SSTL have an effective induction process for new joiners. On their first day, the new employee will meet a member of the HR team to run through a welcome pack of information which sets a timetable of what they can expect to happen over their first day, first week and first 3 months.
The Management and Leadership programme is made up of 12 modules which will develop managers skills in the management and development of their direct reports. It will include modules to help with recruitment all the way through to performance and leading change.
SSTL have an effective induction process for new joiners. On their first day, the new employee will meet a member of the HR team to run through a welcome pack of information which sets a timetable of what they can expect to happen over their first day, first week and first 3 months.
Whilst its gender pay gap compares favourably with organisations across the UK economy and wholesale sector, Creed Foodservice is not complacent and is committed to further reducing the gap. This includes removing barriers to gender equality such as the proportion of men and women applying for roles.
The Food Innovation Centre is used as a hub for staff to meet in a relaxed atmosphere with food provided by an executive chef team. Being named as a Top 100 Best Company to Work For in 2022 saw events bringing all departments together with raffles and events held throughout the day.
In 2022, Creed launched its leadership development programme for all 34 people managers - a yearlong commitment to both online and face-to-face sessions developed in conjunction with QuoLux - a leading international consultancy and leadership development company. Modules include Leading self, Leading teams, and Leading change.
Teams at the organisation are encouraged to build working relationships through regular team meetings that provide structure and support to a typical day or week. Teams also have quarterly get-togethers and wellbeing events are hosted by the wellbeing team. LHP also arrange community events such as canal rubbish cleaning.
All managers at LHP attend a four-day programme which teaches them some basic managerial skills, with topics including: what is good leadership, effective communication, performance management, managing a team, my impact on the organisation, delegation, motivation and morale, decision making, analysing what is going well, and action planning. Managers can also study numerous other modules.
The organisation uses SharePoint as a source of news for everyone in the company. It hosts an annual company conference to allow everyone to get together, alongside smaller team and directorate meet ups. Everything is reinforced by the “LHP way” and its new People & Culture Framework which details the behaviours expected from staff.
The CIPP has arranged for employees to have free access to Peppy Health, which is a menopause, fertility, early parenthood, and men's health related app. There is also online support by professionals to help with any questions and tips on how to manage menopausal and perimenopausal symptoms.
It is a Living Wage Employer and ensures a company-wide fair pay structure relating to job title and responsibility for that role. It has an annual pay review every September to ensure all employees’ salaries are consistent across all departments, and this year has also taken the cost of living increase into account.
Once a month, managers are asked to focus on one value and nominate an employee who has shown exemplary work towards that value. A vote of the selected candidates then takes place and the winning employee is congratulated by the senior leadership team and recognised throughout the organisation.
Employees are always kept up to date on organisational developments and colleagues' good news, as well as getting the opportunity to ask questions and feedback. There's an internal comms platform where staff can post photos and share ideas, quarterly staff briefings and listening sessions, weekly team meetings and regular formal and informal one-to-ones.
A focus charity is chosen annually, with the latest being RNLI Wales. There are several charity events throughout the year in and outside work. These have included dragon boat racing and family get-togethers. NWH also supports individual schemes to fundraise and organise their own community benefit events.
Managers can access external leadership training programmes via ILM or ION. Internal masterclasses offer guidance on line management and employment processes, and all members of the Senior Leadership Team are undertaking coaching and mentoring qualifications. NWH also provides secondment opportunities and the chance to work on cross-team projects.
Many managers are currently completing apprenticeships both internally and through the local university, and everyone at manager level has the support of an aligned people services business partner. Internal and external coaching is offered, as is a thorough induction process for new managers.
With the college based at three different campuses, the pandemic actually encouraged people to work together on platforms such as Microsoft Teams, without having to gather in the same geographical place. This had the silver lining of cutting commutes and preventing travelling time or traffic getting in the way.
CEO and Principal Mike Gaston posts weekly Moment with Mike vlogs and there is an informal evening Time to Talk meeting with the Vice-Principal. Senior leaders all work to metrics set against the college's Drive to 25 strategic plan, and this filters through to teams in terms of performance plans and objective setting.
Exciting opportunities are provided for management secondments. They allow those who aspire to be a manager to take on the role in a safe environment, where they have the autonomy to make their own decisions while being supported by a mentor. They also share in the company's success through its performance bonus scheme.
Morson Group's managers provide robust support to its teams, with initiatives like the HR for Line Managers course and regular 'HR Check-ins' fostering open communication and effective issue resolution.
Leadership at Morson Group is proactive and responsive, with regular town halls, focus groups and one-to-one sessions with C-suite directors ensuring that employees at all levels have a voice in company policy.
Morson Group's commitment to wellbeing is demonstrated through its weekly yoga sessions, mental health first aider training, and comprehensive menopause support framework, all aimed at fostering a supportive and caring environment.
The organisation offers a variety of development opportunities, including internal training sessions, mentoring programmes, and specific manager training. It encourages employees to create individual development plans, fostering a culture of continuous learning and growth.
Skills for Care promotes team spirit through regular meetings and social activities, alongside team development days focused on charitable activities. The organisation recognises the importance of building strong, supportive relationships within teams, fostering a sense of belonging and camaraderie.
Managers at Skills for Care are equipped with training in Compassionate Leadership and benefit from the support of People and Development Partners. The company ensures that managers are well-prepared to support their teams, fostering an environment of trust and care.
Lovat Parks maintains a hands-on approach with its leadership frequently visiting parks and central offices. The company encourages openness and accessibility, enabling employees to comfortably share their thoughts, concerns, and suggestions. The management also ensures regular one-to-ones and reviews to focus on employee strengths.
The company's commitment to wellbeing is notable, with a structured plan focusing on workplace, financial, social, and mental wellbeing. Lovat Parks also offers an Employee Assistance Programme, mental health awareness training, and a Mental Health First Aider programme.
Lovat Parks offers interest-free pay advances to all team members, with flexible repayment options. The company is a real living wage employer and offers all team members a 50% discount on any holiday booked on one of their parks.
Whilst it doesn’t provide a formal programme, Cloverleaf regularly looks at management development opportunities. Management have access to Level 5 qualifications, apprenticeships, and external management training. Managers also have monthly discussions where they can raise any concerns. It also encourages a peer support system, where managers buddy up to support their services and wellbeing.
The charity has Mental Health First Aiders for its people to speak to regularly if times are hard. It subscribes to Perkbox so employees have access to its wellbeing platform which include fitness and mental health tools such as mindfulness podcasts. The charity also runs weekly mindfulness sessions.
Organisational clarity is key. Leadership runs a quarterly employee briefing to provide company updates and strategy. This is reinforced by a monthly managers forum which directors attend; this goes into further detail about the plans and workstreams so that the information can be passed to teams in team meetings and supervisions.
The induction of new recruits is both remote and face-to-face. There’s a series of digital ‘team talks’ with team members from across the business and regular HR check-ins to make sure they’re settling in well. And like all employees, they get access to an online training platform personalised to their role and level.
Teleware has recently achieved carbon-neutral status and is now helping its customers do the same. Moving to a remote-first model, reducing travel and waste and office downsizing has vastly reduced its carbon footprint. The company’s also planted around 130 trees as part of an environmental initiative.
Managers get bespoke support depending on their development needs with access to various external tools and training opportunities via their line managers. There are expert HR manager briefings to support them and established workflows to help them navigate any complex people management issues.
Staff have highly rated the company's wellbeing and coaching service in supporting their mental health, resilience and stress management. Almost half have returned for a second session. Pax8 UK also offers wellness rooms to help with work-life balance and chat about personal issues. And for peace of mind, staff get private medical cover.
There's a 'Principals of Leadership' course for anyone interested in stepping up. It includes collaborative decision-making and building team pride and purpose. And those already in leadership positions benefit from a 'Transformational Leadership' programme aligning with the company's 'Culture Canvas' principles. Topics include psychological safety, self-awareness and a leadership mindset.
A dedicated 'Talent Enablement and Development Department' supports staff to achieve their ambitions. Monthly competency workshops empower employees to understand the skills they have and the ones they want to develop. An e-learning platform gives access to 88,000 courses, and an internal jobs board helps staff quickly identify opportunities for moves and promotions.
There is weekly internal email communication from the CEO and an internal newsletter which reinforces organisational clarity and purpose. Organisational performance against agreed KPI’s is shared with colleagues so everyone can see how the charity is performing and training is provided where improvements may be required. Staff are encouraged to provide feedback and ideas.
An internal CPD accredited 10 week training plan was undertaken by all employees from Team Leaders and above. Areas covered included Building Relationships, Understanding Team Behaviours, Motivation. How to Give and Receive Feedback, Constructive Criticism, Time management and Effective Delegation, Assertiveness and Dealing with Difficult Situations; Communication and Learning Skills, and Coaching.
The organisation runs a number of schemes including Employee of the Quarter and Year. These are colleagues nominated by their colleagues. Winners receive vouchers. It also launched 'Because Your Roarsome' where both colleagues and those outside of the organisation can give their thanks to a member of the team for their hard work/support.
Its attraction and retention strategies revolves around the importance of creating a workplace that is positive and purposeful and that fosters engagement. One way in which it secures such environment is to have strong leaders that are coached and developed to listen to people and to recognise and exploit their full potential.
The Learning and Development Team are soon launching its new Management Development Academy to enable Trust Payments’ managers and leaders to develop the knowledge, skills, and attitudes to bring personal, team, and business success. It covers several modules including planning and organising, project management, problem solving, decision making, communication, and objective setting.
It has now established a training team with its Learning and Development Lead and in-house Training Manager. They are dedicated to support the learning requirements of employees and teams. As it continues to build its learning culture, it has launched a number of learning platforms including LinkedIn Learning and Webshield Academy.
With a largely young workforce, TFS keeps them engaged by keeping things lively and sociable, arranging gatherings and activities inside and outside of office hours where possible. It promotes its EAP to all employees so they can seek external support if preferred. It also supports employees’ personal missions, especially with charitable causes and keeping fit.
All new starters are assigned a buddy in their team who they can go to for asking questions or an informal chat. Everyone is taken for lunch on their first day, either with their buddy or along with other new starters and a couple of members of the team.
The organisation offers strong and consistent mentorship, from other senior managers and very open and transparent communication. It promotes within the organisation, to allow for internal development opportunities - however provide full support and transition processes when doing so.
The outcomes of Leadership Team meetings are cascaded down to all levels of the organisation. Employees can voice their opinions openly through the employee consultation forum. St Michael’s Hospice’s CEO also regularly provides update videos to keep employees informed on all the latest organisation news.
St Michael’s Hospice offer to facilitate sessions for teams to explore effectiveness and team relationships. Furthermore, teams are provided with support given by the organisation’s Spiritual Care Team and by Mental Health First Aiders for clinical colleagues on site.
The organisation provides a number of opportunities for managers to learn new skills and for prospective managers to learn what is takes to take that next step. St Michael’s Hospice supports manager apprenticeship, degrees, and offers in-house training, coaching, and mentoring.
Both physical and mental health are important at Pico. It has a group of mental health first aiders that provide aid to employees who feel they need support. Additionally, Pico provides a free gym for its employees, and it holds lunchtime forums on eating and sleeping right.
Its leaders have ensured that their teams have both their full support as well as facilitating a supportive environment. They arrange regular coffee catch-up sessions with their teams to chat about their personal lives. They also run a social media blog where leaders discuss achievements from the month and challenges coming up.
Managers at Pico have a chat room in which they can share tips, offer advice for less experienced managers, and ask questions. Additionally, there is a monthly recruitment drop-in session so that managers can keep up to date with their interviewing skills as well as partake in some roleplaying exercises.
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