What are companies doing with regards to 'My Team'

What affect will focus on the 'My Team' factor have?

My Team - Employees' feelings towards their immediate colleagues and how well they work together

My team benefits from a high scoring My Manager factor as the manager is key to creating and sustaining a productive and positive work environment.

An employee’s perceived team will be those they work with on a daily basis.

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A pulse survey is sent to staff twice a week, asking them how they are, to gain an understanding of what is going well in the business and what isn't. The responses are addressed by chief executive David Rabson in his live monthly broadcasts, so staff can receive live feedback on their concerns.
A "continuous conversations" initiative promotes regular one-to-ones and ensures managers are having regular meetings with team members. The conversations are not just about work, but also about wellbeing and career development, to make sure staff needs are being fulfilled.
The learning and development team has been conducting webinars and running leadership development workshops, to equip Acora's leaders to have better quality conversations with their teams and keep them informed of business objectives.
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Albert Goodman

Supporting employee wellbeing, the firm appointed a number of colleagues to train as mental health first aiders, as well as providing an Employee Assistance Programme (EAP) to all staff. Albert Goodman continues to support hybrid working, but encourage face to face interactions with colleagues where possible, such as lunchtime walking clubs.
Every new starter receives a half day Albert Goodman induction, to get an overall picture of the firm’s culture and values, followed by ongoing training with their team. They are also assigned a buddy who is responsible for supporting them and helping them integrate with other colleagues, as well as taking them for lunch.
Every six months the firm completes a pay and promotions review, with around 20 people promoted each time. Some 90% of the firm’s partners have advanced through this scheme. All members of staff have access to CPD webinar training covering both technical and soft skills, and every year a training needs analysis is undertaken.
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Atmos International

Regular calls are made to keep in touch with how team members are doing. Cross-team meetings take place to improve communication. Online social events allow staff to celebrate birthdays or have a Friday drink together, while 'Worksmarter Wednesdays' give them the chance to share knowledge.
The banding system for engineers provides them with a clear goal to progress their career within the company. Instead of having to wait for four years to move from an engineer to a senior engineer role, they can progress from engineer level 1 to level 2 in six months or a year.
Staff in the Manchester office collected food for the Chorlton and Didsbury Food Bank. They also took part in Christmas Jumper day to raise money for Save the Children. Meanwhile, employees in the company's international offices have been staging their own events — in San Antonio, staff collected gifts for the Salvation Army Angel Tree.
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An online communication channel is used to share company information and engage staff in a new way. At regular company huddles, news is shared and success celebrated. Staff also share successes through the Green Flag scheme, which improves interaction and communication. Meanwhile, a BigChange Book Club brings avid readers together.
The business plans to launch a BigChange Talent Academy to attract staff by offering outstanding development and progression opportunities. It will provide learning for new starters, those who are developing their careers, and new managers and aspiring leaders. There will be a mixture of internal and external trainers.
Once a quarter, the business has a BigRecharge day where all staff take a paid day off to focus on whatever energises them. It also encourages staff to have a wellbeing objective that they work towards throughout the year, whether that be work-life balance, reading or starting a meditation class.
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Car Benefit Solutions

In 2021, CBS worked hard to bring employees together utilising Microsoft Teams for formal and informal meetings, as well as webinars and a regular company-wide quiz for employees and their families. Lifting spirits, the organisation ran a 12 Days of Christmas Event with activities such nominating colleagues for fun awards.
CBS remains open with its teams about the potential of employee burnout and is actively taking the steps to prevent this, such as setting up exercise clubs, providing the opportunity for flexible working, and focusing on wellbeing through the CBS Connect Intranet with tips for balancing work and home life.
CBS runs a volunteering scheme called My Make a Difference Day (MMADD), where each employee is given one full day a year to volunteer with one of its charity partners to support the local community. Employees have undertaken a number of activities including dog walking for Manchester Dogs Home.
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Card Factory

During the pandemic, weekly huddles provided the opportunity to keep employees engaged with what was happening within the business, as well as to stay in touch with each other. Teams were also able to share their thoughts and stories through the company's 'Thankful Thursday' and 'Feel-good Friday' campaigns.
During lockdown, Card Factory introduced a 'Curiosity Corner' where staff would discuss a different topic. It was linked to the company's learning management system, which hosted e-learning material related to the topic. The scheme was available to all staff, and was optional, but proved to be popular.
The Card Factory Foundation, the company's charity body, was overwhelmed by staff fund-raising initiatives during the pandemic. They led to a £31,500 donation to Macmillan Cancer, £20,000 to the NSPCC to fund Childline counsellors to work from home and £10,000 to the late Captain Sir Tom Moore, in support of NHS Charities Together.
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Charles Tyrwhitt

The company has a two-stage appraisal process that measures performance on not only what has been achieved, but also how service has been delivered. Regular training and guidance is provided through a dedicated learning and development platform called the 'Tyrwhitt Academy'.
The retail stores are the public face of the business. Recognising that great customer service is vital to success, sales staff are rewarded through ‘Making It Easy' awards for going the extra mile. Financial bonuses flow from positive customer feedback and sales of more than £1,000.
As a patron of the Princes Trust, the retailer made it its mission to support young people into work. Whilst its efforts were restricted due to the pandemic, Charles Tyrwhitt donated profits from sales of facemasks to the charity, raising a total of £75,000 for them at a crucial time.
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Ryan Doyle, Deverellsmith's new wellbeing ambassador says he has been given "a sizeable budget, to target wellbeing initiatives for the staff". He has introduced talks from wellbeing professionals, fruit boxes, mental health first aid qualifications for four members of staff, therapy support, office massage sessions, and says there is much more to come.
The company has introduced a monthly Feed the 50(00) event where a team has to cook for the rest of the office. It gives staff the opportunity to interact with every team during a long lunch. The company stages a weekly "launch" on Monday morning and a "wrap" on Friday at 3pm.
Last year, staff volunteered at the Whitechapel Misson, feeding homeless people and sorting clothes that had been donated. They raised more than £400 for Macmillian Cancer Support through a coffee morning and almost £2,500 for the Ben Kinsella Trust, which aims to stop knife crime among young people.
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Empiric Solutions

An external provider ran a series of workshops and talks, helping people to recognise and understand their emotional and physiological responses to stress and showing them ways to manage them. The Scottish team took part in an adventure day, which focused on physical and mental wellbeing, while enjoying activities among stunning scenery.
Management ensures the Friday team wrap-up focuses on people and not numbers. In an open forum, leaders encourage honest discussions on the psychological highs and lows team members have experienced. This is in done to engender mindfulness and awareness of wellbeing.
Empiric supports 'Last Night a DJ Saved My Life', a charitable foundation that aids children in crisis, along with other charities. Despite not being able to march this last year, Pride celebrations were held in the office to raise money. A Macmillan coffee breakfast brought many staff into the office to sample the fare.
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First Response Finance

Last year the company gave teams a budget so they could get together and have some fun. One team had a full day of outdoor activities which included crossbows, archery, quad biking, rifle shooting and driving 4x4s. Other, less adventurous, activities included crazy golf, escape rooms, spas and meals out.
The company has a cycle-to-work scheme to enable staff to buy bikes. It has also recently introduced an employee benefit relating to electric vehicles, and has installed electric chargers on site to support this and any other employee with an electric vehicle.
The company's culture is people-based and led by one of its core values of being open and honest. It means everyone in the business has a voice, regardless of gender or background. It is also a learning organisation and development opportunities are open to all.
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