Chief executive, Patrick Peal, started a social media #walkwithPatrick encouraging staff to post photos of themselves out in the fresh air getting exercise. Many internal briefing notes were written in the first person, with managers explaining how they were feeling and how the pandemic was impacting them personally.
EAAA organised daily activities ensuring everyone had at least one opportunity a day to socialise with colleagues and workmates. These included a film club, a weekly quiz, an art club and Desert Island Discs where a different person was in the hot seat every week being interviewed.
EAAA ran weekly wellbeing seminars on subjects including mindfulness, yoga and stress awareness and gave staff time off to get haircuts after the first lockdown ended. It also organised a challenge with staff and supporters competing in teams to run or walk the most miles during a week in September.
There are many opportunities for employees to have their say and get involved, including monthly all-staff meetings and issue-specific away days. There's also a voluntary employee forum and ones for wellbeing and equality, diversity and inclusion. And cross-team projects allow staff to flex their skills beyond their daily roles.
caba's developing a leadership framework to help managers become confident leaders capable of meeting the charity's future challenges. It already gives its leaders and managers the freedom to be creative and innovative. It trusts them to challenge actions that aren't in line with the charity's values and behaviours.
caba gives all candidates the interview questions in advance to promote a level playing field, particularly for those who are neurodiverse. There's also a buddy system to ensure new starters have a familiar face to turn to outside their team and plans for a new starter network.
Everyone gets two volunteering days a year, working together as a team or individually, for a local cause close to their hearts. And there's always something to do socially, whether its staff netball sessions to build social connections or lunchtime celebrations for sporting events or festivals such as Eid.
Regular learning sessions and opportunities to share successes, including a post-probation period celebration event, connect new recruits with their fellow new starters. There's also a new employee onboarding hub and a checklist managers can customise to ensure they have the right information and can meet the right people to set them up for success.
Mentoring schemes are big at England Netball. Employees can develop their leadership skills as mentors or mentees for underrepresented groups across the sporting sector. And a second scheme pairs mentors with mentees to support specific development goals to help them take the next step in their careers.
The organisation provides many opportunities for teams to come tother in both a working environment and a more social setting. Team calls and online company activities provide the opportunity for teams to align on goals, and charity events and team lunch’s provide the chance for team building and the strengthening of employee relationships.
The Leadership Team are transparent in their messaging and regularly communicate the company's performance, challenges, and good news stories, ensuring that everyone is well informed about what's happening. Employees who consistently embody the company values are acknowledged and rewarded. This can include awards, bonuses, or a well done shout out at the Monthly Team Meeting.
Crimson has developed a CPD Pathway for its employees that helps to identify and develop the skills and competencies that are required for their current role, or one that they are aspiring to move into. Some of the training resources that are available to employees include podcasts, articles, and online courses.
Recent staff socials have ranged from a Ukrainian cookery class to scavenger hunts, with some wine and chocolate tasting thrown in. The events were run remotely using funds ring-fenced early in the pandemic. Exercise hasn't been forgotten and a professional yoga instructor and personal trainer run classes online at lunchtime.
Daily stand-up virtual meetings allow teams to discuss the day ahead while enjoying their morning coffee. These 15-20 minute calls also provide the opportunity to start the day with a human connection and the chance to ask colleagues for advice on work issues.
An environmentally preferred purchasing policy encourages employees to be mindful of the way in which they manage their travel, purchase office equipment and stationery and manage their home office. Company offices have been equipped with energy trackers, all waste is recycled and use of recycled and non-toxic products is encouraged.
BCL Solicitors has amended its family support policies, including Maternity, Adoption, Shared Parental Leave, and Paternity policies. These updates reflect a commitment to supporting diverse family structures and fostering an inclusive work environment for all employees.
At WFD, wellbeing is not extra. All staff are committed to their work because the company wants to make a positive difference. Its flexible working policies are a key initiative to support the positive wellbeing of its staff. These policies aim to improve work-life balance, reduce commuting costs, and relieve staff of some workplace pressures.
The company organises an annual “Reading Week” in which it pauses its usual work to discuss what's working well in the business and where change is needed. For 2023, the theme was ‘innovation’, gathering colleagues from across the business for over four days to hear about the application and challenges of delivering results and impact.
All of WFD’s line managers are dedicated to their managerial development through an externally sourced programme. The four-module programme covers 1 - Goal Setting and Engagement, 2 - Workload Management, Prioritisation, and Delegation, 3 - Managing for Performance, including Effective Feedback, and 4 - Coaching and Development Conversations.
Family and friends fun days bring everyone together to live one of the charity's values: "Challenge, have fun and smile." Regular newsletters, along with all-staff meetings and communications, keep the culture alive. News and staff feedback is shared through the HR department's People Hub.
Employees are encouraged to do apprenticeships. The charity has introduced a leadership academy that offers a blended learning programme and it has seen positive change, growth and development in those who have taken part. The HR department supports aspiring leaders to develop in their role.
The comprehensive rewards and recognition benefits package on offer includes giving out monthly golden tickets to those who have lived the charity's values or gone above and beyond. The golden ticket can be exchanged for a prize in the "goodie cupboard".
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