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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.
Liquid's directors do not have separate offices; they work alongside staff in open plan offices, on the same banks of desks as managers, consultants, trainees and apprentices. They ensure that they are visible throughout the business, and as accessible and approachable as possible. The interview process for any new staff joining Liquid always includes at least one of Liquid's directors at some stage. All recruitment consultants who join the business will face a final interview with their managing directors. The board works hard to speak to potential new employees, to communicate their vision for the future of the business and to really promote the opportunities that are available. The directors hold whole company briefings in the office each month, bringing all staff together in one open space to hear about individual, team and companywide successes, competition winners and major developments. They also personally introduce any new starters who have joined the business and discuss targets and plans for the coming month. The directors developed the internal training programme and occasionally run their own training sessions.
Liquid's directors do not have separate offices; they work alongside staff in open plan offices, on the same banks of desks as managers, consultants, trainees and apprentices. They ensure that they are visible throughout the business, and as accessible and approachable as possible. The interview process for any new staff joining Liquid always includes at least one of Liquid's directors at some stage. All recruitment consultants who join the business will face a final interview with their managing directors. The board works hard to speak to potential new employees, to communicate their vision for the future of the business and to really promote the opportunities that are available. The directors hold whole company briefings in the office each month, bringing all staff together in one open space to hear about individual, team and companywide successes, competition winners and major developments. They also personally introduce any new starters who have joined the business and discuss targets and plans for the coming month. The directors developed the internal training programme and occasionally run their own training sessions.
Liquid's directors do not have separate offices; they work alongside staff in open plan offices, on the same banks of desks as managers, consultants, trainees and apprentices. They ensure that they are visible throughout the business, and as accessible and approachable as possible. The interview process for any new staff joining Liquid always includes at least one of Liquid's directors at some stage. All recruitment consultants who join the business will face a final interview with their managing directors. The board works hard to speak to potential new employees, to communicate their vision for the future of the business and to really promote the opportunities that are available. The directors hold whole company briefings in the office each month, bringing all staff together in one open space to hear about individual, team and companywide successes, competition winners and major developments. They also personally introduce any new starters who have joined the business and discuss targets and plans for the coming month. The directors developed the internal training programme and occasionally run their own training sessions.
Their quality housing standards are displayed across all their sites and clearly sets their commitment to providing high quality accommodation and support to the young people accessing their service. Additionally, over the last five years the organisation has made a substantial investment in their property portfolio on the basis that every young person should have a safe place to live, free from abuse, neglect and discrimination. This investment has totalled circa £5million and has been generated via grant applications, fundraising and use of reserves. In making the decision to invest these funds, the management team has demonstrated both its commitment to the core values of the organisation and their belief that young people should have access to high quality provision. In achieving this standard the organisation has ensured that every accommodation unit within their two main sites (84) has en suite washroom facilities as well as access to a communal kitchen and communal leisure space. Empower: The senior management team ensure that every young person has access to education, training and work opportunities as well as leisure opportunities to enhance their life experiences. Enrich: The senior management team have supported a number of young people to gain both local, regional and international experiences as well as opportunities to participate in activities that could have been viewed as beyond their financial means.
As well as regular informal 1-2-1 meetings, Line Managers also conduct formal performance review meetings with their staff 3 times per year. During these meetings staff have the opportunity to discuss training, development and support needs, including successes, challenges, and grading's for Key Performance Indicator's (KPI's) and organisational core competencies . Other performance supporting documentation includes performance development and improvement plans and work programmes. The organisation's core competency framework aids recruitment (person specifications); performance management (performance reviews) and employee development. They deliver their own mandatory training programme (including personal safety, competency, equality & diversity and health & safety), alongside arranging job specific training. There are opportunities for secondments into other areas of the business, as well as with other partnering agencies. Where a training needs analysis has been carried out and a qualification in a specific area is desirable, the organisation covers the costs involved in the course as well as enables the employee's time off for study leave and exams Other examples of staff development include career progression routes, whereby staff are encouraged and supported in working towards promotion to senior positions and by them also actively applying for vacancies within the organisation. Employees also have opportunities to upskill their numeracy and literacy grades and several have participated in on the job NVQ Information Advice & Guidance qualifications, therefore enhancing their skills in this area.
As well as regular informal 1-2-1 meetings, Line Managers also conduct formal performance review meetings with their staff 3 times per year. During these meetings staff have the opportunity to discuss training, development and support needs, including successes, challenges, and grading's for Key Performance Indicator's (KPI's) and organisational core competencies . Other performance supporting documentation includes performance development and improvement plans and work programmes. The organisation's core competency framework aids recruitment (person specifications); performance management (performance reviews) and employee development. They deliver their own mandatory training programme (including personal safety, competency, equality & diversity and health & safety), alongside arranging job specific training. There are opportunities for secondments into other areas of the business, as well as with other partnering agencies. Where a training needs analysis has been carried out and a qualification in a specific area is desirable, the organisation covers the costs involved in the course as well as enables the employee's time off for study leave and exams Other examples of staff development include career progression routes, whereby staff are encouraged and supported in working towards promotion to senior positions and by them also actively applying for vacancies within the organisation. Employees also have opportunities to upskill their numeracy and literacy grades and several have participated in on the job NVQ Information Advice & Guidance qualifications, therefore enhancing their skills in this area.
The EMT is expected to demonstrate the LHH Values in all the decisions they make for the business about employees, clients and the individuals they help. Every member of the EMT commits to living out the values of the business in everything that they do. This may be through regular career conversations they are having with their direct reports, to challenging clients and demonstrating their true passion for making a difference. As part of their on-boarding for new employees, each EMT member is expected to cover culture and values. In all communications the EMT is expected to demonstrate the values and they often refer to the Values when acknowledging the contribution of others in the business. The EMT is proud of the business culture and values and strives to maintain a good working culture.
Every month they bring the company together from up and down the country for a knowledge exchange to give different departments the opportunity to update the rest of the team on what's going on in their world. Apart from day-to-day team interactions, their "Dragon's Den" concept is a good example of how LHH works together as a team. Every year employees are put into cross-functional groups and asked to come up with an idea that will either help solve a problem for a client or make LHH a better place to work. The group is given time to work together on creating a ‘big idea' and how they would envisage executing their plan. At LHH UK's annual conference they are asked to present their idea to the Global Head of Strategy and four of their clients, who act as the "Dragon's". The room is set up like Dragon's Den and the Dragons have £15,000 to invest in the idea. The purpose of this initiative is to facilitate true innovation across the business whilst encouraging employees to build and sustain strong cross-functional working relationships.
Staff truly believe in making a difference for every person they help. Over 98% of people understand and believe in the LHH purpose (taken from 2015 engagement survey). All of their values are up on posters throughout the office and in every meeting room. All new employees are shown these core values and vision statements when they join the company and are often tested on them. Throughout the year, staff congratulate other employees using key values. It could be that they completed a difficult project with a smile on their face, or they showed initiative and made something happen - they are praised and congratulated at LHH and all link back to the company values. The company values are on tote bags and mugs around the office.
Krispy Kreme likes to support all of their employees. They are currently creating a catalogue of development courses/opportunities that will be available for their store managers. They have started specific development with their senior managers
Krispy Kreme likes to support all of their employees. They are currently creating a catalogue of development courses/opportunities that will be available for their store managers. They have started specific development with their senior managers
Krispy Kreme likes to support all of their employees. They are currently creating a catalogue of development courses/opportunities that will be available for their store managers. They have started specific development with their senior managers
Love Baked In is how the company describe the values of their business. All of the senior leadership team attended workshops to help create and shape this value statement for the business and it is part of their JD. They are also assessed and evaluated by the CEO on the basis of this value of Love Baked In There are 5 key ingredients to Love Baked In The Taste of Devotion; This is going the extra mile. The senior managers do whatever it takes to fulfill the companies mission The Feeling Of Craft : This is about the attention to detail .An example would be that each manager creates a weekly trading report analysing key metrics around the performance of their area of the business. The Desire to Share The value here is generosity . So generous with their time ,managers hold weekly/monthly one to one's and build strong relationships with their team. The Telling Of Stories: Creativity and playfulness Senior management talk about the values at the start of their team meetings and get their team to focus on great examples. The Appetite to Return: The company want to create family members not just team members so senior managers care for their team as people not just workers !
At the beginning of all team meetings at every level, each attendee, shares what has brought them joy over the past week. Or they may choose to focus on a company value and people can share examples of where they have seen a good example of behaviour around this value . It often really transforms the atmosphere at the start of the meeting and creates a positive energy . The company have also created a monthly newsletter called The Cake that goes to all team members. This is backed up by a daily communication called The Slice which also goes out to all team members . It's printed out by managers and discussed in shop /production meetings every day . They also have a company team Facebook page for team members to communicate with each other.
The CEO is funded to be part of a CEO network called VISTAGE. Here he gets one to one coaching , he also is part of a group of CEO peers from whom he gets support and advice . This year a 6 part leadership training course was funded by Growth Accelerator which all managers in the business were able to attend . It was designed to suit K & C needs and included sessions on the knowing/doing/being of leadership, emotional Intelligence, influencing skills, situational leadership, managing performance - delegation skills, feedback skills, coaching skills, & appraisal skills. All K & C team members are eligible to attend for free our Cake School. Here they can learn more about how our cakes are made and are taught basic decorating and baking skills. It's a great team building and development resource that they have available in house.
When working with an individual to prevent them having to take sick leave or to help them get back to work quicker, they will look at all options. In the past this has included paying for a college course on mindfulness, gym membership, massage and acupuncture. They acknowledge that different things work for different people and so are open to suggestions from both the individual and from medical professionals.
Work closely with volunteers and community groups to develop solutions to local problems and projects that help meet community needs and aspirations. Support residents to develop the skills and confidence to organise their own community activities. Follow this link to you-tube to see how it is done https://www.youtube.com/watch?v=xPqKiYU4mnQ. Get online and get ahead in the digital inclusion project, they provide free wifi, access to computers and training, this is run with the support of community groups.
Work closely with volunteers and community groups to develop solutions to local problems and projects that help meet community needs and aspirations. Support residents to develop the skills and confidence to organise their own community activities. Follow this link to you-tube to see how it is done https://www.youtube.com/watch?v=xPqKiYU4mnQ. Get online and get ahead in the digital inclusion project, they provide free wifi, access to computers and training, this is run with the support of community groups.
All managers receive external one to one coaching on a monthly basis. They can use this time to process any issue they wish, it is entirely confidential and for their own personal and professional development. The company have delivered a year long programme of world class speakers to work closely with their senior management team. In order to support their Financial Controller the company engaged a part time Finance Director to mentor her through a period of growth and planning. Their marketing executive has been put through a CIM Certificate funded by the company and supported with paid study days. The senior management team run their own diaries and know that the company place great value on their personal and family lives. They believe that to alleviate stress at senior level it is important that they are present at children's sports days, partner's hospital appointments, school plays and all those things that being present at hopefully give one a really great work-life balance. They do not expect a 9-5 culture, they expect a high performing team who delivers on the goals and objectives of their business and their happiness is key to that. The company treat them like grown-ups and they behave like them -it is a culture of mutual respect.
All managers receive external one to one coaching on a monthly basis. They can use this time to process any issue they wish, it is entirely confidential and for their own personal and professional development. The company have delivered a year long programme of world class speakers to work closely with their senior management team. In order to support their Financial Controller the company engaged a part time Finance Director to mentor her through a period of growth and planning. Their marketing executive has been put through a CIM Certificate funded by the company and supported with paid study days. The senior management team run their own diaries and know that the company place great value on their personal and family lives. They believe that to alleviate stress at senior level it is important that they are present at children's sports days, partner's hospital appointments, school plays and all those things that being present at hopefully give one a really great work-life balance. They do not expect a 9-5 culture, they expect a high performing team who delivers on the goals and objectives of their business and their happiness is key to that. The company treat them like grown-ups and they behave like them -it is a culture of mutual respect.
By not providing a covered smoking area anywhere on or near their site and offering a financial incentive of £100 after 6 months of being cigarette free and another £100 6 months later, the company believe they do as much as possible to deter their employees from smoking and the aim is to provide a positive and supportive environment to do this in. In a similar vein Kelly's Self Storage removed all their vending machines and replaced them with free, fresh fruit deliveries and equipped a full kitchen with ovens, hobs, pans, pots, knives, aprons, chopping boards - the works! - so that staff were able to prepare fresh food from scratch should they wish. Their staff offer each other their training abilities and support when undertaking any of their Charity events. From helping someone who hadn't been on a bike since they were 12 to undertake a 45 mile to running a marathon, their employees have buddied up and supported each other all the way. A sporting theme runs through most things they do at Kelly's so even their family fun days are full of (very competitive) volleyball games, extreme rounders, tugs of war and football bulldog. The company recently brought physios and masseurs in house for all of their staff. The company encourage an active, healthy lifestyle as part of their culture and it is self-perpetuating because they then attract people who are looking to or already pursue this type of lifestyle.
Their “Club Excel” programme has been running for some years now. Club Excel is an all-expenses paid 5* holiday, for a period of 4 days and includes excursions, a gala dinner and other special events. The top 5% of employees (32 employees in 2014) are selected from all parts of the business including sales and head office functions to recognise unique and outstanding contributions. Winners are announced as part of a gala dinner at their annual company conference that all employees attend. Winners can take their partners if they wish. Previous destinations have included Monte Carlo, Lisbon, Cape Sounio and Montreaux
Their “Club Excel” programme has been running for some years now. Club Excel is an all-expenses paid 5* holiday, for a period of 4 days and includes excursions, a gala dinner and other special events. The top 5% of employees (32 employees in 2014) are selected from all parts of the business including sales and head office functions to recognise unique and outstanding contributions. Winners are announced as part of a gala dinner at their annual company conference that all employees attend. Winners can take their partners if they wish. Previous destinations have included Monte Carlo, Lisbon, Cape Sounio and Montreaux
Their “Club Excel” programme has been running for some years now. Club Excel is an all-expenses paid 5* holiday, for a period of 4 days and includes excursions, a gala dinner and other special events. The top 5% of employees (32 employees in 2014) are selected from all parts of the business including sales and head office functions to recognise unique and outstanding contributions. Winners are announced as part of a gala dinner at their annual company conference that all employees attend. Winners can take their partners if they wish. Previous destinations have included Monte Carlo, Lisbon, Cape Sounio and Montreaux
The company have a strong culture of learning within the organisation which is built into their cultural values. Their aim is to deliver unique and tailored learning and development opportunities to all levels of their teams. The have a structured training programmes for all levels joining their teams to the teach knowledge and skills required. The company regularly refresh the knowledge of their restaurants teams through their ‘passion sessions' which are designed to refresh existing team and inspire newer employees. These complement the daily ‘pre-shift meetings'. The aim of both is to keep restaurant team's level of knowledge to the required standard but also to keep maintain the passion and culture for excellence. Organised trips to suppliers eg farms, markets, butchers etc, helps develop knowledge, which can be passed onto the rest of the team. This year's focus has been growing their own chef talent. The company now offer apprenticeships to unskilled chef candidates which include an NVQ 2 qualification is professional cookery. NVQs are also offered to existing chefs who would like to further develop their skills. The company are launching a ‘chef olympics' to allow talented chefs to stretch their cooking and creative skills. Jamie's successfully delivering monthly ‘Foodspiration' sessions, run by their most senior chefs for the junior chefs. They are taught new skills and knowledge on subjects not related to our menu e.g. french sauces, butchery. To ensure chef development is continual we have a unique, practical appraisal system to appeal to chefs ways of learning.
The company have a strong culture of learning within the organisation which is built into their cultural values. Their aim is to deliver unique and tailored learning and development opportunities to all levels of their teams. The have a structured training programmes for all levels joining their teams to the teach knowledge and skills required. The company regularly refresh the knowledge of their restaurants teams through their ‘passion sessions' which are designed to refresh existing team and inspire newer employees. These complement the daily ‘pre-shift meetings'. The aim of both is to keep restaurant team's level of knowledge to the required standard but also to keep maintain the passion and culture for excellence. Organised trips to suppliers eg farms, markets, butchers etc, helps develop knowledge, which can be passed onto the rest of the team. This year's focus has been growing their own chef talent. The company now offer apprenticeships to unskilled chef candidates which include an NVQ 2 qualification is professional cookery. NVQs are also offered to existing chefs who would like to further develop their skills. The company are launching a ‘chef olympics' to allow talented chefs to stretch their cooking and creative skills. Jamie's successfully delivering monthly ‘Foodspiration' sessions, run by their most senior chefs for the junior chefs. They are taught new skills and knowledge on subjects not related to our menu e.g. french sauces, butchery. To ensure chef development is continual we have a unique, practical appraisal system to appeal to chefs ways of learning.
The company have a strong culture of learning within the organisation which is built into their cultural values. Their aim is to deliver unique and tailored learning and development opportunities to all levels of their teams. The have a structured training programmes for all levels joining their teams to the teach knowledge and skills required. The company regularly refresh the knowledge of their restaurants teams through their ‘passion sessions' which are designed to refresh existing team and inspire newer employees. These complement the daily ‘pre-shift meetings'. The aim of both is to keep restaurant team's level of knowledge to the required standard but also to keep maintain the passion and culture for excellence. Organised trips to suppliers eg farms, markets, butchers etc, helps develop knowledge, which can be passed onto the rest of the team. This year's focus has been growing their own chef talent. The company now offer apprenticeships to unskilled chef candidates which include an NVQ 2 qualification is professional cookery. NVQs are also offered to existing chefs who would like to further develop their skills. The company are launching a ‘chef olympics' to allow talented chefs to stretch their cooking and creative skills. Jamie's successfully delivering monthly ‘Foodspiration' sessions, run by their most senior chefs for the junior chefs. They are taught new skills and knowledge on subjects not related to our menu e.g. french sauces, butchery. To ensure chef development is continual we have a unique, practical appraisal system to appeal to chefs ways of learning.
The company have a 50 day per year charity bucket and they encourage staff to use these days for charity related events. Employees need to apply directly with the charity committee to use some of the 50 days from the pot. Some have used days to work with homeless charities, to do fundraising activities or to spend time in local schools listening to children read. This financial year, in the company's Manchester office, they are supporting Salford Foodbank with all funds raised going to this great cause. Currently there is people using their ‘Giving Something Back' time to undertake shopping collections and deliveries, as well as packing food parcels for Foodbank visitors. The company have a great apprenticeship programme working with a local training college. They currently have 7 apprentices who they have high hopes of keeping on when they qualify. The company very much enjoy taking raw talented young people and seeing qualified professional men and women develop over the year.
IT Lab has a strong culture of ensuring that staff look after their well-being. The company offer several well-being benefits; free fruit, drinks & breakfast, quit smoking programme, on-site gym, circuit training at lunch, table tennis tables, badminton course, mountain bikes, weekly yoga classes, weekly pilates classes, weekly five a side football, tag rugby, monthly massage days, subsidised gym membership, pool table, darts board, non-work related lifestyle course which include badminton, canoeing, gymnastics, swimming and ceramics and jewellery design.
The company are always looking to boost team interaction and have a dedicated social committee to help host a range of fun activities and team building events across each location. Alongside that, they hold company-wide quarterly meetings which give each department the opportunity to feedback their team's news for the quarter. At this meeting, the company present awards such as iPads, weekend trips for 2 and £50 vouchers to what they call their ‘heroes of the month'. The winners are decided by employees and nominations are collected via an internal survey. To ensure communication is flowing in-between our quarterly meetings, we also send out an IT Lab newsletter which each department contributes to.
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