles and values of Community, Customer, Consideration and Collaboration. The four C's, as they are known, are visible and salient throughout the organisation and within their offices. Posters are displayed prominently in resident facing areas and customer service spaces so that they are accountable to customers and partners. They have also used giant whiteboards on the stairwell, allowing staff to write up how their job roles help deliver corporate objectives. This has helped staff understand one another's contributions to the business and sparked further internal talks and working groups. All colleagues received a strengths toolkit, workbook and bespoke journals that reinforce the messages. Their new ‘thank you card' initiative prompts staff to celebrate and acknowledge outstanding examples of customer service and work against these core principles.
In line with PHD's culture and ethos of the ‘Human Touch', working collaboratively and face to face interaction between teams is strongly encouraged. Every department holds weekly status meetings so everyone is made aware of important updates. These meetings are vital in ensuring news is communicated quickly and is an opportunity for team members to interact away from their desks. Line managers hold regular catch ups with their people to boost communication. The large majority of their people are very sociable and are often at lunch or drinks together. PHD encourage this as it aids good working relationships across the various departments. They also hold weekly 15-minute update meetings that rotate around the building. These meetings are intended to give everyone brief updates that are relevant to the way they work for clients, provide useful insights and showcase interesting research. After restructuring the teams late last year, PHD had to rethink their internal workstreams leading to revamped briefing and planning processes within PHD. Key speakers explained the new way of work during a dedicated offsite session. Everyone received a pack with printed collateral to re-enforce the learning. As part of their planning process they hold Action Planning sessions, these encourage people to work collaboratively and to be creative by working together as a group. People are selected from different teams to gain a range of insights and experience and it is an opportunity for them to network with people from outside of their normal day to day team.
In line with PHD's culture and ethos of the ‘Human Touch', working collaboratively and face to face interaction between teams is strongly encouraged. Every department holds weekly status meetings so everyone is made aware of important updates. These meetings are vital in ensuring news is communicated quickly and is an opportunity for team members to interact away from their desks. Line managers hold regular catch ups with their people to boost communication. The large majority of their people are very sociable and are often at lunch or drinks together. PHD encourage this as it aids good working relationships across the various departments. They also hold weekly 15-minute update meetings that rotate around the building. These meetings are intended to give everyone brief updates that are relevant to the way they work for clients, provide useful insights and showcase interesting research. After restructuring the teams late last year, PHD had to rethink their internal workstreams leading to revamped briefing and planning processes within PHD. Key speakers explained the new way of work during a dedicated offsite session. Everyone received a pack with printed collateral to re-enforce the learning. As part of their planning process they hold Action Planning sessions, these encourage people to work collaboratively and to be creative by working together as a group. People are selected from different teams to gain a range of insights and experience and it is an opportunity for them to network with people from outside of their normal day to day team.
Each employee has access to two paid learning days. PHD realise that finding the time to learn can sometimes be challenging, so employees can use two dedicated days to study at home allowing them more freedom over when and how to fit learning around work. They also offer a learning bursary which gives employees money and the opportunity to learn something non-work related, whether this be street dancing, Arabic lessons, beer brewing or a basic DIY course.
Perkbox University, the in-house training program, encompasses management training courses. They ask senior managers to present to managers along the lines of how to motivate staff, how to generate the best results, conflict resolution, empathy, workload management, reward and recognition etc. These happen every couple of months. Every manager is mentored by a senior manager. They always try to promote from within and so new managers will be well versed in Perkbox's management training, having been on the receiving end themselves. A good example is the sales team, those demonstrating aptitude for increased responsibilities are eased into a management role by making them senior managers, who are still doing front line selling but have mentoring responsibilities. Senior Managers will shadow team leaders to prepare them for the more analytical aspects of the role and are afforded the opportunity to learn on the job. Regularly there are weekly, monthly and quarterly reviews. The weekly and monthly reviews are held between the manager and their line manager and are used to discuss how the managers team have responded to the established KPI's and address any incumbent issues. Quarterly reviews are held with the HR Manager present and minutes are taken for the managers to refer to at any time subsequently.
Perkbox University, the in-house training program, encompasses management training courses. They ask senior managers to present to managers along the lines of how to motivate staff, how to generate the best results, conflict resolution, empathy, workload management, reward and recognition etc. These happen every couple of months. Every manager is mentored by a senior manager. They always try to promote from within and so new managers will be well versed in Perkbox's management training, having been on the receiving end themselves. A good example is the sales team, those demonstrating aptitude for increased responsibilities are eased into a management role by making them senior managers, who are still doing front line selling but have mentoring responsibilities. Senior Managers will shadow team leaders to prepare them for the more analytical aspects of the role and are afforded the opportunity to learn on the job. Regularly there are weekly, monthly and quarterly reviews. The weekly and monthly reviews are held between the manager and their line manager and are used to discuss how the managers team have responded to the established KPI's and address any incumbent issues. Quarterly reviews are held with the HR Manager present and minutes are taken for the managers to refer to at any time subsequently.
Perkbox have free drinks every Friday in the office at 5pm. The way they are distributed is quite unique - given that they have new starters on a regular basis, they push a beer trolley which affords them the opportunity to meet a lot of new faces in a more relaxed setting than the induction tour they are given on their first day. The trolley is also pushed by someone who might have blundered in some way that week, and is accompanied by an irreverent, tongue in cheek email outlining their plight sent by the HR Manager. It's a fun end to the week and nominations come thick and fast and are always hotly contested. Perkbox have a dedicated break out area which has arcade machines, table tennis, table football and a Playstation 4, people eat lunch there and socialize in the evening. The company also has fortnightly yoga and football matches which give everyone something to talk about! Culture is very important to Perkbox. They made a Culture Book with stories of those who joined the team and give it to all new starters. They also made a video for Seedrs recently, a crowd funding company, and have raised £1.4m in a week, becoming the fastest funded company on their platform in history.
Senior management present very clear monthly business updates closely aligned to the values of the company. They take a hands on approach to the business and clearly demonstrate company values in their working practices and in their approach to day to day tasks. Managers are honest, open and straightforward in all their dealings with staff and clients and focus on delivering a first class service, they set the gold standard. Managers make sure they attend the sports and social events in order to have down time and fun with their colleagues. Spending time with each other away from the workplace is key to establishing a strong working relationship. Paul Clark, Penta's CEO and founder of the company, has an open door policy and is very approachable. He had always had a very clear vision for the company that he set up 18 years ago. Two of his keys strategies have been to surround himself with high calibre individuals who have complimentary and different skill sets as well as putting his staff, clients and candidates at the very heart of the business. Paul was always determined that any one employed by him would actively enjoy coming to work as well as offering a first class service to all customers. He sets clear performance expectations, goals and objectives for others, treats mistakes as learning opportunities, demonstrates an ability to make decisions and take responsibility for them, encourages feedback from everyone in the business, seeks to fine more efficient ways of operating and actively encourages ideas form others.
A great chill out area with table football, table tennis, Wii Fit, pool table, music and large screens for multi-channel TV plus a free Penta bar for Friday evenings and for special celebrations and events. Icelolly offer free hypnotherapy for people who are serious about giving up smoking and annual health check including flu vaccine. Regular breaks throughout the day when staff can leave the office for 15 minutes. There is a chill out zone with free hot and cold drinks and access to microwave, an active sports and social club and exciting overseas incentive trips.
Senior management present very clear monthly business updates closely aligned to the values of the company. They take a hands on approach to the business and clearly demonstrate company values in their working practices and in their approach to day to day tasks. Managers are honest, open and straightforward in all their dealings with staff and clients and focus on delivering a first class service, they set the gold standard. Managers make sure they attend the sports and social events in order to have down time and fun with their colleagues. Spending time with each other away from the workplace is key to establishing a strong working relationship. Paul Clark, Penta's CEO and founder of the company, has an open door policy and is very approachable. He had always had a very clear vision for the company that he set up 18 years ago. Two of his keys strategies have been to surround himself with high calibre individuals who have complimentary and different skill sets as well as putting his staff, clients and candidates at the very heart of the business. Paul was always determined that any one employed by him would actively enjoy coming to work as well as offering a first class service to all customers. He sets clear performance expectations, goals and objectives for others, treats mistakes as learning opportunities, demonstrates an ability to make decisions and take responsibility for them, encourages feedback from everyone in the business, seeks to fine more efficient ways of operating and actively encourages ideas form others.
All employees have access to professional coaching and are assigned a mentor from within the business. Penna's People Manager Group meets quarterly and is led by the MD. This group works together to support people management in the business and to support one another with their people management role and responsibilities. Good leadership is a core tenet of the overall brand, along with the client experience and colleague experience; therefore the company believe it is essential that they maintain the standards of the leadership behaviours they have established. Each Penna Leader is asked to gather personal feedback on how they are performing. They do this by consulting their direct reports and anyone else whom they have led as part of projects they have undertaken in the last 12 months. Managers are then required to attend a one-hour training session where they learn how to give and receive feedback in the best and most respectful way. Managers then attend a feedback session with their own Line Manager, who shares and walks through the feedback to identify and maximise on strengths and also build upon any development areas.
All employees have access to professional coaching and are assigned a mentor from within the business. Penna's People Manager Group meets quarterly and is led by the MD. This group works together to support people management in the business and to support one another with their people management role and responsibilities. Good leadership is a core tenet of the overall brand, along with the client experience and colleague experience; therefore the company believe it is essential that they maintain the standards of the leadership behaviours they have established. Each Penna Leader is asked to gather personal feedback on how they are performing. They do this by consulting their direct reports and anyone else whom they have led as part of projects they have undertaken in the last 12 months. Managers are then required to attend a one-hour training session where they learn how to give and receive feedback in the best and most respectful way. Managers then attend a feedback session with their own Line Manager, who shares and walks through the feedback to identify and maximise on strengths and also build upon any development areas.
All employees have access to professional coaching and are assigned a mentor from within the business. Penna's People Manager Group meets quarterly and is led by the MD. This group works together to support people management in the business and to support one another with their people management role and responsibilities. Good leadership is a core tenet of the overall brand, along with the client experience and colleague experience; therefore the company believe it is essential that they maintain the standards of the leadership behaviours they have established. Each Penna Leader is asked to gather personal feedback on how they are performing. They do this by consulting their direct reports and anyone else whom they have led as part of projects they have undertaken in the last 12 months. Managers are then required to attend a one-hour training session where they learn how to give and receive feedback in the best and most respectful way. Managers then attend a feedback session with their own Line Manager, who shares and walks through the feedback to identify and maximise on strengths and also build upon any development areas.
PegasusLife's people are rewarded in ways which are specifically tailored to their roles, giving them the most appropriate and fair approach. So through a combination of mechanisms everyone can see how their contribution is rewarded. The most unique aspect and the one the company are proudest of is their Employee Participation Plan. The Company's philosophy is based on ensuring people share in the long term success of the organisation, because it is through them that their success comes. The Plan is open to everyone and enables people to become stakeholders in their future. Company shares have been allocated to the scheme and employees are invited to contribute a set amount per month (up to £50 which buys them a proportion of the ‘pot'). On the completion of a sale or flotation everyone will then share in the ‘Bonus Pot'. The total size of the Bonus Pot is linked to the performance of the business and the value created upon the exit so people can see that their share in the business is directly linked to their contribution, it is a joint effort on everyone's part. In terms of its effectiveness, the team take a long term approach because they have a stake in the future. They act in the best long term interests of the company, not on short term gains which could have a longer term negative effect on the business.
PegasusLife was created to do things differently and to do things better. Their mission, to fundamentally change retirement homes in the UK is not an easy task. Leaving profits to one side, to be successful requires an engaged workforce and a company culture that supports their mission. To that end, all new members of staff get a handbook that explains in detail all of their core values and how everyone at PegasusLife has a part to play in its success. Inspirational quotes that embody their values, from eminent people as diverse as Shakespeare and Jonathan Ive, have been designed into the office environment and can be seen on many of the office walls. PegasusLife's Google+ page has a group called Living the Values, which is an active forum for exchanging ideas, where anyone can post articles or other thinking pieces that support company values. The competencies/values are also part of the appraisal process so everyone is assessed against them at least twice a year. Furthermore, every team day and company gathering is used as an opportunity for the CEO and other key personnel to reconfirm their focus on always having the mission at the forefront of all of all employees minds on a day-to-day basis.
PegasusLife was created to do things differently and to do things better. Their mission, to fundamentally change retirement homes in the UK is not an easy task. Leaving profits to one side, to be successful requires an engaged workforce and a company culture that supports their mission. To that end, all new members of staff get a handbook that explains in detail all of their core values and how everyone at PegasusLife has a part to play in its success. Inspirational quotes that embody their values, from eminent people as diverse as Shakespeare and Jonathan Ive, have been designed into the office environment and can be seen on many of the office walls. PegasusLife's Google+ page has a group called Living the Values, which is an active forum for exchanging ideas, where anyone can post articles or other thinking pieces that support company values. The competencies/values are also part of the appraisal process so everyone is assessed against them at least twice a year. Furthermore, every team day and company gathering is used as an opportunity for the CEO and other key personnel to reconfirm their focus on always having the mission at the forefront of all of all employees minds on a day-to-day basis.
Two-way dialogue and transparent interaction is openly encouraged at Pegasus. In fact, some of their pivotal changes in recent years have been the result of staff feedback, such as the creation of the five Pegasus behaviours and the company's move to Brighton. The company have established countless regular channels for people to feed in their suggestions, from contributing at internal peer group meetings, being invited to provide formal feedback on new initiatives or simply meeting Simon the MD for lunch and a chat. To strengthen staff insights further, Pegasus have recently invested in a formal online engagement tool called ‘HIVE'. HIVE sends bi-weekly micro surveys to all staff, providing real-time data and acting as a barometer for the overall engagement of people on a range of workplace matters. The company also run an internal group called Culture Club, which acts as a working group focusing on staff wellbeing, social and charity events.
Two-way dialogue and transparent interaction is openly encouraged at Pegasus. In fact, some of their pivotal changes in recent years have been the result of staff feedback, such as the creation of the five Pegasus behaviours and the company's move to Brighton. The company have established countless regular channels for people to feed in their suggestions, from contributing at internal peer group meetings, being invited to provide formal feedback on new initiatives or simply meeting Simon the MD for lunch and a chat. To strengthen staff insights further, Pegasus have recently invested in a formal online engagement tool called ‘HIVE'. HIVE sends bi-weekly micro surveys to all staff, providing real-time data and acting as a barometer for the overall engagement of people on a range of workplace matters. The company also run an internal group called Culture Club, which acts as a working group focusing on staff wellbeing, social and charity events.
After a period of huge growth and success in the last two years, Pegasus held a Vision Day in July this year. This day began with staff entering work to find an office filled with balloons and a gift of a new branded Moleskine notebook for each employee. Pegasus then decamped from the office to a local venue near the seafront for a half-day session, the purpose of which was to recommunicate the company's shared purpose, values and vision. Whilst there staff were asked to contribute ideas and suggestions to the new company value ‘Take Pride'. The day ended with a champagne address from the Managing Director, followed by an enjoyable evening out!
Parkdean Resorts host multiple conferences each year to allow networking between employees across the business in order to encourage integration and a sense of community. The company Intranet page allows employees to communicate consistently and share company news and information. Posters are displayed around the business to advertise and implement the company values.
Parkdean are extremely fortunate to have some amazing people in their business so they show their appreciation for all their hard work during the 'Recognition Cafés', which provide an opportunity for them to reward people who have demonstrated the right behaviours in line with the company values to make a positive difference to the business. Recognition Cafés celebrate success in a fun and creative way. Personal Impact Reviews also help support and focus Parkdean Resorts employees on the business objectives and these take place three times a year. Within the PI Reviews Managers are empowered to identify successors through their talent matrix.
Parkdean Resorts host multiple conferences each year to allow networking between employees across the business in order to encourage integration and a sense of community. The company Intranet page allows employees to communicate consistently and share company news and information. Posters are displayed around the business to advertise and implement the company values.
By using animals to represent the PANDORA values, the company provide employees with something tangible to help demonstrate them. They have a figurine called Winnpier who is an amalgamation of all three values: the strong legs and tail from the lion, the large heart and long neck from the giraffe and the wings from the bumble bee. Winniper represents PANDORA's values and the behaviours that they require all their employees to demonstrate. The company launched their values called ‘PANDORA Life' in 2011 through large events within each region of PANDORA. Employees were taken out of the office to a beautiful location where the history of the company and the relevance and importance of its values were explained. PANDORA award prizes to employees for demonstrating the PANDORA Life values in their daily work and also at company events and parties. The values also have been incorporated into the company's Personal Development Reviews and employees must think about how they relate to their particular position. Objectives are then set incorporating the values.
By using animals to represent the PANDORA values, the company provide employees with something tangible to help demonstrate them. They have a figurine called Winnpier who is an amalgamation of all three values: the strong legs and tail from the lion, the large heart and long neck from the giraffe and the wings from the bumble bee. Winniper represents PANDORA's values and the behaviours that they require all their employees to demonstrate. The company launched their values called ‘PANDORA Life' in 2011 through large events within each region of PANDORA. Employees were taken out of the office to a beautiful location where the history of the company and the relevance and importance of its values were explained. PANDORA award prizes to employees for demonstrating the PANDORA Life values in their daily work and also at company events and parties. The values also have been incorporated into the company's Personal Development Reviews and employees must think about how they relate to their particular position. Objectives are then set incorporating the values.
By using animals to represent the PANDORA values, the company provide employees with something tangible to help demonstrate them. They have a figurine called Winnpier who is an amalgamation of all three values: the strong legs and tail from the lion, the large heart and long neck from the giraffe and the wings from the bumble bee. Winniper represents PANDORA's values and the behaviours that they require all their employees to demonstrate. The company launched their values called ‘PANDORA Life' in 2011 through large events within each region of PANDORA. Employees were taken out of the office to a beautiful location where the history of the company and the relevance and importance of its values were explained. PANDORA award prizes to employees for demonstrating the PANDORA Life values in their daily work and also at company events and parties. The values also have been incorporated into the company's Personal Development Reviews and employees must think about how they relate to their particular position. Objectives are then set incorporating the values.
Oxford City Council has invested heavily over the last two years in specific staff development. The first example is a comprehensive Health and Wellbeing programme, which covers a diverse range of subjects from nutritional health and health MOT's to resilience training and stress management techniques. As an addition to this a staff champion group was formed to put forward ideas about other aspects of development that would be popular. From this funding was provided for initiatives such as a Council Choir, City walking events, exercise bands and Fit Bits. The second example is the Leadership and Management Development Programme, where the fundamental principle was to move away from a ‘sheep-dip' training programme to an assessment centre where Leaders and Managers were able to identify personal strengths and developmental areas, as well as raise their own understanding of their emotional intelligence.
Oxford City Council is very conscious of its corporate social responsibility and recognises that there is a significant level of deprivation in the city. Many initiatives have and are being taken to tackle this, such as additional funding for education and support/mentoring for certain age groups in city schools. The has also been the redevelopment of community centres, a new swimming pool at Blackbirdleys, the Barton housing development and the new Westgate shopping centre. A team was also set up specifically to respond to the implications of welfare reform that impacted on several areas of the city. The Welfare Reform Team was specifically set up to respond to the implications of Welfare Reform on certain groups which included the homeless. The Council also works closely with charities such as Crisis to support homelessness and similar issues. Oxford City Council's apprenticeship scheme has been running for five years and has had a significant impact on ensuring vulnerable young people have a chance of employment and becoming ‘work ready'. One part of the organisation's Community Team has worked with a group of young people who were having difficulties at school and through various initiatives have changed lives for the better. One example of this has been the city garden, where these young people are responsible for managing and growing crops.
Oxford City Council offer Partnership Payments, which are paid based on Appraisal rating and Sickness absence during the year. As a result of organisational negotiations in 2013 a ‘Pay Deal' was agreed through Unions which encompassed several key employee benefits. One of these was to introduce a bonus scheme where, providing Council financial performance was met, any employee who attained certain annual performance criteria would receive a bonus payment. The amount depended on the level of performance and an additional amount was provided for staff who had a level attendance below a set figure.
Oxera provide a number of training courses run internally at all levels of the business. This ensures that the content is relevant and applicable to the delegates and that the information can be applied back to the workplace they operate within. Any questions or queries after the courses can also be directed back to the presenters as and when required. Oxera also encourage one-to-one training, which is provided by the highest level experts within the company. One of the pre-requisites in becoming a Senior Consultant at Oxera is Line Management experience. The company prepare consultants for this by allowing them the opportunity to line manage an intern or work experience person for a short period of time. They also hold a number of recruitment events which they encourage the consultants to take part in to develop their presentation, networking and interpersonal skills.
Oxera provide a number of training courses run internally at all levels of the business. This ensures that the content is relevant and applicable to the delegates and that the information can be applied back to the workplace they operate within. Any questions or queries after the courses can also be directed back to the presenters as and when required. Oxera also encourage one-to-one training, which is provided by the highest level experts within the company. One of the pre-requisites in becoming a Senior Consultant at Oxera is Line Management experience. The company prepare consultants for this by allowing them the opportunity to line manage an intern or work experience person for a short period of time. They also hold a number of recruitment events which they encourage the consultants to take part in to develop their presentation, networking and interpersonal skills.
Every year Oxera hold a two-day Core Academy induction event for all new starters. They cover a session on ‘The Oxera Way' and the actual vision of the company. These sessions are presented by the company Partners, who explain the mission and vision of the company and how they plan to achieve and maintain them over the coming years through a five-year plan. There are always opportunities to ask questions and network with partners and Senior Management throughout the course of the event. Oxera also hold a Trade Fair each year, which is a company-wide information-sharing event. This is held offsite and everybody is invited to attend. It is a chance to find out more about the company's mission, vision and values in a fun and informative way.
OVO invested over £600,000 in their Customer Service department with their new reward initiative, OVO Reward Steps. OVO Reward Steps is a way of rewarding great performance and recognising people's commitment to OVO within the Customer Service and back office teams. OVO Reward Steps has introduced significant salary milestones alongside clearly defined knowledge and experience criteria, giving people clear career progression in this crucial part of the business. Addressing attrition, sickness and a perception that people were not getting a ‘fair deal', OVO Reward Steps resulted in a 4% decrease in sickness, 52% decrease in attrition and 39.8% increase in the company's eNPS score for ‘Reward'. The success of this project in its first four months represents savings to the business of £409,762.
OVO invested over £600,000 in their Customer Service department with their new reward initiative, OVO Reward Steps. OVO Reward Steps is a way of rewarding great performance and recognising people's commitment to OVO within the Customer Service and back office teams. OVO Reward Steps has introduced significant salary milestones alongside clearly defined knowledge and experience criteria, giving people clear career progression in this crucial part of the business. Addressing attrition, sickness and a perception that people were not getting a ‘fair deal', OVO Reward Steps resulted in a 4% decrease in sickness, 52% decrease in attrition and 39.8% increase in the company's eNPS score for ‘Reward'. The success of this project in its first four months represents savings to the business of £409,762.
OVO invested over £600,000 in their Customer Service department with their new reward initiative, OVO Reward Steps. OVO Reward Steps is a way of rewarding great performance and recognising people's commitment to OVO within the Customer Service and back office teams. OVO Reward Steps has introduced significant salary milestones alongside clearly defined knowledge and experience criteria, giving people clear career progression in this crucial part of the business. Addressing attrition, sickness and a perception that people were not getting a ‘fair deal', OVO Reward Steps resulted in a 4% decrease in sickness, 52% decrease in attrition and 39.8% increase in the company's eNPS score for ‘Reward'. The success of this project in its first four months represents savings to the business of £409,762.
One Way is a respected and rapidly growing recruitment company for the construction industry, with specialist expertise in the built environment, rail, civil engineering and heavy plant. They place top quality construction professionals, technical and management staff, and trades and labour roles right across the UK. They are building an enviable reputation for uncompromising professionalism and integrity, setting new standards for the industry. Their strength is their ability to match the right people to the right jobs. They take the time to understand thoroughly what they are looking for, and then use the extensive database and industry knowledge to find exactly the right combination of skills, experience and accreditations. They are known in the construction industry for being thorough, well prepared and professional. Every candidate is carefully vetted for their eligibility to work and compliance with required standards. Each Team Member is given a Welcome Folder when they join the One Way Team which includes details of the company's Unique Selling Points, Core Values and Cultural Values.
One Way have an induction training programme, progressive career path, regular one to ones, annual appraisals, internal training workshops and external training which are organised as appropriate relevant to role, an online HR system with logbook detailing training and development for each team member.
One Way have an induction training programme, progressive career path, regular one to ones, annual appraisals, internal training workshops and external training which are organised as appropriate relevant to role, an online HR system with logbook detailing training and development for each team member.
Old Mill's Leadership Programme has made a big difference with the Managers. It focuses on how people impact on others and has been specifically designed to align with Old Mill's values and goals. The company have also had specific developmental issues with one or two Managers. The company culture encourages Managers and employees alike to want to change and develop. Old Mill have had some great results through individual coaching, all by using a mixture of both internal and external Coaches. The performance of the Managers is measured in financial terms on a month by month basis. The company's appraisal system also measures performance against specific objectives and organisational values. Finally, a very comprehensive psychometric and 360 evaluation of the Managers is repeatedly completed.
Old Mill's Leadership Programme has made a big difference with the Managers. It focuses on how people impact on others and has been specifically designed to align with Old Mill's values and goals. The company have also had specific developmental issues with one or two Managers. The company culture encourages Managers and employees alike to want to change and develop. Old Mill have had some great results through individual coaching, all by using a mixture of both internal and external Coaches. The performance of the Managers is measured in financial terms on a month by month basis. The company's appraisal system also measures performance against specific objectives and organisational values. Finally, a very comprehensive psychometric and 360 evaluation of the Managers is repeatedly completed.
Out of Old Mill's total head count of 243, over 70 are currently training to be Accountants, Tax Advisers or Financial Planners. This represents a huge investment in the future of Old Mill and is all supported by the company's Coaching and Mentoring programme. Trainees are also rotated around Old Mill so that they can appreciate the different parts of the business when advising clients in the future. The Leadership Programme covers all employees from Trainee through to Partner level and increases self-awareness of how they impact on others. This programme has been designed in conjunction with the Centre for Leadership Studies at the University of Exeter.
In addition to NNT Data offering occupational health and the Employee Assistance Programme, the company promotes the sabbatical and flexible working policy and also encourages employees to utilise these benefits. The business also encourages employees to take all annual leave throughout the holiday calendar year. The company recognises that in unfortunate circumstances an employee may need to take up to five days paid leave, which is another benefit used to assist employees with wellness and their return back to work.
NTT Data's Reward and Recognition Programme is designed to recognise and celebrate the valuable contributions of all the company's employees across the UK. This recognition can be for anything, from daily achievements that deliver greater value to clients to the implementation of ground-breaking innovation. To be selected for a Recognition Award, employees must demonstrate outstanding commitment and achievement. For a bronze Award staff receive £250, for silver Award's £500 and for the Gold Award it is £1,000. In addition there is the Team Award Team event, where rewarded individuals and teams are recognised in Town Hall meetings and presented with a glass trophy.
In addition to NNT Data offering occupational health and the Employee Assistance Programme, the company promotes the sabbatical and flexible working policy and also encourages employees to utilise these benefits. The business also encourages employees to take all annual leave throughout the holiday calendar year. The company recognises that in unfortunate circumstances an employee may need to take up to five days paid leave, which is another benefit used to assist employees with wellness and their return back to work.
No1 Lounges reward their operational staff with a ‘Performance Bonus' of up to 15% of gross salary each month. The bonus is awarded in two parts, one of 5% and one of 10%. Performance is linked directly to guests' experiences, which they receive in the lounge each day with a feedback questionnaire. 5% is attributed to each team achieving the target Net Promoter Score within the lounge and 10% is awarded based on how guests score certain aspects of their experience which are relevant to each role. The Performance Bonus scheme is free of any management bias and is not connected to the company's financial performance, which No1 Lounges believe to be unique in the world of hospitality. In addition to the Performance Bonus scheme the company also operate ‘on-the-spot' rewards for extra-special service moments, all in recognition of people going above and beyond in the delivery of the lounge experiences. These include tickets to the cinema and theatre, spa days, extra holiday time and high street vouchers.
It's integral to the successful running of No1 Lounges that every employee has a comprehensive understanding of the broader workings and objectives of the business. That's why ‘Tray Days' and ‘Desk Days' take place regularly and are open to all employees, from Heads of Department to housekeepers. Desk Days allow operational employees to spend time with each department in Head Office (referred to as the London Office to avoid hierarchy) and Tray Days give the London Office valuable exposure to the workings of lounges. The CEO Phil Cameron is extremely hands on. Phil, Joe (Head of Operations and Jamie (Head of People) spend at least two days a week in the operations, supporting the Managers, Supervisors and Team Members. They also have a weekly call with each lounge Manager, which takes place every Monday morning. The running of the operations is complex and Phil believes high pressured situations need to be handled calmly, while keeping the businesses objectives front of mind. He aims to inspire his teams by ensuring he's personable, passionate and present. One distinctive initiative that demonstrates the way the Phil engages colleagues in the organisation is ‘Grill Phil'. These take place every six weeks at each airport and allow him to communicate any business updates and new ideas directly. Staff can then ‘grill' him on any topics and raise any issues, which the company believe is key to engagement. The majority of actions to come out of a Grill Phil are implemented or responded to within a month of the meeting to ensure employees feel listened to, supported and an integral part of No1 Lounges development.
One of No1 Lounges main focuses of 2016 has been to improve employees' development so their people feel supported, empowered and engaged in their own progression. The company recognise the importance of internal promotion and it's key that they support their people throughout their employment with us. Over 70% of employees with a length of service over four years have achieved promotions, with many starting in Team Member roles and progressing into local and central Management Teams. To ensure new starters feel supported on their journey at No1 Lounges they have recently launched the ‘Flying Start' programme, which charts the personal development of employees in their first three months. This enables them to chart their progression and set clear and achievable objectives. No1 Lounges operational training programme, held on ‘Up In The Air Days', brings their people together to share knowledge and experiences while learning interesting, diverse and relevant skills. The programme is designed for the employee to opt in and sessions are facilitated by the in-house trainer, HODs or the external L&D partner ‘Purple Cubed'.
In designing the NHBC's bonus structure the organisation have recognised that whilst all employees can influence business performance, those at lower grades have considerably less influence than Senior Managers on corporate objectives. As a result of this, to drive and recognise employee performance NHBC have weighted the bonus calculations for lower graded employees, allowing them to have greater influence over their bonus achievement. For most employees the bonus is based on 75% individual performance and 25% Company performance, whilst the CEO is 85% Company performance. This means that lower graded employees will receive a substantial proportion of bonus if they perform well but the Company does not over achieve.
NHBC six core principles or behaviours are integral to an organisational wide recognition scheme called Star Awards, a scheme that is open to all employees. Staff can nominate colleagues for work or actions that embody one or more of the NHBC behaviours. The nominees receive notification of the nomination and their names are posted on the organisation's intranet. At the end of the year the nominations go forward to a cross sectional judging panel, with winners and runners up of each category being invited to attend a gala event.
In designing the NHBC's bonus structure the organisation have recognised that whilst all employees can influence business performance, those at lower grades have considerably less influence than Senior Managers on corporate objectives. As a result of this, to drive and recognise employee performance NHBC have weighted the bonus calculations for lower graded employees, allowing them to have greater influence over their bonus achievement. For most employees the bonus is based on 75% individual performance and 25% Company performance, whilst the CEO is 85% Company performance. This means that lower graded employees will receive a substantial proportion of bonus if they perform well but the Company does not over achieve.
Community forms part of NG Bailey's responsible business strategy ‘One Approach'. Last year the company launched their first charity partnership with Macmillan. Chosen by their employees via a company-wide vote, the aim was to raise £50k within 12 months. Due to the passion, enthusiasm and team spirit, NG Bailey extended the partnership by a further six months to enable employees to continue with their fundraising. By doing this, the company raised almost double its target and enabled teams to break down silos, creating new working relationships within many of their divisions. They have also continued to match funds for other charitable activities that have amounted to £9,560 so far this year. For every person NG Bailey employ they will have helped another two young people to be more successful in their future careers. They've also launched Inspire, their award-winning STEM (science, technology, engineering and maths) school engagement programme that aims to engage with over 5,000 young people by 2018. This year the company have engaged with 1,511 (3,007 in total) young people to encourage them to consider a career in engineering. Earlier this year, Cal Bailey the Sustainability Director was invited to join the Business in the Community (BITC) Yorkshire and Humber advisory board. As part of the board, Cal is working with businesses across the region to forge better relationships between business and society and looking at ways UK employers can create fairer opportunities for ex-offenders, disadvantaged young people, homeless and those recovering from addiction via a number of related programmes facilitated by BITC.
NG Bailey utilise opportunities to work with external partners as part of their approach to employee development. The company's educational outreach activities are supported by employees from every level of the organisation, from apprentices to Executive Team Members. Individuals can find themselves undertaking the simplest of tasks, from organising a careers discussion with a class or year group to working as part of a team developing a day of STEM (science, technology, engineering and maths) related activities for 300+ students. This challenges them to use their existing management and leadership skills in a very different and unpredictable environment, as well as offering an opportunity to take part in something extremely rewarding. NG Bailey also work with existing clients to carry out “dragons den” type workshops, were they put forward a group from one of their talent programmes to work with clients who are looking for inventive ideas to tackling the problems they are facing in their own businesses. This provides a great opportunity to apply their strategic thinking skills to unusual problems whilst working to tight deadlines in a foreign environment.
NG Bailey utilise opportunities to work with external partners as part of their approach to employee development. The company's educational outreach activities are supported by employees from every level of the organisation, from apprentices to Executive Team Members. Individuals can find themselves undertaking the simplest of tasks, from organising a careers discussion with a class or year group to working as part of a team developing a day of STEM (science, technology, engineering and maths) related activities for 300+ students. This challenges them to use their existing management and leadership skills in a very different and unpredictable environment, as well as offering an opportunity to take part in something extremely rewarding. NG Bailey also work with existing clients to carry out “dragons den” type workshops, were they put forward a group from one of their talent programmes to work with clients who are looking for inventive ideas to tackling the problems they are facing in their own businesses. This provides a great opportunity to apply their strategic thinking skills to unusual problems whilst working to tight deadlines in a foreign environment.
New Charter Group are committed to raising awareness of dementia within the community and have therefore adopted Dementia Friends and the Alzheimer's Society as their corporate charities. They have pledged to create as many new Dementia Friends as possible within their local communities by allowing any employee to attend a Dementia Friend awareness session during working time. This is achieved by enabling two colleagues to train as Dementia Friend Champions, allowing them to deliver awareness sessions and create new Dementia Friends. Every employee is entitled to an extra two days leave per year on top of their annual entitlement to give time back to working with charities or community initiatives of their choice. New Charter Group assist adults to help them become work ready and move them into secure paid employment or volunteering by delivering weekly work clubs. This enables New Charter to best support vulnerable individuals who are at risk of homelessness, ex-offenders and/or people who are recovering from addiction. They deliver this employment support in partnership with the local authority's Adult and Community Learning Programme and The Lifeline Project. Lifeline colleagues and volunteers accompany customers to the work club, offering one to one help and support with CV writing, job seeking and overcoming multiple barriers into employment.
New Charter Group are committed to raising awareness of dementia within the community and have therefore adopted Dementia Friends and the Alzheimer's Society as their corporate charities. They have pledged to create as many new Dementia Friends as possible within their local communities by allowing any employee to attend a Dementia Friend awareness session during working time. This is achieved by enabling two colleagues to train as Dementia Friend Champions, allowing them to deliver awareness sessions and create new Dementia Friends. Every employee is entitled to an extra two days leave per year on top of their annual entitlement to give time back to working with charities or community initiatives of their choice. New Charter Group assist adults to help them become work ready and move them into secure paid employment or volunteering by delivering weekly work clubs. This enables New Charter to best support vulnerable individuals who are at risk of homelessness, ex-offenders and/or people who are recovering from addiction. They deliver this employment support in partnership with the local authority's Adult and Community Learning Programme and The Lifeline Project. Lifeline colleagues and volunteers accompany customers to the work club, offering one to one help and support with CV writing, job seeking and overcoming multiple barriers into employment.
New Charter Group are committed to raising awareness of dementia within the community and have therefore adopted Dementia Friends and the Alzheimer's Society as their corporate charities. They have pledged to create as many new Dementia Friends as possible within their local communities by allowing any employee to attend a Dementia Friend awareness session during working time. This is achieved by enabling two colleagues to train as Dementia Friend Champions, allowing them to deliver awareness sessions and create new Dementia Friends. Every employee is entitled to an extra two days leave per year on top of their annual entitlement to give time back to working with charities or community initiatives of their choice. New Charter Group assist adults to help them become work ready and move them into secure paid employment or volunteering by delivering weekly work clubs. This enables New Charter to best support vulnerable individuals who are at risk of homelessness, ex-offenders and/or people who are recovering from addiction. They deliver this employment support in partnership with the local authority's Adult and Community Learning Programme and The Lifeline Project. Lifeline colleagues and volunteers accompany customers to the work club, offering one to one help and support with CV writing, job seeking and overcoming multiple barriers into employment.
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