They provide an on-site subsidised gym, pamper room, subsidised Starbucks, subsidised canteen, with healthy food options, a prayer room and a facilities helpdesk, which arranges services with external parties, such as dry cleaning and shoe repairs. Employees also benefit from an on-site M&S shop which sells a wide variety of food items, wine, cards and gifts. They have a Sports and Social Committee, who coordinate sports clubs, trips, employee discounts and guest vendors, who are invited to sell their products on site. As well as securing priority tickets for local music arenas, they negotiate discounts and this year employees have benefited from over 1500 discounted Chester Zoo tickets, over 6000 discounted cinema tickets and will have access to 350 discounted pantomime tickets. M&S Bank is committed to ensuring their employees feel valued and respected. They have two employee- led networks (Outstanding and RESPECT) which aim to promote an inclusive, open and supportive working environment for all. Employees also have the option to tailor a range of benefits to complement their lifestyle and enhance their wellbeing. For example, employees can opt to buy or sell holidays, as well as opt for an enhanced healthcare package. The majority of benefits are tax efficient. As part of their engagement strategy, they also offer employees the opportunity to attend local events with their friends and families at a subsidised cost for example, race days at Chester Racecourse, local firework displays and polo matches. In 2015 1,220 employees, friends and family have attended these events.
They provide an on-site subsidised gym, pamper room, subsidised Starbucks, subsidised canteen, with healthy food options, a prayer room and a facilities helpdesk, which arranges services with external parties, such as dry cleaning and shoe repairs. Employees also benefit from an on-site M&S shop which sells a wide variety of food items, wine, cards and gifts. They have a Sports and Social Committee, who coordinate sports clubs, trips, employee discounts and guest vendors, who are invited to sell their products on site. As well as securing priority tickets for local music arenas, they negotiate discounts and this year employees have benefited from over 1500 discounted Chester Zoo tickets, over 6000 discounted cinema tickets and will have access to 350 discounted pantomime tickets. M&S Bank is committed to ensuring their employees feel valued and respected. They have two employee- led networks (Outstanding and RESPECT) which aim to promote an inclusive, open and supportive working environment for all. Employees also have the option to tailor a range of benefits to complement their lifestyle and enhance their wellbeing. For example, employees can opt to buy or sell holidays, as well as opt for an enhanced healthcare package. The majority of benefits are tax efficient. As part of their engagement strategy, they also offer employees the opportunity to attend local events with their friends and families at a subsidised cost for example, race days at Chester Racecourse, local firework displays and polo matches. In 2015 1,220 employees, friends and family have attended these events.
All managers will have attended a ‘Managing At Our Best' two day course by the end of the year. This course focuses on strengthening their culture through everyday actions and decisions. Employees are presented with difficult situations which test decision-making skills and thought processes. Managers learn how to deal with these challenges and how to apply that knowledge every day and how to use these approaches to bring out the best in their teams. They have a talent programme which supports and develops a population of talented managers. It gives them opportunity to network with and have a mentoring relationship with the leadership team and access to more advanced learning courses, for example, Professional Presentation skills and Business Writing courses. For their future managers they have Star. This has a professional qualification element with RBCB (Retail Banking Conduct of Business). Delegates complete a supported business project and Insights Discovery; a personal profiling tool that can be used to support coaching and personal development. New managers receive a tailored training package specific to their role including Coaching for Success (two-days) Authorised Signatory and advanced complaints handling for Team Managers and Bank Managers. Mentoring is widely used as a development tool to support managers, and they are just about to trial several reverse mentoring relationships. Managers also have the opportunity to attend a Monthly Managers Brief (MMB) where they have the opportunity to connect with each other and hear an update on customer experience, strategic projects and people issues.
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.
The Isoscars are held annually to reward and recognise employees effort in bringing the values to life. Everyone has the opportunity to nominate a colleague in each category and also to nominate a ‘team of the year'. Once nominations close, a panel made up of the Chief Exec, Assistant Director (People), Chair of the Staff Forum, a manager and team leader, individually shortlist the nominations, they then meet as a group to agree the winners and runners up in each category. All of the individual winners in the values categories are then pooled together and an overall ‘employee of the year' is chosen. Everyone who receives a nomination is commended publically and receives a branded Isoscar card that is addressed personally to them. The awards were presented by the Executive Team and Assistant Directors. This year it took place at the Beacon Centre in Newcastle.
The Isoscars are held annually to reward and recognise employees effort in bringing the values to life. Everyone has the opportunity to nominate a colleague in each category and also to nominate a ‘team of the year'. Once nominations close, a panel made up of the Chief Exec, Assistant Director (People), Chair of the Staff Forum, a manager and team leader, individually shortlist the nominations, they then meet as a group to agree the winners and runners up in each category. All of the individual winners in the values categories are then pooled together and an overall ‘employee of the year' is chosen. Everyone who receives a nomination is commended publically and receives a branded Isoscar card that is addressed personally to them. The awards were presented by the Executive Team and Assistant Directors. This year it took place at the Beacon Centre in Newcastle.
As part of the Wellbeing initiative they have workplace Therapy Sessions whereby staff can have a head massage, back and shoulder massage or reflexology session during their working day at a reduced prices. The feedback received from staff has been very positive. They also participate in the Better Health at Work Award and through recent assessment were awarded Silver level. One of the campaigns that they ran was the Hydration Challenge whereby they purchased water bottles for all employees and encouraged them to increase their water intake during working hours.
The company have department specific recognition programs. for example in support they have engineer of the quarter and engineer of the year awards who get recognition and rewards for their efforts.
The company communicate via their own communication platform: Pure cloud. This is a system by which they can chat and call and look for specific skills of their employees. The company have a very relaxed and open environment in the office.
The company have department specific recognition programs. for example in support they have engineer of the quarter and engineer of the year awards who get recognition and rewards for their efforts.
Employees are allowed to work from home one day a week, which eases the stress of travelling to work. This also allows some people the option of doing the school run and taking deliveries without having to worry about taking time off work.
Managers reward their team members with gift vouchers when they have gone the extra mile. The company has recently introduced their Above and Beyond awards. Nominations are open to the whole company. One of their software developers won the last award and received a gift of £200 vouchers.
They have recently provided new training initiatives for managers on performance management and have invested in a training scheme called Speed of Trust. They have regular 1-1's with Managers to ensure they are supported in managing their teams.
Employees are eligible for a profit related company bonus scheme which is determined by the performance of the Division against set criteria. The criteria are set out at the beginning of each financial year and employees are regularly updated as to progress.
The company runs an in-house management development program that deals specifically with understanding leadership, coaching and developing people, engaging and motivating people, setting goals and providing feedback. Individual manager needs are also identified and addressed. High performing managers are also given the opportunity to further develop by attending formal, external courses.
Employees are eligible for a profit related company bonus scheme which is determined by the performance of the Division against set criteria. The criteria are set out at the beginning of each financial year and employees are regularly updated as to progress.
Health Shield, this is a voluntary benefit which is available to all colleagues and is a good start to promoting health and wellbeing in the workplace. Health Shield is a health cash plan, which helps colleagues cover the cost of everyday healthcare needs. From just £1.20 per week colleagues can claim up to 100% cashback (up to annual limits) on health treatments such as trips to the dentist and optician, physiotherapy and many other health and wellbeing therapies including reflexology, reiki and sports massages.
Health Shield, this is a voluntary benefit which is available to all colleagues and is a good start to promoting health and wellbeing in the workplace. Health Shield is a health cash plan, which helps colleagues cover the cost of everyday healthcare needs. From just £1.20 per week colleagues can claim up to 100% cashback (up to annual limits) on health treatments such as trips to the dentist and optician, physiotherapy and many other health and wellbeing therapies including reflexology, reiki and sports massages.
Inchcape UK have now appointed a Leadership Development Manager dedicated to support the development of their leadership capability and to strengthen their talent pipelines to meet the current and future needs of the business. All of their senior managers have this year been taken through an internal development programme entitled iLead. This is a 360 feedback tool from which they gain feedback about them as a leader and from this; they each have had a Personal Development Plan created and learning solutions given. This is reviewed alongside the HRBP team regularly. They hold regular talent reviews to identify capability and future leaders and from this they can support management development according to where the skill gaps are identified.
The company has an office in India and has opened up secondments to the UK based teams whereby volunteers are able to visit the India office to meet their colleagues, who ordinarily would only be interacted with via telephone, email or video conference. Though that communication takes place many times a day, there is not a replacement for face to face relationship building. The secondment opportunity was open to all levels and all departments, and in fact, the majority of the secondments are very junior level. There is currently a project being undertaken where new functions are being opened up in the India office, and a broad range of employees are travelling to the India office to share their knowledge and working practice and to meet their overseas colleagues face to face. In addition, cross functional meetings have improved knowledge sharing, best practice deployment as well as better working relationships. This is something they will continue to develop as it has been hugely rewarding and successful.
Core principles are communicated through email using examples of individuals who have demonstrated them, as well as having them on posters throughout all their offices. Although they do not have one defined vision/mission, their plans for the future have been communicated to employees through the annual sales conference and through their Friday night meetings.
Core principles are communicated through email using examples of individuals who have demonstrated them, as well as having them on posters throughout all their offices. Although they do not have one defined vision/mission, their plans for the future have been communicated to employees through the annual sales conference and through their Friday night meetings.
One of their key initiatives is “Hope for Others” which encourages colleagues to undertake two days paid volunteering for projects outside of work. Colleagues select their own charities and are welcome to generate support or invite their colleagues to attend. Their Executive team have been very active in this too, organising their own projects such as clearing environmental areas, cycling for charity & undertaking work at children hospice as examples. Fund raising is prominent feature across the business with frequent dress downs, charity bake off's, coffee mornings, sporting challenges etc. and colleagues are welcome to use the company's IT and social networking sites to generate support.
The company strives to create an environment where people flourish so they provide training beyond the basic skillset of their roles. Colleagues are encouraged to engage with colleagues in other parts of the business to understand the bigger picture and extend their skills. Job shadowing and job swaps are a pretty regular feature. They are proud of their leadership courses; Polishing Diamonds and The Leadership Academy. These courses penetrate all levels of the business to provide skills leading self, leading teams and leading strategy. The company has a range of formal training delivered by internal and external trainers covering all elements of the business; fixed and mobile plant operations, HGV driving, safety training, health and well-being, team working, and customer services. They also encourage people to take up these courses even if they don't directly correspond to their roles.
The company strives to create an environment where people flourish so they provide training beyond the basic skillset of their roles. Colleagues are encouraged to engage with colleagues in other parts of the business to understand the bigger picture and extend their skills. Job shadowing and job swaps are a pretty regular feature. They are proud of their leadership courses; Polishing Diamonds and The Leadership Academy. These courses penetrate all levels of the business to provide skills leading self, leading teams and leading strategy. The company has a range of formal training delivered by internal and external trainers covering all elements of the business; fixed and mobile plant operations, HGV driving, safety training, health and well-being, team working, and customer services. They also encourage people to take up these courses even if they don't directly correspond to their roles.
Through leadership and empowerment and involving the team in decision making and putting forward innovative new ideas. In addition to this respecting every person who works within the organisation and the value they bring to the success of Holroyd Howe.
Rising Stars are identified as well in a fair manner and consider for senior development programmes within the business and for future progression in terms of talent management.
Rising Stars are identified as well in a fair manner and consider for senior development programmes within the business and for future progression in terms of talent management.
At HCSS Education each leader operates an open door policy and encourages employees to have their say through positive feedback in team meetings and performance reviews. All employees are encouraged to attend an Invention and Innovation group if they have an idea or suggestion – this enhances a culture of continual improvement and innovation. Each department head prepares a monthly report detailing any improvements suggested and implemented in their department – no matter how small. This report is submitted to the CEO and feedback is provided to reinforce this behaviour. Employees are always encouraged to ‘have a go' and are supported to take risks in their drive for excellence, there is a no blame culture - the focus is always on what lessons have been learned, what needs to change to make it better next time and what needs to continue. Information is shared openly with all employees on the company's targets and progress. The company hold quarterly team briefings for all employees detailing their progress against the strategic objectives of the business together with a detailed review of their performance against KPIs as detailed in their dynamic scorecard. Regular one to ones are held with all employees and the company values form a key part of these discussions. A quarterly award is presented based on nominations from staff for demonstration of the company values.
At HCSS Education each leader operates an open door policy and encourages employees to have their say through positive feedback in team meetings and performance reviews. All employees are encouraged to attend an Invention and Innovation group if they have an idea or suggestion – this enhances a culture of continual improvement and innovation. Each department head prepares a monthly report detailing any improvements suggested and implemented in their department – no matter how small. This report is submitted to the CEO and feedback is provided to reinforce this behaviour. Employees are always encouraged to ‘have a go' and are supported to take risks in their drive for excellence, there is a no blame culture - the focus is always on what lessons have been learned, what needs to change to make it better next time and what needs to continue. Information is shared openly with all employees on the company's targets and progress. The company hold quarterly team briefings for all employees detailing their progress against the strategic objectives of the business together with a detailed review of their performance against KPIs as detailed in their dynamic scorecard. Regular one to ones are held with all employees and the company values form a key part of these discussions. A quarterly award is presented based on nominations from staff for demonstration of the company values.
To maintain employee well-being, HCSS Education provides on-site flu vaccinations that are funded by the company. They encouraged participation in the ‘British Heart Foundation Pedometer challenge, with 6 teams entering, and a prize giving funded and arranged by the company at the end. This also encouraged team working as teams walked together. The use of ACAS on line materials for well-being is encouraged and Managers are sent links to relevant webinars to support them managing the well-being of their staff.
Bilfinger GVA's people care passionately about the communities they live in and every year collectively and individually they take on a variety of amazing and inspirational challenges in the name of charity. A number these initiatives include: Raffling the reception flowers every Friday, charity dress down days (Pretty in Purple, Comic Relief, Jeans for Genes, Wear it Pink, and Xmas Jumper Day), charity events such as; Breakfasts, Raffles, Quizzes, Back to School, Land Aid and Rainbow Fun Runs, Three Peak Challenge, Children in Need, Bike Rides, Moon Walks, Nightriders, Tough Mudders, Shawn the Sheep Charity Trail, Shwop at Work and Brave the Shave to name a view. They work with local communities on specific community schemes; an example of this is where 13 volunteers from their Glasgow office helped out with the gardens at their local Robin House children's hospice. They collectively contributed over 70 hours of time to transform the grounds in time for the hospices special memorial weekend, they also have a number of senior managers who give their free time as school governors, business coaches or confidents to SME businesses.
Bilfinger GVA provide support to employee's development in many different ways; in the last 12 months they have fundamentally overhauled their training principles, they have driven the training to relate to their values and beliefs and in parallel carried out a gap analysis of training requirements. There are three examples worthy of note that they have created recently and rolled out across the business: Firstly, the introduction of career pathways into the business, allowing clarity of expectations and how individuals can progress within the organisation; secondly, the release of a CMI (Chartered Management Institute) Level 5 accredited leadership programme for middle management, and lastly; a new graduate training programme for their graduate planners; as part of this programme they engaged with both past and present graduates and partnered with the RTPI to establish a training programme to be used as a standard across the industry, this training programme was recently recognised at the annual RTPI awards by being nominated and winning the governing body's Excellence Award.
Bilfinger GVA provide support to employee's development in many different ways; in the last 12 months they have fundamentally overhauled their training principles, they have driven the training to relate to their values and beliefs and in parallel carried out a gap analysis of training requirements. There are three examples worthy of note that they have created recently and rolled out across the business: Firstly, the introduction of career pathways into the business, allowing clarity of expectations and how individuals can progress within the organisation; secondly, the release of a CMI (Chartered Management Institute) Level 5 accredited leadership programme for middle management, and lastly; a new graduate training programme for their graduate planners; as part of this programme they engaged with both past and present graduates and partnered with the RTPI to establish a training programme to be used as a standard across the industry, this training programme was recently recognised at the annual RTPI awards by being nominated and winning the governing body's Excellence Award.
Guidance Marine Ltd has a profit related bonus scheme which is up to 4% half yearly. This is paid dependent on the individual employees performance and also that of Guidance Marine Ltd. This scheme reflects the company's intention to share their success amongst their employees.
The company provides a company-wide health shield plan that is available to all staff. Health Shield is an award winning friendly society and market leading provider of health cash plans and health and wellbeing benefits. The cash plan can be used by children of the employees and includes benefits such as: food and entertainment, gifts, dental, optical, shopping etc.
Guidance Marine Ltd supports employees in participating in charitable initiatives within the community and matches any money that is raised. Guidance Marine Ltd was the largest financial contributor to a local Leicestershire school through supplying and fitting solar panels on the school premises. Guidance Marine Ltd has also previously provided reading material for a school in Brazil showing their intention to help projects both in the UK and abroad.
Grass Roots' has a learning platform which holds sections dedicated to programs which support their manager's development. There is a curriculum of workshops; insights; webinars and various materials, as well as a toolkit of activities the managers can use to engage, develop and inspire their teams. A separate pathway supports those people who aspire to be a manager at Grass Roots'- providing them with the skills and knowledge before they are promoted into a management role.
Grass Roots' has a learning platform which holds sections dedicated to programs which support their manager's development. There is a curriculum of workshops; insights; webinars and various materials, as well as a toolkit of activities the managers can use to engage, develop and inspire their teams. A separate pathway supports those people who aspire to be a manager at Grass Roots'- providing them with the skills and knowledge before they are promoted into a management role.
Grass Roots' has a learning platform which holds sections dedicated to programs which support their manager's development. There is a curriculum of workshops; insights; webinars and various materials, as well as a toolkit of activities the managers can use to engage, develop and inspire their teams. A separate pathway supports those people who aspire to be a manager at Grass Roots'- providing them with the skills and knowledge before they are promoted into a management role.
The managing director at Global Payments holds quarterly huddles whereby all employees gather and he provides updates on key business activities, good news stories, personal achievements and upcoming projects. At the end of each huddle, the floor is opened for questions and the Managing Director along with members of his team will answer any questions posed to them from the rest of the staff openly and honestly.
At Global Payments there are numerous courses available to all employees, a number of which are geared towards line managers and their development, they range from 'Having Difficult Conversations' to 'Introducing Coaching'. One recent programme aimed specifically at the management team is 'The 4 L's'. This programme was designed to introduce, reinforce and embed the Living Our Culture programme that is in place at Global Payments.
The managing director at Global Payments holds quarterly huddles whereby all employees gather and he provides updates on key business activities, good news stories, personal achievements and upcoming projects. At the end of each huddle, the floor is opened for questions and the Managing Director along with members of his team will answer any questions posed to them from the rest of the staff openly and honestly.
First thing every Monday morning at Genesis Associates an activity is carried out based on interaction and communication, this could be a quiz, a team drawing activity or a team model building activity. The company run frequent individual team building events including dinners, lunches and team incentive rewards. At Genesis Associates they have inter-team competitions such as the ‘Premier League', based on performance as a team, a Premier League ranking is updated on a weekly basis with the top team being rewarded, this encourages team members at Genesis Associates to work together in order to achieve a weekly goal. There is external and internal training in place to help employees achieve as best as they can. At Genesis Associates they have away days where the whole office will undergo training or skill development in an alternative location, they mix up all of the teams to ensure full office integration. The company like to go Go-karting where employees are put into teams of 2 from different sectors of the business for a mini tournament, this encourages team communication and interaction. There is a reward and recognition group- this provides employees from different areas of the business the opportunity to interact and work together. At Genesis Associates they use the feedback from meetings to generate projects for employees to work on in small teams, helping again to integrate employees from different areas of the business enhancing cross team interaction and communication.
At Genesis Associates they ensure that employees in business support have the relevant qualifications and training required to ensure all processes run smoothly and efficiently, 2 examples of this being the learning and development/HR manager completing their CIPD and the Talent Acquisition Manager completing their PTLLS in order to enhance their skills set to training. Both funded by the business and provided with paid time off to study. At Genesis Solutions they also have a learning and development manager who provides a 4-8 week focused induction training programme for new employees, in conjunction with consistent training taking place on an ongoing basis for additional requirements/ refreshers for existing employees. Upon transitioning from the training academy each trainee is provided with a one to one mentor to continue assistance with their development and act as a one to one support. The company also conduct monthly review meetings with each employee where a needs analysis is conducted in order to ensure all training and support requirements are being met. There is also a competency based assessment in place for when employees qualify for promotion. Genesis Associates utilize an e-learning library accessible to all employees suitable from Trainee to Director level accessible 24 hours a day. There is an external course provided to future leaders and current managers to enhance their skill set and transition into a new role. There is also external programme training provided such as Broadbean where businesses come in to train employees on their direct product for optimal utilization. At Genesis Associates they implement PIP- ‘Personal Improvement Plans' these are designed for employees who are behind in terms of targets or competency development level.
At Genesis Associates they have a competency based assessment for their employees to gain promotions. The company work to a meritocratic policy whereby management promotions and opportunities are awarded based on performance and competency based assessment. Each applicant for management has the chance to demonstrate their applicable competencies towards a position, and all employees are eligible to apply for this role. If an employee does not currently possess required competencies for a promotion, then an action plan is developed so they have a detailed plan of what is required in order to get there. At Genesis Associates both internal and external training is provided to management level employees, from coaching on how to carry out reviews of performance with team members, through to external training such as enabling change, on how to become a top performing manager which was delivered to both existing and up and coming management. There is ongoing coaching and mentoring provided from director level, with reviews of performance and action plans based on improvements/skill development. Genesis Associates hold a networking event that 4 different managers will attend on a monthly basis to gain insight and guidance on their future role in leadership.
Last year Gemini People spent a large portion of their profit on training their managers and hired an external business coach to work with managers on a 1-2-1 basis and in group sessions. The company now have a formal training programme for all of their managers which runs on a monthly basis. The training is spread out over 12 months and covers everything from learning about “emotional intelligence” through to “what does it mean to be a leader?” The training is being facilitated by the company's Head of Talent, the Directors and the CEO and they have also appointed an external training company. The company also decided to split the management team into two groups so that managers are working in small groups and getting lots of attention in these sessions. Gemini People have recently rolled out a new review process and have been running one to one sessions with each of the managers on how to implement this process with their teams. Gemini People believe that everyone is an individual and one size does not fit all so they are conscious about this when it comes to training.
With a nurturing ethos that supersedes any sense of hierarchy in the business, the senior management team at Gemini People are committed to leading the company through collaboration, fun, inspiration and integrity. They hold Friday wrap-up meetings for the whole company, where they publicly recognise the week's best efforts in the office. They are the first people in the office each morning and the last people to leave at night, they hold regular cross-team meetings, where they share client information and they also run a host of training courses to up-skill everyone in the company. They are always the first to be involved in Gemini CSR initiatives, they have an open door policy and are always there to talk to. The senior management team at Gemini People also lead by example and are the top performers in the business. They would never ask a team member to do something they wouldn't do themselves (even clean the kitchen on their team's day on the rota!) and they frequently use WhatsApp as a quick way to chat about any issues their team members have out of hours.
With a nurturing ethos that supersedes any sense of hierarchy in the business, the senior management team at Gemini People are committed to leading the company through collaboration, fun, inspiration and integrity. They hold Friday wrap-up meetings for the whole company, where they publicly recognise the week's best efforts in the office. They are the first people in the office each morning and the last people to leave at night, they hold regular cross-team meetings, where they share client information and they also run a host of training courses to up-skill everyone in the company. They are always the first to be involved in Gemini CSR initiatives, they have an open door policy and are always there to talk to. The senior management team at Gemini People also lead by example and are the top performers in the business. They would never ask a team member to do something they wouldn't do themselves (even clean the kitchen on their team's day on the rota!) and they frequently use WhatsApp as a quick way to chat about any issues their team members have out of hours.
G Adventures has 25 community projects in the destinations their travellers visit. They have just committed to launching another 50 projects in the next five years. All 50 social enterprise projects – known collectively as G Adventures for Good projects - are under development by G Adventures and its non-profit organisation, Planeterra Foundation. Together they will invest more than CAD$5-million in social enterprises over the next five years. G Adventures is constantly evaluating potential new G Adventures; For Good projects and these are selected according to the biggest impact in terms of community benefit and traveller numbers. The projects are primarily located in communities where indigenous people, women and youth have been disadvantaged by a lack of access to education, jobs and income opportunities.
On Friday night at The Summit (G Adventures' London office) they host regular live news shows, with all news from G Adventures, both people in the London office and G Nation around the world. It is hosted by The Monarchy, four team members who are the ambassadors of culture at The Summit. It includes news updates, sporting events for the office, upcoming global events, birthdays and shout-outs for the team. The CoC is the Circle of Chat which happens afterwards, where drinks and chit chat are shared.
All the senior management team wear Core Values t-shirts and set-up and host Summit Talks, where different business leaders and people with interesting stories come in to the office for an open forum chat about their job and how they got there. They support both The Monarchy (culture team) and Green Queens (sustainability ambassadors) in their goals to create happiness and community, and to do the right thing. They are also the barometer for the office ensuring morale is well and people are passionate in what they do every day!
Manager's competency is assessed so that bespoke training and development can be provided on a regular basis with checks to ensure quality. L+D works to support managers by regularly assessing their training and coaching skills, providing feedback and development to improve this. Managers attend induction training to embed the vision and values and lend valuable context to their work across the business. L+D works hard to coach managers to provide the best feedback, support and development utilising a sports coaching methodology, ensuring that all staff at all levels of the business can expect the same consistent level and format of support. Lead Advisors are supported on their unique development path by L+D Managers to ensure their vision of a new career in management is fulfilled.
Freedom Finance has a charity committee. The committee holds various activities and competitions where all proceedings go to their chosen charity, St Anne's Hospice. At the end of each month they hold a dress down day where employees have to pay £1 to participate, the event has proven to be extremely popular with employees. Employees have participated in the Manchester Midnight Walk for St Anne's Hospice and also helped and attended a Quiz Nights and Bake Sales. Other events that staff have organised for another charity called Brainwave are a sponsored 5k run, fancy dress days, and formal dress Wednesdays. Freedom Finance holds an annual event called Freedom Festival, which is run across the entire workforce for their chosen charity. The activities that were in this year's festival included mangers participating in several events across the week such as limbo, races and treasure hunting events.
Freedom Finance has a charity committee. The committee holds various activities and competitions where all proceedings go to their chosen charity, St Anne's Hospice. At the end of each month they hold a dress down day where employees have to pay £1 to participate, the event has proven to be extremely popular with employees. Employees have participated in the Manchester Midnight Walk for St Anne's Hospice and also helped and attended a Quiz Nights and Bake Sales. Other events that staff have organised for another charity called Brainwave are a sponsored 5k run, fancy dress days, and formal dress Wednesdays. Freedom Finance holds an annual event called Freedom Festival, which is run across the entire workforce for their chosen charity. The activities that were in this year's festival included mangers participating in several events across the week such as limbo, races and treasure hunting events.
All Fourfront employees are enrolled in to the Fourfront Academy and are given a career development training programme, tailored for their specific needs and job role. The company invest three times the national average on training which helps the Group retain and attract some of the best talent. The Fourfront Academy is important not only to individual development, happiness and success, but is vital in ensuring Fourfront Group remains a leading organisation in the industry and, more importantly, delivers excellence to their clients. Fourfront Group also recognises that specific groups can have specific developmental needs, so has launched a number of initiatives. NextGen creates a platform for innovation and networking and gives an opportunity for young talent to feed their expertise back into the business. Women in Fourfront supports women in their career development through a workshop-style learning environment with quarterly meetings and coaching sessions. The company has trained internal mentors support individuals throughout the business in their career development by passing on knowledge and experience. This programme enables the company to bring fresh new talent into the business and give students studying towards relevant degrees and opportunity to learn and develop. Outstanding interns are sponsored during their final year at University with a view to bringing them back as full time employees. Fourfront invests in the learning activities through which professionals develop their abilities and ensure they remain effective and increasingly capable. This is achieved through a programme of accredited seminars, supplier visits and payment for employees' annual professional body memberships.
All Fourfront employees are enrolled in to the Fourfront Academy and are given a career development training programme, tailored for their specific needs and job role. The company invest three times the national average on training which helps the Group retain and attract some of the best talent. The Fourfront Academy is important not only to individual development, happiness and success, but is vital in ensuring Fourfront Group remains a leading organisation in the industry and, more importantly, delivers excellence to their clients. Fourfront Group also recognises that specific groups can have specific developmental needs, so has launched a number of initiatives. NextGen creates a platform for innovation and networking and gives an opportunity for young talent to feed their expertise back into the business. Women in Fourfront supports women in their career development through a workshop-style learning environment with quarterly meetings and coaching sessions. The company has trained internal mentors support individuals throughout the business in their career development by passing on knowledge and experience. This programme enables the company to bring fresh new talent into the business and give students studying towards relevant degrees and opportunity to learn and develop. Outstanding interns are sponsored during their final year at University with a view to bringing them back as full time employees. Fourfront invests in the learning activities through which professionals develop their abilities and ensure they remain effective and increasingly capable. This is achieved through a programme of accredited seminars, supplier visits and payment for employees' annual professional body memberships.
All Fourfront employees are enrolled in to the Fourfront Academy and are given a career development training programme, tailored for their specific needs and job role. The company invest three times the national average on training which helps the Group retain and attract some of the best talent. The Fourfront Academy is important not only to individual development, happiness and success, but is vital in ensuring Fourfront Group remains a leading organisation in the industry and, more importantly, delivers excellence to their clients. Fourfront Group also recognises that specific groups can have specific developmental needs, so has launched a number of initiatives. NextGen creates a platform for innovation and networking and gives an opportunity for young talent to feed their expertise back into the business. Women in Fourfront supports women in their career development through a workshop-style learning environment with quarterly meetings and coaching sessions. The company has trained internal mentors support individuals throughout the business in their career development by passing on knowledge and experience. This programme enables the company to bring fresh new talent into the business and give students studying towards relevant degrees and opportunity to learn and develop. Outstanding interns are sponsored during their final year at University with a view to bringing them back as full time employees. Fourfront invests in the learning activities through which professionals develop their abilities and ensure they remain effective and increasingly capable. This is achieved through a programme of accredited seminars, supplier visits and payment for employees' annual professional body memberships.
Their Communities Team run c120 community events a year, including sports, arts, fun, recreation, guided walks and coach trips to interesting destinations. They also run a structured volunteering programme called Step Up which engages with c50 volunteers a year aged 12 to adult; these volunteers work at Fortis's events, help at community gardens and organise events in their own neighbourhoods. The team also supports a network of community gardens. In the first instance staff organise the meetings and oversee operations, but with time the gardeners are enabled to form constituted groups with bank accounts and supported by the Fortis Fund Raiser and Bid Writer to seek independent funding for their garden. One of their gardeners won a Community Cohesion Award last year as a result of her work in their Droitwich garden. In 2015 they delivered their second annual Communities Week during which colleagues tidied 28 gardens for elderly and unwell tenants, collected over half a tonne of food for local food banks, ran a sports camp for disadvantaged children, painted and repaired fencing in five neighbourhoods and ran a Pop-Up 50p Shop in a deprived neighbourhood and raised £780 for a local charity nominated by colleagues. The shop alone represented 160 colleague working hours. The Fortis Social Club Committee organises monthly charitable events like dress down days, a bake sale or themed day. The organisation corporately supports the CAB, the local children's football league and lends out its Fund Raiser and Bid Writer to local charities and community groups.
Fortis Living have a strong believe in lifelong learning which support employee development in a variety of offering to suit differing learning styles and ability. These opportunities include:- Professional, Academic and Vocational courses from level 2 to level 7, this will either link to current role or career aspirations, supported financially and with time off as appropriate. Secondments to other departments and teams from 3 to 18 months, workshops and Seminars, Open Courses and networking group to support sharing of best practice. Training courses delivered in traditional style, from 2 hour bitesize course to 8 day programmes spread over a period time to embed the learning. They delivered 365 events last year using internal and external training at their offices. E- learning is used to provide Health and Safety updates and support in house training courses. Toolbox talks for short updates for operatives to give them training updates, coaching is encouraged and supported throughout the organisation, managers are given a bespoke series of training day to give them the skills to be able to support a coachee. 12 % of Fortis Living employees have gained promotion and they have examples of employees starting and undertaking an apprenticeship and progressing to supervisor level.
Fortis Living have a strong believe in lifelong learning which support employee development in a variety of offering to suit differing learning styles and ability. These opportunities include:- Professional, Academic and Vocational courses from level 2 to level 7, this will either link to current role or career aspirations, supported financially and with time off as appropriate. Secondments to other departments and teams from 3 to 18 months, workshops and Seminars, Open Courses and networking group to support sharing of best practice. Training courses delivered in traditional style, from 2 hour bitesize course to 8 day programmes spread over a period time to embed the learning. They delivered 365 events last year using internal and external training at their offices. E- learning is used to provide Health and Safety updates and support in house training courses. Toolbox talks for short updates for operatives to give them training updates, coaching is encouraged and supported throughout the organisation, managers are given a bespoke series of training day to give them the skills to be able to support a coachee. 12 % of Fortis Living employees have gained promotion and they have examples of employees starting and undertaking an apprenticeship and progressing to supervisor level.
As part of their work for the Footprints Foundation they have sent 2 teams of their employees to go out to South Africa and help build an Orphanage for a period of 2 weeks. The company also did the same last year and it has been a great success.
Grapevine is an internal employee forum. It is all about 2 way communication and sharing best practice across the business. As they want to be the best, they want everyone's feedback to get there. There are nominated employee's who act as representatives from various different areas of the business who meet quarterly to bring key questions to the table. A representative will pick up the question and look for an answer within a specified time to feedback at the next meeting.
Forrest Futures – This programme is aimed at their blue collar workforce and provides a pathway to management for them. Following a formal application process a number of individuals each year are chosen to take part in a structured management development programme which includes formal training and also work shadowing and secondment opportunities. They have promoted 5 individuals in the last 2 years in to management from this programme. Elevate – This programme is very similar but aimed at senior management and includes profiling and mentoring from an external organisation plus the opportunity to undertake an ILM Level 7 qualification New Leaf – their own Leadership & Management programme validated by CMI. This has been delivered to over 200 people within the business already and will continue to be used to facilitate learning in this area. Customer Connect – A bespoke Customer Service excellence delivery programme. This has been accredited by the Institute of Customer Service (ICS) and delivered to over 150 people so far. Now a mandatory piece of training that all need to attend, it forms part of the corporate company induction.
Every member of the management team has access to the company's leadership pathway to further develop their leadership skills. They hold two Assistant Team Leader and Team Leader conferences every year to support development and offer them a forum to share experiences and ideas. This year, they have also introduced a new training session called ‘New Learning Methods'. During this one-day course, Team Leaders will learn how to better engage their teams and promote understanding by using a number of different learning styles. Management Team are also sent on external courses for job specific training. They also have an entire department dedicated to supporting the management team so they may reach their full potential. Leadership Academy hosts training sessions and one-to-one mentoring with the management team to help them develop their skills and also to support them as they create a succession pool within their team. Finally, financial assistance is offered for external professional training courses and development.
Every member of the management team has access to the company's leadership pathway to further develop their leadership skills. They hold two Assistant Team Leader and Team Leader conferences every year to support development and offer them a forum to share experiences and ideas. This year, they have also introduced a new training session called ‘New Learning Methods'. During this one-day course, Team Leaders will learn how to better engage their teams and promote understanding by using a number of different learning styles. Management Team are also sent on external courses for job specific training. They also have an entire department dedicated to supporting the management team so they may reach their full potential. Leadership Academy hosts training sessions and one-to-one mentoring with the management team to help them develop their skills and also to support them as they create a succession pool within their team. Finally, financial assistance is offered for external professional training courses and development.
Every member of the management team has access to the company's leadership pathway to further develop their leadership skills. They hold two Assistant Team Leader and Team Leader conferences every year to support development and offer them a forum to share experiences and ideas. This year, they have also introduced a new training session called ‘New Learning Methods'. During this one-day course, Team Leaders will learn how to better engage their teams and promote understanding by using a number of different learning styles. Management Team are also sent on external courses for job specific training. They also have an entire department dedicated to supporting the management team so they may reach their full potential. Leadership Academy hosts training sessions and one-to-one mentoring with the management team to help them develop their skills and also to support them as they create a succession pool within their team. Finally, financial assistance is offered for external professional training courses and development.
The company's Vision, Mission and Values are communicated to their internal employees through: On boarding packs, posters and office branding, Intranet and internal newsletters. They also reinforce their values to their clients through client presentations and also communicate their values through their website. The aim is for their colleagues to live and breathe these values and one of the reasons the business was created 10 years ago was to give people the tools to be successful in an ethically, people-centric environment.
First thing every morning the Managing Director runs a daily sales meeting in the middle of the London office. During this meeting all account managers give updates on what they are working on and an overview of important roles they are recruiting for. This encourages all the sales teams to help each other out with roles and share news about clients they are engaging with.
FPG shows it supports employee development by its organic growth strategy. They make clear to employees in the yearly business strategy presentation that opportunities will always be given internally before bringing external resources in. Leading by actions has given a clear message to FPG employees, they open offices around the world but only in locations their staff want to live and work. With each of the 9 overseas offices, the managers of those offices started out in a graduate role in the London office. Training and qualifications are encouraged especially in the support functions such as finance. External leadership and team leading training has been particularly useful to their managers and aspiring managers.
Each year, as a reward for outstanding performance, 10% of staff are chosen to attend the annual “Boat” event. The event takes place the first week of September and sees the top performing staff across categories such as most permanent vacancies taken, most new accounts bought on, best internal feedback, and best customer journey. The luxury boat is privately charted by the company from Hamble Harbour in Southampton. Employees get to spend 2 days sailing around the Solent, before docking on the Isle of Wight taking lunch in Colwell Bay with an overnight stay and dinner in Cowes. Winners of this unique reward are announced at the Annual Company Awards evening in June each year. Feedback from those that attended this year's event included comments such as “What a fantastic way to reward staff for all their hard work and “A relaxing day at sea, time to spend with colleagues and lovely food and drink – a perfect couple of days”
Each year, as a reward for outstanding performance, 10% of staff are chosen to attend the annual “Boat” event. The event takes place the first week of September and sees the top performing staff across categories such as most permanent vacancies taken, most new accounts bought on, best internal feedback, and best customer journey. The luxury boat is privately charted by the company from Hamble Harbour in Southampton. Employees get to spend 2 days sailing around the Solent, before docking on the Isle of Wight taking lunch in Colwell Bay with an overnight stay and dinner in Cowes. Winners of this unique reward are announced at the Annual Company Awards evening in June each year. Feedback from those that attended this year's event included comments such as “What a fantastic way to reward staff for all their hard work and “A relaxing day at sea, time to spend with colleagues and lovely food and drink – a perfect couple of days”
The Circle of success which details their Company values is displayed around head office and at each branch/site in Perspex frames as well as on everyone's welcome screen as daily inspiration of the way in which they work and what success looks like. It's a reference tool to all employees, managers and Directors on the behaviours they expect from others and should display themselves. Employee rewards and recognition are linked to the values within the Circle and are communicated and celebrated at every “Orange Studio” event twice yearly. Event Guest speakers will link their key note talks to a chosen value. Employees are given the circle of success on their first day and the values and vison of the business are discussed in depth to ensure that everyone coming into the business understands their culture and their part in ensuring that their values, vison and purpose are at the forefront of everything they do
The company has 3 values: Expert, Dynamic, Scrupulous Expert: continuous learning via two Directors being members of two bimonthly peer support groups (Cranfield BGP Alumni group and the Property Academy Leadership Group); speaking at local events; taking part in Sunday Times National Awards as judges to keep in touch with best practice; contribution to industry trends as spokespeople to trade press and national media; proximity to planning legislation via the MD being a Steering Group member of his Neighbourhood Plan. Dynamic: constantly pushing new ideas into the organisation. Other new innovation includes their own bespoke Property Inspection iPad app to streamline arguably the most valued part of their Property Management. Sourcing of new developments and opportunities such as the 24 apartments they bought and furnished for clients in Reading. Scrupulous: honesty and integrity when dealing with clients; fair judgements during the settling of any minor or major customer complaints; walking the walk each day in their demeanour and treatment of colleagues.
The company has 3 values: Expert, Dynamic, Scrupulous Expert: continuous learning via two Directors being members of two bimonthly peer support groups (Cranfield BGP Alumni group and the Property Academy Leadership Group); speaking at local events; taking part in Sunday Times National Awards as judges to keep in touch with best practice; contribution to industry trends as spokespeople to trade press and national media; proximity to planning legislation via the MD being a Steering Group member of his Neighbourhood Plan. Dynamic: constantly pushing new ideas into the organisation. Other new innovation includes their own bespoke Property Inspection iPad app to streamline arguably the most valued part of their Property Management. Sourcing of new developments and opportunities such as the 24 apartments they bought and furnished for clients in Reading. Scrupulous: honesty and integrity when dealing with clients; fair judgements during the settling of any minor or major customer complaints; walking the walk each day in their demeanour and treatment of colleagues.
Team events/meetings happen every day at Finders Keepers. Every office has a team meeting first thing in the morning, to focus the team on what is happening, what the priorities are, where they are against target. They also use these meetings to celebrate success; probationary periods passed, promotions, exams passed, first year anniversaries -all rewarded with a bottle of wine and a card. On three occasions a year, they have a staff meeting - two breakfast ones and one annual lunch one where they take all the staff to a venue. At the breakfast ones, they have a 'fun' team exercise followed by an update on business activities and awards for staff who go above and beyond in demonstrating their values - these nominations are from their peers. At the annual staff meeting, after an update on the year's success, they reward long service, and the 'best' in class, again nominated by their peers. There is usually a gap in these meetings in the summer to allow for their busy seasonal period but this year they decided to bridge the gap with a shortened version of the quarterly meetings, in the form of a Pimms party by the river, this took the form of a quick update, awards for their values but the main focus was a huge thank you to the staff for their hard work.
Their customer service commitments are based on maintaining a strong, motivated and friendly team. The company aim to attract the best within the industry by offering above market rate remuneration and develop long-term relationships and loyalty by investing in their team. As investors in people, they encourage professional development, offering time off and financial support to study and attend courses in order to further qualifications. Regular appraisals and social events give their team the opportunity to express their views and suggest ideas as to how FC Exchange can move forward and improve intra-company relations and processes. The company are proud of their staff retention rates, keeping a high degree of experience within the company which helps build and maintain long-term customer relationships. FC Exchange has consistently grown year-on-year since 2005, expanding to new markets; presenting new opportunities for promotion. As a result, 75% of their senior management has been recruited from within the company.
Their customer service commitments are based on maintaining a strong, motivated and friendly team. The company aim to attract the best within the industry by offering above market rate remuneration and develop long-term relationships and loyalty by investing in their team. As investors in people, they encourage professional development, offering time off and financial support to study and attend courses in order to further qualifications. Regular appraisals and social events give their team the opportunity to express their views and suggest ideas as to how FC Exchange can move forward and improve intra-company relations and processes. The company are proud of their staff retention rates, keeping a high degree of experience within the company which helps build and maintain long-term customer relationships. FC Exchange has consistently grown year-on-year since 2005, expanding to new markets; presenting new opportunities for promotion. As a result, 75% of their senior management has been recruited from within the company.
Quite simply, the company ask new starters to the business to present what they have learnt about the business.
The company focus on clear, open communication that is delivered through a number of methods from traditional management meetings to addressing the whole company every Monday morning and Friday afternoon. Every month and quarter they hold a detailed and fun monthly/quarterly ‘wrap up' and ‘kick off' of the next month/quarter ahead. These company-wide meetings will include awards, recognition of top performance and presentations on key aspects they need to focus on for the following month. All information is documented and presented in a pdf pack so anyone not available for the meetings has access to the details. The company is also fortunate to have our walls covered in white boards and television screens that constantly update the business on the day-to-day news, successes, rewards and our core values throughout the day.
The company focus on clear, open communication that is delivered through a number of methods from traditional management meetings to addressing the whole company every Monday morning and Friday afternoon. Every month and quarter they hold a detailed and fun monthly/quarterly ‘wrap up' and ‘kick off' of the next month/quarter ahead. These company-wide meetings will include awards, recognition of top performance and presentations on key aspects they need to focus on for the following month. All information is documented and presented in a pdf pack so anyone not available for the meetings has access to the details. The company is also fortunate to have our walls covered in white boards and television screens that constantly update the business on the day-to-day news, successes, rewards and our core values throughout the day.
The company use a blended approach to develop their managers, combining a group training programme with individual development plans. The best example is their Management Development Programme. This includes classroom training, peer group sessions, psychometric profiles, mentoring, on-the-job learning and reflective learning. It covers a range of topics from flexing management style to different personalities to performance management. This is a year-long programme that is based on extensive training needs analysis and combines development techniques alongside evaluation to ensure the learning is embedded in the business. Another example is that the company offer tailored training solutions to individuals. One of their managers had been struggling with retention and they saw an unusually high level of attrition in his team. In response to this they discussed a number of options with him and he opted for attending an external management training course as well as coaching. This has really helped him understand his role better so that he can improve the results.
ABCDE Recognition Scheme (Above and Beyond the Call of Duty Employee) As a not for profit organisation the Group aims to have a culture whereby effort is acknowledged, praised and communicated, by saying ‘thank-you'. It is the Group's aim to celebrate achievements at every level and at every opportunity. The ABCDE scheme recognises good performance, link rewards to positive behaviours (that reflect the organisations Values) and motivate staff.
ABCDE Recognition Scheme (Above and Beyond the Call of Duty Employee) As a not for profit organisation the Group aims to have a culture whereby effort is acknowledged, praised and communicated, by saying ‘thank-you'. It is the Group's aim to celebrate achievements at every level and at every opportunity. The ABCDE scheme recognises good performance, link rewards to positive behaviours (that reflect the organisations Values) and motivate staff.
ABCDE Recognition Scheme (Above and Beyond the Call of Duty Employee) As a not for profit organisation the Group aims to have a culture whereby effort is acknowledged, praised and communicated, by saying ‘thank-you'. It is the Group's aim to celebrate achievements at every level and at every opportunity. The ABCDE scheme recognises good performance, link rewards to positive behaviours (that reflect the organisations Values) and motivate staff.
All line managers in Egress undergo regular one to one mentoring by the HR Manager. These sessions complement the ‘on the job' coaching sessions in Performance Management, Recruitment and Retention. Additionally, all managers receive monthly direct feedback from their function's C-level executive, as they are a small company, the flat management structure allows them to do this with high frequency. The business is growing fast and as such, opportunities for personal growth – particularly at the mid-manager level – are constantly arising. They do not recruit mid-managers from outside the business, preferring to promote from within and give existing team members the chance to start their managerial careers in a familiar environment.
All line managers in Egress undergo regular one to one mentoring by the HR Manager. These sessions complement the ‘on the job' coaching sessions in Performance Management, Recruitment and Retention. Additionally, all managers receive monthly direct feedback from their function's C-level executive, as they are a small company, the flat management structure allows them to do this with high frequency. The business is growing fast and as such, opportunities for personal growth – particularly at the mid-manager level – are constantly arising. They do not recruit mid-managers from outside the business, preferring to promote from within and give existing team members the chance to start their managerial careers in a familiar environment.
Whilst some of the company employees have fixed desks, a significant number are encouraged to sit where they like in the office - which is primarily an open plan design with a hot desking infrastructure. For example, rather than having the sales and technical services teams sit in defined spaces, offering them the flexibility to sit next to peers who are working on the same projects means employees collaborate better and produce better results for the business and their customers. In the software development teams – they have recently implemented a version of Scrum (an iterative agile method for managing product development). This has improved communication and resulted in significant improvements to the development process and the quality of the software produced, whilst reducing the time required to produce a customer ready version of the software.
They offer employees to attend free massage therapy sessions and Reflexology. These are held on a monthly basis and employees are able to attend these at the cost to the company.
They realise the importance of recognition is essential to an engaged and motivated workforce. People want to be respected and valued for their contribution. Everyone feels the need to be recognised as an individual or member of a group and to feel a sense of achievement for work well done or even for a valiant effort. Everyone wants a ‘pat on the back' to make them feel good. Great performance at Eckoh is recognised both formally and informally. The senior management team will give a ‘pat on the back' to anyone who has done a good job and will email the company to let them know their appreciation
They offer employees to attend free massage therapy sessions and Reflexology. These are held on a monthly basis and employees are able to attend these at the cost to the company.
The company have an incentivised lunch club where £13K worth of placements in the month sees their employees wined and dined at a top London restaurant with at least 2 directors each month, as well as helping them qualify for the company quarterly. A favourite of theirs is just being able to have fun and take the team out to the pub for an afternoon, a shopping trip, or an impromptu lunch as a reward for all the hard work. It's much easier to do this when all are doing well, and the team understands that if the company does well they will do well too. They love a reason to celebrate and have worked hard to fuel their company's culture of competition, achievement and excellence, whilst retaining its community feel and an environment where everyone feels included. Each week, the teams vote for the DG Hero - the person they feel has lived and breathed their values above & beyond - and they take a cheeky snap shot of them for the wall! Coupled with the annual Golf, Fifa, Darts, Sports day and Ping Pong tournament, there are always new champions to be found!
Digital Gurus provide industry leading external training for all team managers and directors through Elite Leaders. This great programme is a peer-led mentoring group that not only challenges their managers in their way of thinking, but also provides them the opportunity to step away from their desk and focus on what is most important. They get to listen to and interact with some great industry leaders on a bi-monthly basis. With ongoing pastoral care, they have seen individuals evolve their leadership skills. In January 2015, the company were lucky enough to secure Marcus Childs, who is - in their opinion - one of the best motivational speakers on the UK circuit. He hosted a ‘mindfulness' session with their consultants, clients, and candidates, helping them to face challenges with positivity and to remember that they have the choice in how they let things affect them.
Digital Gurus provide industry leading external training for all team managers and directors through Elite Leaders. This great programme is a peer-led mentoring group that not only challenges their managers in their way of thinking, but also provides them the opportunity to step away from their desk and focus on what is most important. They get to listen to and interact with some great industry leaders on a bi-monthly basis. With ongoing pastoral care, they have seen individuals evolve their leadership skills. In January 2015, the company were lucky enough to secure Marcus Childs, who is - in their opinion - one of the best motivational speakers on the UK circuit. He hosted a ‘mindfulness' session with their consultants, clients, and candidates, helping them to face challenges with positivity and to remember that they have the choice in how they let things affect them.
Every team at Dale & Valley Homes receives a large basket of free fruit at the start of every month to encourage staff to have a healthier diet. This also increases the likelihood of staff achieving their '5 a day' and makes eating fruit a normal part of their working day. Their 'Workout Wednesdays' take place on the first Wednesday of every month to encourage employees to carry out some form of physical exercise. Employees receive a half hour credit to their flexi account when they have undertaken an exercise activity (usual walking, running or a visit to the gym) in their lunch hour. Employees can boost their annual leave entitlement by buying an additional five days leave. Alternatively, they can sell up to 5 days leave. Annual flu vaccinations and mini health checks are available to all staff to improve their health and reduce absenteeism. The mini health checks gives employees a picture of their current health and suggests changes to their lifestyle, if needed.
Every team at Dale & Valley Homes receives a large basket of free fruit at the start of every month to encourage staff to have a healthier diet. This also increases the likelihood of staff achieving their '5 a day' and makes eating fruit a normal part of their working day. Their 'Workout Wednesdays' take place on the first Wednesday of every month to encourage employees to carry out some form of physical exercise. Employees receive a half hour credit to their flexi account when they have undertaken an exercise activity (usual walking, running or a visit to the gym) in their lunch hour. Employees can boost their annual leave entitlement by buying an additional five days leave. Alternatively, they can sell up to 5 days leave. Annual flu vaccinations and mini health checks are available to all staff to improve their health and reduce absenteeism. The mini health checks gives employees a picture of their current health and suggests changes to their lifestyle, if needed.
Following the stock transfer of homes from Durham County Council to Dale & Valley Homes, 4200 new tenancy agreements needed to be prepared, hand delivered and tenants' signatures obtained in a 3 month period. This was a mammoth task and required a ‘whole team' approach. Roles ranged from Tenancy Agreement preparation, home visits to get the document signed and data entry. They were assigned to every member of the organisation, including the Managing Director and Executive Management Team. For this task, traditional team boundaries were put aside and new virtual teams established. This approach meant that staff members were working alongside colleagues they had never worked with before, thus supporting improved relationships and communication between both teams and individuals, once back in the ‘day job'. Motivation was maintained through weekly updates on progress. Every member of staff took pride in the achievement of steadily moving towards the end goal. Weekly updates were followed by e-mails from the Managing Director praising everyone involved for their hard work and dedication. What could have been a hugely mundane and cumbersome task, became a real team building exercise which promoted interaction between different individuals across the organisation, breaking down barriers between teams. Once finished, the sense of achievement, shared by the whole organisation, was almost tangible and re-enforced that the 'impossible' can become 'achievable' when everyone works together.
Having a Performance Learning, Supervision system which enables staff to explore every 6 weeks in detail the development support each individual requires within the organisation. All managers have received bespoke coaching training to ensure they work in a way which supports staff development.
The organisation supports its Senior Managers through external coaching and mentoring schemes along with developing their own coaching skills through bespoke coaching programme. All managers are sponsored to achieve level 5 or above management qualifications. Access to peer support and external coaching if required.
The organisation supports its Senior Managers through external coaching and mentoring schemes along with developing their own coaching skills through bespoke coaching programme. All managers are sponsored to achieve level 5 or above management qualifications. Access to peer support and external coaching if required.
The company have spot bonuses for a job well done. . Deal Flow, cross selling reward programme, enables employees to benefit personally from any work they refer outside their own team. Personal bonus incentive plans.
The company hold firm wide updates for employees between twice a year to communicate progress towards delivery of our objectives. They also have a spot bonus/reward programme which recognises employees who have demonstrated exemplary behaviour aligned to our values. Corporate induction is held every quarter.
The company have spot bonuses for a job well done. . Deal Flow, cross selling reward programme, enables employees to benefit personally from any work they refer outside their own team. Personal bonus incentive plans.
Staff have been involved in: Belfast Marathon - 23 staff members took part to raise money for charities including The Welcome Organisation and one of residential homes (De La Cour House) Residents Funds - £1,632 was raised for the Welcome Organisation & £264 was raised for the Residents Fund. Over 60 staff have taken part in the Treasure House Project, a project with the Northern Ireland Museums. This project is about reducing social isolation amongst older people & promoting social inclusion, learning & development of new skills & improving social networks. The Women's Tech Project - In partnership with Women's Tech, the Association delivered a programme called “Tea and Drills” which is a taster programme for those interested in developing skills for employment within the construction industry. This has now developed into an £850,000 funded Programme called SPEC (Supporting People: Empowering Communities), funded by the European Social Fund and Department for Employment & Learning.
Staff have been involved in: Belfast Marathon - 23 staff members took part to raise money for charities including The Welcome Organisation and one of residential homes (De La Cour House) Residents Funds - £1,632 was raised for the Welcome Organisation & £264 was raised for the Residents Fund. Over 60 staff have taken part in the Treasure House Project, a project with the Northern Ireland Museums. This project is about reducing social isolation amongst older people & promoting social inclusion, learning & development of new skills & improving social networks. The Women's Tech Project - In partnership with Women's Tech, the Association delivered a programme called “Tea and Drills” which is a taster programme for those interested in developing skills for employment within the construction industry. This has now developed into an £850,000 funded Programme called SPEC (Supporting People: Empowering Communities), funded by the European Social Fund and Department for Employment & Learning.
The SMT are "hands on" at events, community initiatives, tenant forum meetings and team briefs. Committed to the ethos of social housing, the SMT demonstrate this with an ambitious new homes programme, the creation of a community development function and customer feedback influencing decisions made at strategic level.
Through their Citygate academy, they have a structured development path for managers to show clearly how they can progress to the next level in their career. They are coached and supported by their managers and are put through structured development modules. There are many examples of employees who have progress and taken the next step in their career with Citygate.
They have created their own City Gate Sales Academy. The Academy of Excellence will help ensure they promote a consistent message and best practice across the entire group while creating and maintaining the best possible standards in customer service. In doing this, they will unlock their people's potential, giving them the best tools to succeed and positively influence and shape their careers. With an emphasis on accuracy and quality, the aim of their academy is to deliver a “world class” customer experience, training their teams in such a way that they can also display their own individual personalities. Every sales person in the company has been enrolled into their academy. They have been issued with their own academy learning folder which contains all of the relevant information and the modules they are required to complete to progress in their careers with Citygate. All new starters are issue with the Academy folder on their first day and their file will grow with them as they attend and complete each of the modules / stages contained within the academy. The modules are designed to allow career progress from sales executive to sales management. The learning journey is a mixture of on e-learning, on job coaching, classroom style training and off site training at the national learning centre.
They have created their own City Gate Sales Academy. The Academy of Excellence will help ensure they promote a consistent message and best practice across the entire group while creating and maintaining the best possible standards in customer service. In doing this, they will unlock their people's potential, giving them the best tools to succeed and positively influence and shape their careers. With an emphasis on accuracy and quality, the aim of their academy is to deliver a “world class” customer experience, training their teams in such a way that they can also display their own individual personalities. Every sales person in the company has been enrolled into their academy. They have been issued with their own academy learning folder which contains all of the relevant information and the modules they are required to complete to progress in their careers with Citygate. All new starters are issue with the Academy folder on their first day and their file will grow with them as they attend and complete each of the modules / stages contained within the academy. The modules are designed to allow career progress from sales executive to sales management. The learning journey is a mixture of on e-learning, on job coaching, classroom style training and off site training at the national learning centre.
CGL implements a number of initiatives to support managers, and to provide development opportunities in the context of the CGL Career Paths. At project junior management level, implementation of formal team structures and clarity of roles and expectations have been set out, and allow the managers to operate within a common framework. They are supported by guidance from senior managers and through the company's quality management procedures. For newly chartered staff, CGL has developed a Management Training Programme, in conjunction with the Chartered Management Institute, which gives these aspiring middle managers an in-depth insight into the practice of management in a live environment. This is a cross office initiative, which has benefits in enhancing communications at this mid-level. The outcome of the programme is a Certificate in Management and Leadership. Line managers from each of the offices gather on a quarterly basis for formal competence training interventions from an external trainer. This is also a forum for peer discussion and mutual support. Senior staff similarly undergoes competence training, and are encouraged to gain accreditation of their management experience through application for Chartered Manager status. Board members participate in formal IoD training programmes for their roles. The Board has a programme of inviting senior managers to participate in meetings. All of this development is set within an environment of twice yearly appraisals, regular updates, mentoring and coaching relationships and feedback surveys which allow a culture of continuous improvement.
CGL implements a number of initiatives to support managers, and to provide development opportunities in the context of the CGL Career Paths. At project junior management level, implementation of formal team structures and clarity of roles and expectations have been set out, and allow the managers to operate within a common framework. They are supported by guidance from senior managers and through the company's quality management procedures. For newly chartered staff, CGL has developed a Management Training Programme, in conjunction with the Chartered Management Institute, which gives these aspiring middle managers an in-depth insight into the practice of management in a live environment. This is a cross office initiative, which has benefits in enhancing communications at this mid-level. The outcome of the programme is a Certificate in Management and Leadership. Line managers from each of the offices gather on a quarterly basis for formal competence training interventions from an external trainer. This is also a forum for peer discussion and mutual support. Senior staff similarly undergoes competence training, and are encouraged to gain accreditation of their management experience through application for Chartered Manager status. Board members participate in formal IoD training programmes for their roles. The Board has a programme of inviting senior managers to participate in meetings. All of this development is set within an environment of twice yearly appraisals, regular updates, mentoring and coaching relationships and feedback surveys which allow a culture of continuous improvement.
From staff surveys there is a clear belief by staff that the SMT are committed to CGL values. The repeated checking each year is a strong message reinforcement. The commitment to openness, honesty and integrity is perhaps best illustrated by the CGL Pulse poster placed each month in public areas in each office which allows every member of staff to see trading performance, recruitment, training key knowledge indicators. Health and Safety is clearly of paramount importance in the work and near miss/incident reporting in a weekly engineers meeting together with new joiner tool box talks and the buddy system all led by the SMT are also a clear messages. CGL invests in technology and people to give them the edge. CGL are committed to listening to one another, whether face to face in regular appraisals, at road shows and team days or via annual questionnaires where we test the feedback from all. Staff is involved with both sustainability and environmental issues and CGL SMT lead from the front in this as final arbiters of the technical consulting output and within the operation of individual offices. Finally, CGL is very aware that to bring in and retain staff it has to provide a fulfilling experience. In this SMT both lead by example and mentor colleagues to progress on the CGL Career Pathway. The 2015 successes in professional exams, the promotions that resulted, and the development of team structures that give aspiring staff a taste of business responsibility have all been crucial.
Communication Day On the first Wednesday of each month the company hold “communications day”, led on each site by Senior Managers, these sessions are held to ensure all colleagues are fully aware of the Company's performance, are up to date with the latest projects and most importantly have the opportunity to ask any questions they may have and give timely feedback. Technology Roadshow, the technology division is diverse, both in terms of roles and geography. As such they hold bi-annual technology roadshows, giving members of the team an opportunity to hear about what all the areas have been working on, what the focus for the future is, demo new products, hear from subject matter experts, but also have the opportunity to network with their peers face to face. Fun@Work and PayBack The company is enthusiastic about colleagues enjoying their time at work – they do lots of things to encourage teamwork and teamplay, including sport days, Halloween fancy dress and even a 50th birthday party.
The PayBack Foundation Ceridian UK established their own registered charity, The PayBack Foundation, in 1997. Colleagues are passionate about the Charity, as they know that 100% of all donations go directly to PayBack grant recipients. They feel a connection with the charity as the company share the details of where all of the donations go to. The company help local disabled and disadvantaged children! Colleagues are always thinking of bigger, better and more unusual ways of raising funds. In 2015 the company participated in 3 Tough Mudder events, 2 10k runs, a half marathon, Adare to Survive, a 12 hour Boogie4PayBack as well as the more usual cake bakes, small change donations and more. MacMillan Coffee Morning as well as supporting PayBack, Ceridian also supports a number of nationally recognised charitable events. Each year the offices bake cakes for MacMillan coffee morning, with all donations going to this worthy cause.
The PayBack Foundation Ceridian UK established their own registered charity, The PayBack Foundation, in 1997. Colleagues are passionate about the Charity, as they know that 100% of all donations go directly to PayBack grant recipients. They feel a connection with the charity as the company share the details of where all of the donations go to. The company help local disabled and disadvantaged children! Colleagues are always thinking of bigger, better and more unusual ways of raising funds. In 2015 the company participated in 3 Tough Mudder events, 2 10k runs, a half marathon, Adare to Survive, a 12 hour Boogie4PayBack as well as the more usual cake bakes, small change donations and more. MacMillan Coffee Morning as well as supporting PayBack, Ceridian also supports a number of nationally recognised charitable events. Each year the offices bake cakes for MacMillan coffee morning, with all donations going to this worthy cause.
CDI AndersElite is fully committed to the provision of quality training and development to enable all staff to meet the business goals and objectives. The job mapping templates is a great example of how the organisation supports employee development; they currently have this in place for recruiting / sales function and are in the process of developing for other areas of this business. This enables staff to easily identify where they fall within the job mapping with regards to experience, performance, qualifications and training and where their development areas are which may be requirements for promotion. These ‘gaps' then becomes the basis of their development plan. A huge part of the employee development is through the undertaking and achievement of professional qualifications. The company believe they offer a "Best in Class" training offering as all of their training is delivered by industry leading organisation who are deemed to be the market leaders in their respective field. Year to date over 70 members of staff have undertaken a professional qualification and it is anticipated this figure to grow over the next 12 months. Finally, the company have recently introduced an apprenticeship scheme and have targeted every office with taking on two apprentices. Apprenticeships are a tried and tested way to recruit new staff and provide the company with a future workforce. It encourages a culture of learning and provides a strong foundation to the staff base whilst demonstrating our commitment to employee development at all levels.
Small, simple changes to lifestyle in the workplace and at home represent a huge opportunity to reduce sickness absence and related costs, improve performance, increase engagement and attract top talent therefore The company endeavour to support their employee's health and wellbeing in a number of ways - encompassing physical, emotional and financial wellbeing: Working Parent Support includes savings on childcare through salary sacrifice as well as Advantages and Parent Hub through Eden Red which is a combination of household expenditure savings and an online resource of information and advice on all things parenting. "MyWorkOffers" helps staff fend off the stress of financial pressures through thousands of savings on household expenditure. Ride to Work Scheme which has health, environmental and financial benefits for all employees who wish to enter the scheme. Eye care Vouchers offer eye health support as well as a tool for managing expenses efficiently. Quite Smoking, the company are also looking at initiatives to help staff quite smoking. ‘Lunchtime learning' sessions encourage employees to participate in their office weekly session which is geared around learning a new skills, a language, or fitness etc. One of the company's goals for 2016 is to invest in wellbeing programme for staff whereby they can teach them how to lead a healthier lifestyle and promote wellbeing within their lives personally and at work.
The company doesn't have any community initiatives in place however via their chosen charity CRASH they provide support to their projects through provision of pro bono professional expertise and fundraising. Corporate Social Responsibility is extremely important to the business and their employees and they have found that one of the greatest benefits of promoting social responsibility in the workplace is the positive environment it has created for their employees. This has led to enthusiastic employees who are engaged in their jobs and has built a sense of community and teamwork which brings everyone together. As a result the company are always seeking innovative and effective ways for their employees to give back to the local and wider community.
As a carers' charity, the organisation have made particular efforts to ensure the wellbeing of carers that they employ. They have developed, in consultation with staff, a policy that sets out how they will support the carers that they employ – including up to 5 days paid leave in any 12 month period if needed to deal with caring responsibilities. Carers Trust are also very open to requests to work flexibly / change working hours temporarily or permanently in order to help staff to cope with their caring responsibilities. These types of approaches are particularly important as carers are often under a great deal of pressure outside of work. They also have a regular feature in their monthly staff newsletter on various aspects of health and wellbeing - for example on topics such as back pain.
As a carers' charity, the organisation have made particular efforts to ensure the wellbeing of carers that they employ. They have developed, in consultation with staff, a policy that sets out how they will support the carers that they employ – including up to 5 days paid leave in any 12 month period if needed to deal with caring responsibilities. Carers Trust are also very open to requests to work flexibly / change working hours temporarily or permanently in order to help staff to cope with their caring responsibilities. These types of approaches are particularly important as carers are often under a great deal of pressure outside of work. They also have a regular feature in their monthly staff newsletter on various aspects of health and wellbeing - for example on topics such as back pain.
As a carers' charity, the organisation have made particular efforts to ensure the wellbeing of carers that they employ. They have developed, in consultation with staff, a policy that sets out how they will support the carers that they employ – including up to 5 days paid leave in any 12 month period if needed to deal with caring responsibilities. Carers Trust are also very open to requests to work flexibly / change working hours temporarily or permanently in order to help staff to cope with their caring responsibilities. These types of approaches are particularly important as carers are often under a great deal of pressure outside of work. They also have a regular feature in their monthly staff newsletter on various aspects of health and wellbeing - for example on topics such as back pain.
Every quarter the company aim to hold a company-wide activity, BeSocial, which is a way for employees to interact and bond outside of the work environment. The activity is chosen by employees and the company will provide funding for this. BeSocials engage employees and create a positive team spirit throughout the company. For any new employees, the company contributes £20 towards their first lunch – by doing this they are encouraging the new employee to engage with their new team and help them to feel welcome. Every Friday afternoon, the company hosts nibbles and drinks to finish off the week. It allows employees to feel relaxed after their hard work, and also a way for the directors to personally say thank you.
Every quarter the company aim to hold a company-wide activity, BeSocial, which is a way for employees to interact and bond outside of the work environment. The activity is chosen by employees and the company will provide funding for this. BeSocials engage employees and create a positive team spirit throughout the company. For any new employees, the company contributes £20 towards their first lunch – by doing this they are encouraging the new employee to engage with their new team and help them to feel welcome. Every Friday afternoon, the company hosts nibbles and drinks to finish off the week. It allows employees to feel relaxed after their hard work, and also a way for the directors to personally say thank you.
In order to ensure a healthy work/life balance staff is not encouraged to take work home. The company have a range of in-house schemes including, support to help employees stop smoking where the company offer up to £100 to purchase non-smoking aids to help them give up smoking; this can be items such as nicotine patches, gum or self-help books. If the employee is successful after 6 months of no smoking, they are rewarded with a £100 voucher of their choice. This is announced via the company's intranet to congratulate the employee, but also encourage other employees to adopt the healthier lifestyle. On the staff intranet, they have a section dedicated to healthy eating where they provide employees with nutritional tips and new recipes. Each centre provides employees and clients with fresh apples on a daily basis. The company offer free on-site gym facilities which are available for all employees and clients to use at their leisure. This promotes and encourages employees to keep fit and healthy, and the opportunity to lose weight for those that have specific goals in mind. Within the company's Healthcare scheme, they also offer discounted gym memberships.
Many of our staff have worked as recruiters in previous roles, they believe that as a business, they have strong enough networks to recruit to internal vacancies without using agencies. In the last year they re-invigorated their 'Refer a Friend' scheme to offer a generous referral fee for successful referrals, offering £1,000, £2,000 or £3,000 gross dependent on the starting salary of the individual referred. This is payable on successful completion of 3 months service by the new joiner. Additionally, the referrer is entitled to a meal out for 2 on the company at the time the individual joins. The rationale for this is that the cost of the referral fee is outweighed by the savings on agency costs. This has proved to be their most successful means of recruitment this year, with around 17 successful referrals ranging from apprentices to general managers. Staff are clearly motivated to refer as we have a regular supply of candidates coming through this scheme.
Many of our staff have worked as recruiters in previous roles, they believe that as a business, they have strong enough networks to recruit to internal vacancies without using agencies. In the last year they re-invigorated their 'Refer a Friend' scheme to offer a generous referral fee for successful referrals, offering £1,000, £2,000 or £3,000 gross dependent on the starting salary of the individual referred. This is payable on successful completion of 3 months service by the new joiner. Additionally, the referrer is entitled to a meal out for 2 on the company at the time the individual joins. The rationale for this is that the cost of the referral fee is outweighed by the savings on agency costs. This has proved to be their most successful means of recruitment this year, with around 17 successful referrals ranging from apprentices to general managers. Staff are clearly motivated to refer as we have a regular supply of candidates coming through this scheme.
Brookfield Rose is very passionate about giving back to the community and supporting charitable causes, and as a result they set up the Brookfield Rose Trust earlier this year, to support young people and provide them with the opportunity to learn new skills, with the aim to help them realise their potential. The Brookfield Rose group has donated and supported lots of charitable activities over the years. Every company within the group donates a percentage of its annual profits to support The Brookfield Rose Trust. In addition to this, they participate in other annual events such as Children in Need, MacMillan's World's Biggest Coffee Morning and Red Nose Day.
The company offers personal coaching utilising an external coach to develop senior managers - Management Development Coach. This programme supports and develops new managers and assistant managers in stores to deliver in their roles through using existing managers as management development coaches combined with a structured training plan.
They hold a weekly trade meeting where all colleagues from head office and the distribution centre are invited. These are a great way to ensure all colleagues have the opportunity to receive key information directly from the leaders. They are also a great forum to share, and celebrate, successes for example the great charity work colleagues do and contribute to. They also ensure colleagues hear about great new developments in the business, for example new store openings. Key messages are then cascaded to store colleagues via a weekly ‘Trading Post.' This enables Bonmarche to share information with as many people across the company as possible. Annual roadshows are run across the country and include as many of their Colleagues as possible. The 2015 Roadshows were titled ‘Road to Success' and focused on values, strategy, branding and new product development. The aim of the roadshows are to bring colleagues together, share key information, welcome feedback directly from them and have some fun!
They hold a weekly trade meeting where all colleagues from head office and the distribution centre are invited. These are a great way to ensure all colleagues have the opportunity to receive key information directly from the leaders. They are also a great forum to share, and celebrate, successes for example the great charity work colleagues do and contribute to. They also ensure colleagues hear about great new developments in the business, for example new store openings. Key messages are then cascaded to store colleagues via a weekly ‘Trading Post.' This enables Bonmarche to share information with as many people across the company as possible. Annual roadshows are run across the country and include as many of their Colleagues as possible. The 2015 Roadshows were titled ‘Road to Success' and focused on values, strategy, branding and new product development. The aim of the roadshows are to bring colleagues together, share key information, welcome feedback directly from them and have some fun!
The company has bespoke one-on-one management training, tailored to the needs, experience and skills of each individual manager. As well as looking at the fundamentals of good management technique and practical skills, the training covers the psychology of different management styles, and focuses on fostering emotionally intelligent, open, positive relationships between manager and direct report. Managers are free to be creative, and capable of motivating and supporting their direct reports in a variety of ways. They run a People Manager Development Workshop called ‘Balance Management' which runs over the course of the year. This is mandatory training that all managers attend. The course focuses on people management foundations, being malleable, managing self & others confidently, handling challenging contexts and developing & inspiring.
The company has bespoke one-on-one management training, tailored to the needs, experience and skills of each individual manager. As well as looking at the fundamentals of good management technique and practical skills, the training covers the psychology of different management styles, and focuses on fostering emotionally intelligent, open, positive relationships between manager and direct report. Managers are free to be creative, and capable of motivating and supporting their direct reports in a variety of ways. They run a People Manager Development Workshop called ‘Balance Management' which runs over the course of the year. This is mandatory training that all managers attend. The course focuses on people management foundations, being malleable, managing self & others confidently, handling challenging contexts and developing & inspiring.
The company has bespoke one-on-one management training, tailored to the needs, experience and skills of each individual manager. As well as looking at the fundamentals of good management technique and practical skills, the training covers the psychology of different management styles, and focuses on fostering emotionally intelligent, open, positive relationships between manager and direct report. Managers are free to be creative, and capable of motivating and supporting their direct reports in a variety of ways. They run a People Manager Development Workshop called ‘Balance Management' which runs over the course of the year. This is mandatory training that all managers attend. The course focuses on people management foundations, being malleable, managing self & others confidently, handling challenging contexts and developing & inspiring.
Charity Initiatives Berneslai Ramblers sponsored challenges. Food Bank. Strictly Fantasy League (latest initiative to raise money and have fun networking across the company). Community Initiatives. Proud Tenant taken up as the theme for National Housing Day November 2015. Camper van tour round the borough asking tenants to tell the company why they're proud to be a tenant, counteract negative media portrayal of social housing. Ambition Barnsley – event to reach young people, promote apprenticeships and work experience with a stall and activities designed by construction apprentices. Greenacre School – spent half a day with local young people with physical and learning disabilities delivering employability skills and enrichment activities. Teen Tech – national scheme to encourage young people into IT and engineering roles which they support in the region. Funding Pots – Young Persons' Funding Pot, Community Chest, and Diversity Community Grants aimed at local groups who bid for funding for their projects and events including healthy eating, allotments, computer classes, Gay Pride. CEO is non-executive Director of Barnsley Enterprise Living Well. They are key partners in the Dementia Alliance, some employees are trained as Dementia Champions, promoting dementia friendly communities in Barnsley.
Charity Initiatives Berneslai Ramblers sponsored challenges. Food Bank. Strictly Fantasy League (latest initiative to raise money and have fun networking across the company). Community Initiatives. Proud Tenant taken up as the theme for National Housing Day November 2015. Camper van tour round the borough asking tenants to tell the company why they're proud to be a tenant, counteract negative media portrayal of social housing. Ambition Barnsley – event to reach young people, promote apprenticeships and work experience with a stall and activities designed by construction apprentices. Greenacre School – spent half a day with local young people with physical and learning disabilities delivering employability skills and enrichment activities. Teen Tech – national scheme to encourage young people into IT and engineering roles which they support in the region. Funding Pots – Young Persons' Funding Pot, Community Chest, and Diversity Community Grants aimed at local groups who bid for funding for their projects and events including healthy eating, allotments, computer classes, Gay Pride. CEO is non-executive Director of Barnsley Enterprise Living Well. They are key partners in the Dementia Alliance, some employees are trained as Dementia Champions, promoting dementia friendly communities in Barnsley.
Charity Initiatives Berneslai Ramblers sponsored challenges. Food Bank. Strictly Fantasy League (latest initiative to raise money and have fun networking across the company). Community Initiatives. Proud Tenant taken up as the theme for National Housing Day November 2015. Camper van tour round the borough asking tenants to tell the company why they're proud to be a tenant, counteract negative media portrayal of social housing. Ambition Barnsley – event to reach young people, promote apprenticeships and work experience with a stall and activities designed by construction apprentices. Greenacre School – spent half a day with local young people with physical and learning disabilities delivering employability skills and enrichment activities. Teen Tech – national scheme to encourage young people into IT and engineering roles which they support in the region. Funding Pots – Young Persons' Funding Pot, Community Chest, and Diversity Community Grants aimed at local groups who bid for funding for their projects and events including healthy eating, allotments, computer classes, Gay Pride. CEO is non-executive Director of Barnsley Enterprise Living Well. They are key partners in the Dementia Alliance, some employees are trained as Dementia Champions, promoting dementia friendly communities in Barnsley.
In an industry where only 10% of staff work part time, Berkley PR support over 30% of their staff to work part time hours. The radio is on playing music that only the under 30's know the words to. It is interrupted every once in a while by a ‘whoop' or a ‘shriek' as someone sees that they have secured a great piece of press coverage for their client, some of their staff are especially good at doing this. The highest paid 24 year old earns £29,600. It's a young and dynamic atmosphere but a nurturing one at the same time. While the vagaries of the school run, the under 10s' football squad and chicken pox may be alien to their cohort of young aspirational millennials, they benefit from the culture and the example set by the (mostly part time) senior team that a successful, hardworking career and a happy, balanced personal life can go hand in hand.
The company's quarterly offsite meetings are a time to relax and raise consciousness about the fantastic company they are all part of. Over the many years of running QRMs they have experienced a wide range of activities varying from making James Bond films in the grounds of luxury hotels including an evening Oscar ceremony, Watersports, Boat Trips along the Thames, trips to Marbella, Longleat, etc. This is a unique opportunity, within working hours, for staff to interact and communicate outside of the confines of the workplace.
The company's quarterly offsite meetings are a time to relax and raise consciousness about the fantastic company they are all part of. Over the many years of running QRMs they have experienced a wide range of activities varying from making James Bond films in the grounds of luxury hotels including an evening Oscar ceremony, Watersports, Boat Trips along the Thames, trips to Marbella, Longleat, etc. This is a unique opportunity, within working hours, for staff to interact and communicate outside of the confines of the workplace.
The company has implemented a 'mindfulness' program, run by a Buddhist Monk who has visits their head office and has spent time at their London and Dublin offices. They intend to roll this out across the Group and to provide follow up sessions in all locations. The sessions provide an introduction to the management of day to day challenges through mindfulness techniques.
As part of their 'Working Together at Bedell' project the company really wanted to encourage positive team work amongst employees. They therefore joined forces with a consulting organisation who offered Strength Deployment Inventory (SDI). SDI is a self-assessment tool that helps people understand what gives them a sense of self-worth and what's important to them when relating to others. It provides a snapshot of who we are, promotes common sense concepts in a visual manner, demonstrates the unique way we each value and prioritise different strengths and how we take different approaches and interpret the actions of others. Each employee completed the questionnaire, and team workshops were organised to analyse the results and talk through what the SDI was all about. All of these workshops have now been completed and the response and feedback has been extremely positive. Throughout the process of SDI it has really helped employees to connect, really talking and listening to each other, thus working together as a team.
As part of their 'Working Together at Bedell' project the company really wanted to encourage positive team work amongst employees. They therefore joined forces with a consulting organisation who offered Strength Deployment Inventory (SDI). SDI is a self-assessment tool that helps people understand what gives them a sense of self-worth and what's important to them when relating to others. It provides a snapshot of who we are, promotes common sense concepts in a visual manner, demonstrates the unique way we each value and prioritise different strengths and how we take different approaches and interpret the actions of others. Each employee completed the questionnaire, and team workshops were organised to analyse the results and talk through what the SDI was all about. All of these workshops have now been completed and the response and feedback has been extremely positive. Throughout the process of SDI it has really helped employees to connect, really talking and listening to each other, thus working together as a team.
Dragons Glen is an event created by the Scottish Charity, Children First. Teams are provided with a small fund and challenged to create a business and within 6 months return as much money as possible. Two teams from BCF entered and their Managing Director also contributed by being a Dragon for another team. One BCF team created a company making and selling T-shirts and the other team created, manufactured and sold a board game, 'Escape the Jungle'. They managed to raise over £7,000 for the charity and won awards for the Most Innovative Idea and Most Future Promise. Head office have been involved in helping to create a better environment for some children locally. A local after school club was in desperate need of some care and attention and staff worked for two days painting the entire building. Additionally they donated £700 from their BCF Foundation charity to help with equipment. For the past five years they have supported a group of equipine vets, all keen on motorcycling. They deliver educational talks to raise funds for charities. The company has hosted the Scottish leg of their UK and Ireland tour and donated a brand new x-ray system worth over £17,000 which will be used at the Gambia Horse and Donkey trust. They also sponsor the Vet Charity Challenge, helping raise over £100,000 for animal based charities.
The team are true leaders of innovation in changing the way vets work, and continue to lead and inspire the team with how vets use ultrasound. The senior team have developed values that deliver more than simply financial rewards - if they look after the long-term relationship with their customers and continue to add value, then the revenue will follow. Learning is a value of the company, not only through the training of their customers but through commitment to development of BCF employees. Such is the commitment to drive this learning through the business, the Directors employed a Learning & Development Manager six years ago to ensure this happens and further staff development opportunities are encouraged where staff have cross developed, e.g. an IT Engineer becoming Service Manager and a UK Account Manager becoming the MD of their Indian business. The Directors are all extremely approachable to everyone at BCF and take a real interest in the lives of those who work with them.
Dragons Glen is an event created by the Scottish Charity, Children First. Teams are provided with a small fund and challenged to create a business and within 6 months return as much money as possible. Two teams from BCF entered and their Managing Director also contributed by being a Dragon for another team. One BCF team created a company making and selling T-shirts and the other team created, manufactured and sold a board game, 'Escape the Jungle'. They managed to raise over £7,000 for the charity and won awards for the Most Innovative Idea and Most Future Promise. Head office have been involved in helping to create a better environment for some children locally. A local after school club was in desperate need of some care and attention and staff worked for two days painting the entire building. Additionally they donated £700 from their BCF Foundation charity to help with equipment. For the past five years they have supported a group of equipine vets, all keen on motorcycling. They deliver educational talks to raise funds for charities. The company has hosted the Scottish leg of their UK and Ireland tour and donated a brand new x-ray system worth over £17,000 which will be used at the Gambia Horse and Donkey trust. They also sponsor the Vet Charity Challenge, helping raise over £100,000 for animal based charities.
The Charles Russell Bard Award is BARD's premier recognition and reward program for outstanding corporate and community citizenship. Winners receive an all-expenses paid trip to New York with a partner. The Eureka award is for an employee who has a moment of brilliance. Maybe they have come up with a cost saving suggestion of significant consequence or put together a new process/initiative that contributed to a successful end result. The Outstanding Service Award is for the employee who exudes Bard's values of ‘Quality, Integrity, Service and Innovation'. The Allstars Award recognises and reward exceptional results and contributions of a team that had a significant impact on the business. The Presidents Club is for sales employees who have maintained their target 3 out of 4 years consecutively and receive a trip of a lifetime to the Four Seasons Resort on the island of Mauritius and partners. The Directors Club includes £3,000.00 bonus on entry, extra day's holiday, a 2 day annual meeting full of treats such as helicopter rides, wine tasting etc. The One is the quarterly sales person of the quarter and includes criteria other than sales numbers i.e. additional training, supporting colleagues. The winner receives their name in lights and £500 John Lewis vouchers.
By engaging in the best companies survey process it has demonstrated that engagement is on the strategic agenda for the business. The focus is on receiving employee feedback and acting on it, rather than on the score they receive. An employer branding initiative has been launched by the company.
By engaging in the best companies survey process it has demonstrated that engagement is on the strategic agenda for the business. The focus is on receiving employee feedback and acting on it, rather than on the score they receive. An employer branding initiative has been launched by the company.
Banks Sadler actively encourages cross company collaboration, across teams, offices and countries. All new starters have a BIG - Banks Induction Guide. The BIG usually takes the new starter to lunch on their first day and is around to help them integrate into Banks Sadler during the first few weeks. All new employees also have a lunch with the CEO. They actively encourage new employees to join in with Friday socials or quarterly social committee activities to try to engage them with other teams. They also arrange various new start initiatives, to encourage team interaction. One such past event was a speed dating style networking in the canteen over pizza, with set questions to get people talking to other new and existing employees from across the organisation. As an Event Management agency, they regularly have opportunities for all staff to help on site at events. This not only enables them to develop professionally, but also gives them the opportunity to work with other teams. Apart from the social committee, they also have a charity committee and various focus groups, that regularly work together
Our Vision, mission and values are all displayed on the intranet. We encourage a transparent working environment, with an open plan work layout. The managers are also governed by the same work rules of holiday, sickness leave and benefits. As previously mentioned, each year we hold a company conference which provides an excellent vehicle for sharing our vision, mission and values
Banks Sadler actively encourages cross company collaboration, across teams, offices and countries. All new starters have a BIG - Banks Induction Guide. The BIG usually takes the new starter to lunch on their first day and is around to help them integrate into Banks Sadler during the first few weeks. All new employees also have a lunch with the CEO. They actively encourage new employees to join in with Friday socials or quarterly social committee activities to try to engage them with other teams. They also arrange various new start initiatives, to encourage team interaction. One such past event was a speed dating style networking in the canteen over pizza, with set questions to get people talking to other new and existing employees from across the organisation. As an Event Management agency, they regularly have opportunities for all staff to help on site at events. This not only enables them to develop professionally, but also gives them the opportunity to work with other teams. Apart from the social committee, they also have a charity committee and various focus groups, that regularly work together
Our mission and vision is communicated via our Induction Process for new starters, via the Staff Update twice a year and it is displayed on notice boards. Success is measured via KPIs.
Our mission and vision is communicated via our Induction Process for new starters, via the Staff Update twice a year and it is displayed on notice boards. Success is measured via KPIs.
Our mission and vision is communicated via our Induction Process for new starters, via the Staff Update twice a year and it is displayed on notice boards. Success is measured via KPIs.
The Chief Executive Award is run annually, and is an opportunity for managers to nominate teams and individuals who have excelled at work. The selection criteria is linked to Aster's strategy and its values. In particular nominators need to highlight colleague's strong customer focus, positive behaviour, sustained performance and contribution to Aster's strategy. The Group Chief Executive selects a short-list and those colleagues are invited to an Executive Board lunch where the winners are announced: one individual and one team. The prize is £2,500, which the winners can spend on a memorable experience. This recognition process is widely communicated across Aster, and in 2016 they received their highest number of nominations since the award began. Research was conducted in June 2015 to gain feedback from previous winners and runners up. The positive feedback evidenced that the award, process and experience were delivering what they were set out to; to recognise and reward colleagues for their great work.
Aster's internal training offer via The Academy provides a comprehensive range of short training courses that are open to all employees. Much of the training is delivered by Internal Trainers. They have at least 40 active trainers at any one time. They support this group by providing the necessary skills training. In addition their team of internal coaches are there to provide coaching to any individual that requires it. This team went through rigorous selection and training and keep their skills up to date. This year 38 individuals have had coaching sessions. The company have run mentoring workshops and provide a mentor/mentee workbook for those that wish to pursue a mentoring relationship. Their internal L&D team are available to support team development needs across the business, and last year supported 35 team events, by either facilitating events or advising managers on options. This kind of support is critical for a business such as Aster's where there have been large-scale changes to teams and ways of working. The L&D team have access to a range of tools to support these kind of events, such as Belbins Self-Perception Inventory and Insights Colour model. Their annual apprentice programme allows them to bring up to 12 young people into the business each year. They work with managers to make sure their skills are retained by the business. This programme has been running since 2010 and is now well-embedded into what they do.
Aster's internal training offer via The Academy provides a comprehensive range of short training courses that are open to all employees. Much of the training is delivered by Internal Trainers. They have at least 40 active trainers at any one time. They support this group by providing the necessary skills training. In addition their team of internal coaches are there to provide coaching to any individual that requires it. This team went through rigorous selection and training and keep their skills up to date. This year 38 individuals have had coaching sessions. The company have run mentoring workshops and provide a mentor/mentee workbook for those that wish to pursue a mentoring relationship. Their internal L&D team are available to support team development needs across the business, and last year supported 35 team events, by either facilitating events or advising managers on options. This kind of support is critical for a business such as Aster's where there have been large-scale changes to teams and ways of working. The L&D team have access to a range of tools to support these kind of events, such as Belbins Self-Perception Inventory and Insights Colour model. Their annual apprentice programme allows them to bring up to 12 young people into the business each year. They work with managers to make sure their skills are retained by the business. This programme has been running since 2010 and is now well-embedded into what they do.
The company has their values printed on blocks and placed around their offices in the UK, Australia and America. They use these tiles all over their collateral and are all constantly reminded of their purpose and goals.
If an employee has given an outstanding contribution to the organisation they will be recognised by the management team for their efforts. They can receive a bronze. silver or gold award which represents varying monetary rewards. Gold 5%, Silver 3%, Bronze, 1% (percentage of annual salary). The managing Director delivers the awards to the selected employees and their pay slips are adjusted accordingly.
Constantly at the forefront of technology, they are Market leaders in the implementation of Skype for Business and innovators within the UC hosted market. The leaders' commitment to staff development is consistent and rewarding allowing the company to be competitive and exceptionally knowledgeable in their field of expertise. They respond to the customer quickly and efficiently and work quickly with partners to meet customer demand. Leaders are always available and constantly consider suggestions from the business. Processes are created with the customer experience in mind, understanding them and our value to them. The company is dedicated solely to one channel partner and they develop strategies and forecasts in support of this partner without having to compromise to accommodate other parties. Their commitment is dedicated to their service which has been determined by their leaders. The company deliver the best available service, on time and within budget and are able to do this because of the level of commitment from their leaders with regard to their on-going training and support.
The company has a senior management team with a very open and honest attitude, and particularly that the Founding Partners live and breathe the values, and demonstrate them. It starts with the welcome induction from their founder. They do lots to support and engender a push towards innovation and being remarkable; tangible initiatives like the Tech Bench (an area that holds pioneering edge tech gadgets that aids our research and development) to intangible things as having a simply open door policy for advice. The company focus less on departments and instead on small ‘pods' of people who are committed to a project from start to completion. The small teams approach extends beyond client projects and into agency operations where responsibility is devolved down to the level of the people on the ground to make decisions they seem appropriate. Each quarter the senior management team host a compulsory attendance company gathering.
The company has weekly departmental meeting for staff to become empowered with the freedom of idea and knowledge share in the agency. Monthly open door sessions are held with HR on an informal basis and follow up meetings and progress reports are produced to that staff can see their opinion counts. The company believes an open culture promotes a feeling of freedom. A programme called AnalogFolk Labs gives all staff an opportunity to spend part of their time working on innovation projects of their own. In addition to being a big morale boost, they have found AnalogFolk Labs to be a great way to keep the mind sharp, not to mention produce a few incredible products along the way.
One of the core values as a company is ‘Be Remarkable'. On the surface this sounds like a grand statement that rewards BIG achievements, but this is not the case. ‘Be Remarkable' is about approaching every part of your day with the same enthusiasm and always striving to go the extra mile (or meter, or centimetre). Their platform for rewarding Folk follows the same ethos. Whilst they do have big rewards for some of the biggest stars like our Global Exchange Programme, the opportunity to work in our micro-network of offices in London, NY, Sydney, Portland and Hong Kong they are passionate about ensuring Folk are rewarded for doing the little things. Nothing symbolises this more than their Weekly Nominations where Folk submit their nominations for a remarkable performer of the week. Nominations are read out at the Friday meeting with each nominee receiving a warm ovation and the winner a playful prize. We reward our Folk for their dedication and loyalty by celebrating their AnalogFolk birthday by gifts and gestures. Service is also rewarded with enhanced benefits.
Leaders focus on delivering business results through engaging their employees. This approach is embedded within the whole culture and there are a number of different activities which drive improvements in this field. According to their internal employee engagement survey (called The Pulse), they have seen favourable responses increase year on year, along with the number of employees choosing to participate in the survey. The entire organisation is guided by Blue Box Values. These reflect who they are and what they stand for and clearly state commitment to customers, quality, people, integrity, teamwork and good citizenship. Examples of senior management commitment to their Blue Box values include a culture of ‘skip level meetings' where employees have the opportunity to meet with senior leaders and ‘townhalls' Where employees are updated with key organisational information. They can also be seen in the senior sponsorship of their Employee Networks. These bring together people with shared backgrounds and interest to engage with and learn from each other outside of their daily work lives. They give participants the opportunity to broaden their networks as well as their knowledge of the business, and in many cases, give back to the local community. A final example is the strong relationship with Albion in the Community, the charitable arm of Brighton & Hove Albion Football Club. This provides volunteering opportunities for employees as well as work experiences and programmes for key groups in the local community.
On 5 February 2015, the company led a major employee engagement initiative in support of Time to Change's ‘Time to Talk' Day. They have set up a mental health steering committee to support this activity with representatives from across the business. UK American Express employees were encouraged to support the campaign by taking 5 minutes to have a conversation about mental health, either in one-to-ones, or in team meetings. Email calls to action to all employees were distributed, printed materials were provided in the communal areas, plus a one minute video was provided as a conversation starter. At the same time, they promoted their ‘Healthy Minds' employee assistance programme as a go-to resource for emotional wellbeing, so that employees could share information about the resources available. Employees were asked to bank their conversations via a data collection tool. The aim for the public campaign was 24 hours of conversations across the country. The day at the company started with the HR leadership team focusing on the topic at its leadership day programme. A road show event in key operation locations saw hundreds of meaningful interactions, and the Occupational Health team dedicated the day to mental wellbeing activities. Employees across American Express UK took up the challenge, banking a total of 26 hours and 45 minutes' worth of conversations about mental health, exceeding the target set by the campaign. As a result the company has sought to normalise the conversation around mental health.
The Reward Blue programme enables all employees to recognise colleagues no matter which business unit they work in, grade or location. Employees can praise effort, reward results and celebrate loyalty. Employees can be nominated for Reward Blue points that can be redeemed through the Reward Blue catalogue to buy gifts and high street shopping vouchers. Every year March is ‘Employee Appreciation Month'. Senior Leaders encourage their employees to consider how they can celebrate everyday accomplishments at work. In addition Blue Looks Good on You was held on March 18, and employees were asked to wear their best blue clothes to show their support for recognition. Pinnacle Reward programs are uniquely designed by business unit Senior Leaders to recognise outstanding achievements and the extraordinary people who made them happen. Chairman's Award for Innovation program honours teams worldwide who have developed new or improved products, processes or services that have had a measurable impact on business results. It is the premier program for recognising employees around the world who exemplify the innovative spirit that is a core element of the heritage Customer Service Award which recognises two categories of excellence: employees who provided a single act of outstanding service over the past year and employees who demonstrate consistent excellence over five years or more. The Working Parents and Care Givers programme has been set up for employees to nominate a colleague who manages to make their career and family fit into their life and inspires them. Ten winners are chosen to receive 10,000 reward blue points.
The Executive Board demonstrate their commitment to their four company values, Caring, Connected, Excellent and Responsible in a variety of ways. They do regular walk-arounds and attend team meeting to stay connected with what is happening at all levels of the business. The Executive Board take part in an ‘Exec Tea Run' twice a year, delivering tea, coffee and cakes to employees on every floor of our head office. They also lead by example when it comes to CSR, regularly taking part in volunteering days and our company wide events for Children in Need. During our bi-annual Communication Forums the members of the Executive Board present with a focus on the four values.
The Executive Board demonstrate their commitment to their four company values, Caring, Connected, Excellent and Responsible in a variety of ways. They do regular walk-arounds and attend team meeting to stay connected with what is happening at all levels of the business. The Executive Board take part in an ‘Exec Tea Run' twice a year, delivering tea, coffee and cakes to employees on every floor of our head office. They also lead by example when it comes to CSR, regularly taking part in volunteering days and our company wide events for Children in Need. During our bi-annual Communication Forums the members of the Executive Board present with a focus on the four values.
The Executive Board demonstrate their commitment to their four company values, Caring, Connected, Excellent and Responsible in a variety of ways. They do regular walk-arounds and attend team meeting to stay connected with what is happening at all levels of the business. The Executive Board take part in an ‘Exec Tea Run' twice a year, delivering tea, coffee and cakes to employees on every floor of our head office. They also lead by example when it comes to CSR, regularly taking part in volunteering days and our company wide events for Children in Need. During our bi-annual Communication Forums the members of the Executive Board present with a focus on the four values.
Employees have attended events to create understanding about the company's five year plan, about individual business areas and how they plan to deliver exceptional customer service. The event also offered opportunities for colleagues to ask questions of the Executive Team. Prior to the event, employees posed questions and feedback via an electronic portal so they could ask questions anonymously should they prefer. Competitions were set up with prizes, and everyone was encouraged to have fun. Feedback post event showed that colleagues gave the event an overall rating of 4.1/5 (v 3.8/5 in 2014). 92% of participants felt the events objectives were met, 90% said they felt proud of working for the company and 74% of respondents had a better understanding of the Bank's vision. Following on from the events all senior leaders were involved in a company-wide cascade of the five year plan launched at the roadshows. Leaders across the business held sessions with their teams, using a centrally provided toolkit (presentation, quiz cards, briefing notes) to explain the five year plan in more detail and what it would mean for colleagues in their area. These sessions were well received and have set the strategic context for colleagues for the years ahead.
Employees have attended events to create understanding about the company's five year plan, about individual business areas and how they plan to deliver exceptional customer service. The event also offered opportunities for colleagues to ask questions of the Executive Team. Prior to the event, employees posed questions and feedback via an electronic portal so they could ask questions anonymously should they prefer. Competitions were set up with prizes, and everyone was encouraged to have fun. Feedback post event showed that colleagues gave the event an overall rating of 4.1/5 (v 3.8/5 in 2014). 92% of participants felt the events objectives were met, 90% said they felt proud of working for the company and 74% of respondents had a better understanding of the Bank's vision. Following on from the events all senior leaders were involved in a company-wide cascade of the five year plan launched at the roadshows. Leaders across the business held sessions with their teams, using a centrally provided toolkit (presentation, quiz cards, briefing notes) to explain the five year plan in more detail and what it would mean for colleagues in their area. These sessions were well received and have set the strategic context for colleagues for the years ahead.
Employees have attended events to create understanding about the company's five year plan, about individual business areas and how they plan to deliver exceptional customer service. The event also offered opportunities for colleagues to ask questions of the Executive Team. Prior to the event, employees posed questions and feedback via an electronic portal so they could ask questions anonymously should they prefer. Competitions were set up with prizes, and everyone was encouraged to have fun. Feedback post event showed that colleagues gave the event an overall rating of 4.1/5 (v 3.8/5 in 2014). 92% of participants felt the events objectives were met, 90% said they felt proud of working for the company and 74% of respondents had a better understanding of the Bank's vision. Following on from the events all senior leaders were involved in a company-wide cascade of the five year plan launched at the roadshows. Leaders across the business held sessions with their teams, using a centrally provided toolkit (presentation, quiz cards, briefing notes) to explain the five year plan in more detail and what it would mean for colleagues in their area. These sessions were well received and have set the strategic context for colleagues for the years ahead.
Addaction aim to recruit employees who have the right mix of skills, experience, attitudes and beliefs to perform their role in a way that matches their values and standards. They then ensure that each employee has the opportunity to develop and learn to enable them to deliver the best possible recovery services. Employee development adopts a blended approach including qualifications, classroom training and online learning. Their classroom training is delivered by qualified trainers who have extensive experience of working in the substance misuse sector. With a focus on skills development, they develop their front line practitioners in using evidenced based psychosocial interventions with their service users. Their holistic approach to providing recovery services means that they also ensure their front line practitioners develop skills to support service users presenting with a range of issues including mental health, domestic abuse and self-harm. The company consistently achieve over 96% positive satisfaction rating for their classroom training. Their classroom training also supports any non-professionally qualified front line employee to gain a QCF qualification working in substance misuse which they have to achieve in their first year of employment. For non-practitioner employees they have worked with an awarding body to develop a new bespoke CQF qualification to raise awareness of substance misuse issues in their wider employee population. Their online learning is a particular success story. Since they started to develop their online learning provision in 2011, Addaction have won numerous awards and recognition for their provision which includes both mandatory and professional development modules.
Addaction aim to recruit employees who have the right mix of skills, experience, attitudes and beliefs to perform their role in a way that matches their values and standards. They then ensure that each employee has the opportunity to develop and learn to enable them to deliver the best possible recovery services. Employee development adopts a blended approach including qualifications, classroom training and online learning. Their classroom training is delivered by qualified trainers who have extensive experience of working in the substance misuse sector. With a focus on skills development, they develop their front line practitioners in using evidenced based psychosocial interventions with their service users. Their holistic approach to providing recovery services means that they also ensure their front line practitioners develop skills to support service users presenting with a range of issues including mental health, domestic abuse and self-harm. The company consistently achieve over 96% positive satisfaction rating for their classroom training. Their classroom training also supports any non-professionally qualified front line employee to gain a QCF qualification working in substance misuse which they have to achieve in their first year of employment. For non-practitioner employees they have worked with an awarding body to develop a new bespoke CQF qualification to raise awareness of substance misuse issues in their wider employee population. Their online learning is a particular success story. Since they started to develop their online learning provision in 2011, Addaction have won numerous awards and recognition for their provision which includes both mandatory and professional development modules.
Addaction is an approved centre with the Institute of Leadership and Management (ILM) and employs a Management Development specialist to deliver a range of qualifications within the ILM framework. These qualifications contribute to the individual development of their managers as well as helping to ensure consistency of management practices across the organisation. They have also made the Level 3 Award in Leadership & Management available to their aspiring team leaders to help them develop them in anticipation of their career development and many of those have taken up this opportunity have already moved into their first management roles. The company have recently piloted an ILM Award in Coaching and the feedback from this is helping them to shape their future coaching and talent management strategy. Their ILM courses are very well received and consistently achieve a 99% positive satisfaction rating. Their managers also benefit from a wide range of eLearning modules covering aspects of leadership and management as part of their online learning provisions. This includes practical modules covering budgets, health and safety and legislative requirements as well as modules covering leadership styles and team working. In addition, they deliver a range of HR workshops to their managers to support them in their practice in recruitment and selection and supervision and performance management of their employees in addition to the potentially more challenging areas of employee relations and conducting investigations. These are developed by their HR practitioners in collaboration with L&D practitioners and enjoy an average positive satisfaction rating of 95%.
The company believe their Wellbeing scheme has been their most effective initiative. The scheme focuses on quarterly campaigns, which have in the past covered nutrition, hydration, resilience and physical activity. These campaigns were supported with merchandise to reinforce messages, e.g. water bottles and healthy alternative drinks to tea and coffee. They trained 15 Wellbeing Leaders across the business who have planned and delivered these campaigns. The Wellbeing Leaders recently organised and supported an extension of an existing office hygiene campaign following a successful pilot called Healthy Workplace to their new upgraded offices provided for staff with improved facilities. Following employee feedback, this year they have reviewed how they can refocus their wellbeing campaign to make a bigger impact on staff. Going forward, the company will be holding two dedicated 'wellbeing weeks' a year, jam-packed full of health-focussed events. Their Lean Programme helps staff to improve their productivity, efficiency and quality of services to customers by streamlining processes and cutting out anything that is unnecessary. In addition they offer a long and varied list of flexible benefits that are continually refreshed in consultation with their employees.
The company believe their Wellbeing scheme has been their most effective initiative. The scheme focuses on quarterly campaigns, which have in the past covered nutrition, hydration, resilience and physical activity. These campaigns were supported with merchandise to reinforce messages, e.g. water bottles and healthy alternative drinks to tea and coffee. They trained 15 Wellbeing Leaders across the business who have planned and delivered these campaigns. The Wellbeing Leaders recently organised and supported an extension of an existing office hygiene campaign following a successful pilot called Healthy Workplace to their new upgraded offices provided for staff with improved facilities. Following employee feedback, this year they have reviewed how they can refocus their wellbeing campaign to make a bigger impact on staff. Going forward, the company will be holding two dedicated 'wellbeing weeks' a year, jam-packed full of health-focussed events. Their Lean Programme helps staff to improve their productivity, efficiency and quality of services to customers by streamlining processes and cutting out anything that is unnecessary. In addition they offer a long and varied list of flexible benefits that are continually refreshed in consultation with their employees.
A2Dominion's support for employee development is best evidenced through its continued investment in staff training, initiatives and programmes. Programmes such as the Talent Development Deal have been fully reviewed following feedback from the staff survey, previous cohorts and organisation changes and a new level called ‘Rising Stars' has been introduced in 2015/16 which allows A2Dominion to have an offer aimed at developing management capability of front line colleagues. Courses aimed at ensuring staff develop work related skills and personal attributes continue to be both relevant and highly attended (3283 staff attended classroom training last year, with 96% of staff confirming they had successfully applied learning to their role) and they have been working to increase their portfolio of e-learning to ensure staff are receiving the development needed whilst reducing the time out of the office (25 new courses developed in-house in 2014/15). Furthermore, specific departmental learning programmes have helped increase the personal learning of specific teams, with measures such as increase in competency scores and call coaching rates improved. Finally, the continued offering of both in house qualification programmes (including the CMI Certificate in Management and specific departmental qualifications e.g. IRPM for Leasehold staff), as well as external qualifications offer staff the opportunity to become fully qualified in their area of work with 100% of managers confirming there had been a direct benefit to the team and organisation as a result.
A bursary is offered to employees who would like to participate in team sports activities (e.g. football teams). This bursary is also used to support and encourage charitable events such as breast cancer walks. In addition to this, they offer subsidised fruit and soup to employees in order to encourage healthy eating and the money raised goes to charity.
The company offer ‘supply chain & quality employee of the month' voted for by staff, and annual company wide awards which recognise achievement and performance. They celebrate success in a company newsletter and noticeboards and give ‘thank yous' from team members to thank colleagues who have gone the extra mile. All these factors increase engagement in addition to the contractual and monetary benefits like salary increase, discounts and bonuses.
The company offer ‘supply chain & quality employee of the month' voted for by staff, and annual company wide awards which recognise achievement and performance. They celebrate success in a company newsletter and noticeboards and give ‘thank yous' from team members to thank colleagues who have gone the extra mile. All these factors increase engagement in addition to the contractual and monetary benefits like salary increase, discounts and bonuses.
Office space at the company is open plan to encourage collaboration among staff. Welcome drinks are held for all new starters with the team following their '3 Questions' done by all new employees to every single staff member as an icebreaker exercise. The company holds a ‘waffle Wednesday' each week for internal knowledge sharing. Digital Ps is an agency wide twice a year all-day event for knowledge sharing and learning as an entire company. Digital EDGEucation is the annual conference for clients which the team present to showcase their knowledge & best practice while networking.
The 'Skills Hub' is a collective of experts in various disciplines responsible for the learning, knowledge and skills of the entire team. They have developed a set of core competencies for each role and they develop a training plan around those competencies to ensure skill level of the agency is adequate. The company has enabled all staff members to enrol in the IPA commercial and Legregs certification in an e-learning. Staff working in the analytics team have taken an external course and examination paid for by the company to further develop their knowledge in this area from an external source. 360 degree appraisals are being trialled in one team as a direct result of feedback from the staff. Digital Ps is a full day training day hosted every 6 months for staff members to learn from internal and external speakers, ensuring they are up to date with the industry and their knowledge.
Office space at the company is open plan to encourage collaboration among staff. Welcome drinks are held for all new starters with the team following their '3 Questions' done by all new employees to every single staff member as an icebreaker exercise. The company holds a ‘waffle Wednesday' each week for internal knowledge sharing. Digital Ps is an agency wide twice a year all-day event for knowledge sharing and learning as an entire company. Digital EDGEucation is the annual conference for clients which the team present to showcase their knowledge & best practice while networking.
The company volunteers in the community and raises money for their charity, St Peter & St James Hospice via events and activities. They work with local colleges for work experience and support The Girls' Network which is a local charity supporting girls from low socio-economic backgrounds. They also financially support community events.
The company host events throughout the year to encourage teamwork like work shadowing, activities run during values week, mentoring, internal newsletters, charity volunteering. Fun Central is the company's sports & social committee organising activities such as quiz nights, barbecues and fundraising events such as an abseil which raised over £2,000.
The company host events throughout the year to encourage teamwork like work shadowing, activities run during values week, mentoring, internal newsletters, charity volunteering. Fun Central is the company's sports & social committee organising activities such as quiz nights, barbecues and fundraising events such as an abseil which raised over £2,000.
YHA have held numerous team building events within their hostels and national office to underpin the values of the organisation and celebrate the achievements of the last year. These include an organisation wide awards ceremony, a national office Summer BBQ and individual team building days for their teams and departments.
YHA have held numerous team building events within their hostels and national office to underpin the values of the organisation and celebrate the achievements of the last year. These include an organisation wide awards ceremony, a national office Summer BBQ and individual team building days for their teams and departments.
YHA hold a People Forum every quarter, which enables employees across all levels of the organisation to offer input, feedback and ideas. They also hold monthly Team Briefs in each region and Managers in all regions have the opportunity to feedback on business initiatives. There are monthly Directorate Meetings held at National Office for all employees within the Directorate to attend and actively participate in. In hostels, there are daily 'huddles' where the Hostel Manager communicates relevant information to Team Members and asks for ideas.
Mark Brown, Managing Director, hosts quarterly improvement meetings with the objective of meeting the challenges consultants face on a day-to-day basis. Each representative canvases their colleagues for challenges and suggestions which are communicated at the meeting. Action points and minutes are distributed with timelines for suggestions that can be implemented. The quarterly Marketing forums allow consultants to feed back ideas they have about that aspect of the business. They also have a suggestions box. All suggestions are taken seriously and many of them have been implemented as a result.
Mark Brown, Managing Director, hosts quarterly improvement meetings with the objective of meeting the challenges consultants face on a day-to-day basis. Each representative canvases their colleagues for challenges and suggestions which are communicated at the meeting. Action points and minutes are distributed with timelines for suggestions that can be implemented. The quarterly Marketing forums allow consultants to feed back ideas they have about that aspect of the business. They also have a suggestions box. All suggestions are taken seriously and many of them have been implemented as a result.
Mark Brown, Managing Director, hosts quarterly improvement meetings with the objective of meeting the challenges consultants face on a day-to-day basis. Each representative canvases their colleagues for challenges and suggestions which are communicated at the meeting. Action points and minutes are distributed with timelines for suggestions that can be implemented. The quarterly Marketing forums allow consultants to feed back ideas they have about that aspect of the business. They also have a suggestions box. All suggestions are taken seriously and many of them have been implemented as a result.
World First are dedicated to giving something back to the community, and have an energetic workforce that always enjoys getting behind their initiatives. The company's ten-strong Corporate Social Responsibility team is always proactive in looking for ways in which they can help in the community, but any member of staff who has any ideas about organisations they can help, is always encouraged to come forward and let the company know how. For over a year, World First has teamed up with the London based homeless charity We Are Trinity. They have been involved in events like sleep outs in the streets and helping serve Christmas dinner to those that We Are Trinity helps. Also last Christmas, they delivered stockings of useful things to those that had just come off the streets and needed to kit out their new home with essentials. At Easter, some of their staff member donned their bunny ears and went to the Demelza Hospice For Children, and gave out Easter eggs to the children and their families.
Both founders, Jonathan and Nick, are completely accessible and operate an open door policy for all employees. Having been there at the start, they are both fiercely protective of the company's culture and ethos, and insist that their standards remain as high as day one and as they grow. Jonathan and Nick are often spotted walking round the office chatting to the various teams about how they are doing, both in and out of work. Staff are actively encouraged to share ideas about the company and many of these ideas have shaped the way they work today. From day one at the company, employees get an induction talk from Jonathan and he imparts the company's culture and values on everyone, engaging new hires in the organisation. Jonathan also holds monthly round ups to keep everyone in touch with how the business is doing, so everyone feels that are in touch with the company's performance, not just management. He is also on-hand to celebrate the On Your Side winners – making them feel extra special for getting the attention of the CEO. Finally, both Jonathan and Nick always attend company parties and events, where they chat to everyone and make any newcomers feel welcome. At the company's recent tenth birthday party, they both made a short speech highlighting the best, worst and funniest moments of the last ten years which further drew employees into the World First family.
World First believe that as well as the big things – like private pension and healthcare provision – the little things are important too. They have found that one of the things they do that employees love the most is the World First Breakfast. Free every morning, everyone can help themselves to cereal, toast and preserves, fruit, yoghurt, coffee and tea. World First staff members also take part in various sporting activities, and they have their own cricket and netball teams, amongst others. World First also have a life coach on site every two weeks, so if there's anything employees want to discuss confidentially, this option is available to them, with no questions asked.
Vision Critical encourage their employees to be active by providing bike racks, a free gym onsite and subsidised yoga sessions and massage - along with shower facilities. The company have changed to a Medical insurance plan that provides rewards and discounts for living a healthy and active lifestyle and actively encourages staff to take time out to rest and relax.
Vision Critical encourage their employees to be active by providing bike racks, a free gym onsite and subsidised yoga sessions and massage - along with shower facilities. The company have changed to a Medical insurance plan that provides rewards and discounts for living a healthy and active lifestyle and actively encourages staff to take time out to rest and relax.
Vision Critical held their Summer Picnic on the 3rd of July from 1pm until late. The picnic was held on Clapham Common and the day involved a picnic lunch with drinks, team events and games to have fun and also team building across departments. It is a celebration of all of the hard work and effort from the entire team over the past year - it is an opportunity for the company to say thank you and for the employees to enjoy some fun and social time together away from the office.
Following on from Vacherin's success of the Health Matters their Health and Wellbeing Initiatives, they have now set up similar training sessions for all employees. These include the following to achieve a feeling of optimised health and wellbeing. Planned days - Balancing Blood Sugar Stress Management, Well Balanced meals, Summer Body & Fitness, Food & Mood Optimum Nutrition, Healthy up your Heart, Boost your Immunity, Beat Fatigue.
Vacherin support and encourage their staff in their work in local communities and charities – allowing 2 days per year off for volunteering activities. They organise volunteering days with the Fareshare charity for their staff to help distribute food to the homeless and in need. Vacherin present to hospitality students to promote the catering industry and build students' understanding of their sector. They encourage fundraising yearly for their chosen charity Debra, and offer the option of fundraising for their own chosen charity. Vacherin regularly present to colleges and universities to promote understanding of their industry, and take placement students from one day up to one year. They have a partnership with Lewisham College whereby they have dozens of staff taking NVQ qualifications, they are setting up apprenticeship schemes and they take students on work placement as well as into their first permanent employment, and hospitality management placement students from Portsmouth & Bournemouth University, giving them invaluable experience in all aspects of the contract catering industry.
Following on from Vacherin's success of the Health Matters their Health and Wellbeing Initiatives, they have now set up similar training sessions for all employees. These include the following to achieve a feeling of optimised health and wellbeing. Planned days - Balancing Blood Sugar Stress Management, Well Balanced meals, Summer Body & Fitness, Food & Mood Optimum Nutrition, Healthy up your Heart, Boost your Immunity, Beat Fatigue.
Every year UKRD hold full day training events for every team across the company which focuses upon their core values and ambitions and in addition, at each location, business teams are also taken out of their environments for team building days whether it be survival training, sailing or a day at the races.
The manner in which UKRD operates and are required to do so by the company's core values necessitate operating in a way that aligns their management style and how they manage with company's values.
Every year UKRD hold full day training events for every team across the company which focuses upon their core values and ambitions and in addition, at each location, business teams are also taken out of their environments for team building days whether it be survival training, sailing or a day at the races.
All areas of senior management have spent the last 18 months collaborating on the company's proprietary workflow platform, STREAM, in which they manage the lifecycle of their client and translator relationships. TranslateMedia was extremely keen to develop a service and platform that served the company's needs both in the present and future, by facilitating internal communication and ensuring every employee has a perfect understanding of each client relationship. TranslateMedia's senior management team encourages every area of the business to participate and bring their own unique blend of experience and expertise to drive a system that will not only continue to improve productivity, but will provide each team member the historical prospective and communications that have previously taken place by team members in other areas of the company.
All areas of senior management have spent the last 18 months collaborating on the company's proprietary workflow platform, STREAM, in which they manage the lifecycle of their client and translator relationships. TranslateMedia was extremely keen to develop a service and platform that served the company's needs both in the present and future, by facilitating internal communication and ensuring every employee has a perfect understanding of each client relationship. TranslateMedia's senior management team encourages every area of the business to participate and bring their own unique blend of experience and expertise to drive a system that will not only continue to improve productivity, but will provide each team member the historical prospective and communications that have previously taken place by team members in other areas of the company.
All areas of senior management have spent the last 18 months collaborating on the company's proprietary workflow platform, STREAM, in which they manage the lifecycle of their client and translator relationships. TranslateMedia was extremely keen to develop a service and platform that served the company's needs both in the present and future, by facilitating internal communication and ensuring every employee has a perfect understanding of each client relationship. TranslateMedia's senior management team encourages every area of the business to participate and bring their own unique blend of experience and expertise to drive a system that will not only continue to improve productivity, but will provide each team member the historical prospective and communications that have previously taken place by team members in other areas of the company.
Employees at Trafford Housing Trust are rewarded in a number of ways through the Star system, with the primary intention of being something which the employee is individually pleased to receive. For some employees, this may be a shopping voucher for others a trip to a football match or a bottle of wine. There is also group rewards. For example, Managers take their team for breakfast or lunch or just buy pizzas for the whole team to enjoy. Managing Directors hand write cards when somebody has been nominated for a reward. These are hand written and posted to the individuals address to be received on a Saturday, so they can read them at home.
THT has embraced and seen the benefits of coaching over the last 12 months, through a management coaching programme, supported by group training sessions to reinforce common developmental themes. In a survey conducted with approx. 50 THT managers early last year, it has in some cases transformed the way people view their role, with managers reporting increased levels of confidence and self-belief (88%), improved performance management capability (95%) ability to look at problems and issues in new ways (93%) motivation/inspiration to make improvements or try new things (88%). These successes are in part due to the fact that the remit was clear, it was about specifically improving management skills but at an individual level – so people received the direct support that they needed to improve as opposed to a ‘one size fits all' training approach. The message also coming back from managers, is that whilst they wish to continue coaching, they are keen to embed this within the organisation through the development of a cross section of staff to provide internal coaching that can support teams as well as individuals creating a coaching culture for THT and a key objective of the company's Management Development next year is to develop this.
Employees at Trafford Housing Trust are rewarded in a number of ways through the Star system, with the primary intention of being something which the employee is individually pleased to receive. For some employees, this may be a shopping voucher for others a trip to a football match or a bottle of wine. There is also group rewards. For example, Managers take their team for breakfast or lunch or just buy pizzas for the whole team to enjoy. Managing Directors hand write cards when somebody has been nominated for a reward. These are hand written and posted to the individuals address to be received on a Saturday, so they can read them at home.
TMW have an on-going programme of leadership development for the Management Board, comprising of up to 5 full off-site away day sessions over a period of 12 months, devised specifically to help create a more cohesive, empowered leadership team. Content typically covers everything from interactive sessions in the work environment, through to external team-building activities from treasure hunts to fact-finding exercises. Their Summer party last year was also heavily weighted on team building, as they had different groups working together creatively to produce the best photos during their ‘Instagram hunt'. The company also hosted a Pumpkin carving competition on Halloween, where each department had to work on carving a pumpkin together – and the quality of what was presented was outstanding!
TMW's founding partner and Group CEO, Richard Marshall, has an unusually honest and open style which makes people feel empowered and truly part of the business. There's a TV series called Back to the Shop Floor but in truth, Richard spends as much time on the shop floor as he does in Executive Board meetings! If, for example, a pitch opportunity comes in and it's all hands to the deck, Richard throws himself at it without any questions. This inspires respect from those around him and a desire to go the extra mile for him. He genuinely cares about people in the business and has a knack of knowing most of the detail of what's going on. He's also very intuitive, quickly spotting when things aren't quite right, either at the level of an individual or more broadly, in business matters. He's been described in an article in the trade press as 'one of the nicest people in the business' and most of TMW would agree with this.
TMW have an on-going programme of leadership development for the Management Board, comprising of up to 5 full off-site away day sessions over a period of 12 months, devised specifically to help create a more cohesive, empowered leadership team. Content typically covers everything from interactive sessions in the work environment, through to external team-building activities from treasure hunts to fact-finding exercises. Their Summer party last year was also heavily weighted on team building, as they had different groups working together creatively to produce the best photos during their ‘Instagram hunt'. The company also hosted a Pumpkin carving competition on Halloween, where each department had to work on carving a pumpkin together – and the quality of what was presented was outstanding!
The company recently hosted a stress awareness training course for the Store Managers. Hilary Horton delivered the presentation and activities based on her extensive experience in coaching stress awareness through the NHS, H.M Prison Service and while serving as a Squadron leader with the RAF. Other innovative examples of classes and services they company have organised for their employees to enhance their welling include laughter yoga, massage, mock-tail sampling, healthy picnic lunch at the launch of our new financial year and a wellbeing fair.
The fortnightly Head Office Huddle run by the company's CEO and exec team allows the company to share news from product launches to sales figures in an open forum and casual setting. Similarly, quarterly cross-functional Listening Groups occur where colleagues share thoughts on topics and voice concerns. The CEO meets with each head office team/department every 6 weeks to discuss key topics and listen to any concerns. The company use a variety of methods to communicate with their 242 stores including, ChocSource , postal packs and the Retail Managing Director uses a voicemail system to all stores for key messages. Head of Operations runs quarterly factory briefs to all employees across the 24/7 operation and also sends out a fortnightly newsletter containing news,blogs and competitions. Educational displays are set up in the canteen and reception to enhance learning and encourage employee discussion. For example, “From cracking the cocoa pods to chomping the choc” run by 7 cocoa experts from Cargill to educate employees on the cocoa trail from bean to boxed chocolates. The mock shop displays new products and promotions so colleagues in head office are aware of what the shoppers are experiencing in store. The Factory Tours programme has been running for 4 years where employees who are trained as Tour Guides take great pride in voluntarily sharing the factory experience with fellow colleagues. They also benefit from the cross functional teamwork that is an integral part of the factory tours programme.
The company recently hosted a stress awareness training course for the Store Managers. Hilary Horton delivered the presentation and activities based on her extensive experience in coaching stress awareness through the NHS, H.M Prison Service and while serving as a Squadron leader with the RAF. Other innovative examples of classes and services they company have organised for their employees to enhance their welling include laughter yoga, massage, mock-tail sampling, healthy picnic lunch at the launch of our new financial year and a wellbeing fair.
2014 recycling awareness campaigns on and off campus with Worcester City Council major building projects have been subject to the university's commitment to sustainable and environmental building practices and many have won awards. They have improved the landscape of Worcester with the regeneration of inner city sites and retro-fit refurbishment of commercial buildings.
The university hold the Pink Party in the Piazza event and round the World in 80 days walking initiative. The university mile walking initiative. Paper light admissions process. Revised timetabling systems.
2014 recycling awareness campaigns on and off campus with Worcester City Council major building projects have been subject to the university's commitment to sustainable and environmental building practices and many have won awards. They have improved the landscape of Worcester with the regeneration of inner city sites and retro-fit refurbishment of commercial buildings.
The Red Consultancy has REDucation which is their internal training programme, run by Board Directors internally as well as external training sessions for all staff. There are 26 sessions catered to different levels and the sessions run throughout the year. The company provide every staff member with a booklet detailing courses and explaining which courses are relevant to their levels of experience. They also run some external training sessions and last year have provided different external training for all staff from their Graduates to their Senior Directors. The Red Consultancy also run a graduate training scheme for our graduate intake - this is run by the Board Directors and comprises of 14 different sessions. All staff are given a "coach" who is a senior staff member, responsible for helping with that persons development. They run the employees appraisal and reviews and generally help to give them advice on their career progression.
The Red Consultancy have quarterly individual, team and long service awards which are announced at their quarterly company meetings and are presented by the CEO. Individual awards; Managers and Directors nominate people for outstanding work and contributions to the company. Individuals receive a certificate and £100 shopping voucher. Team Awards: Teams are invited to present on the work/project they have done in the last quarter and show their achievements. The winning team receive a dinner and drinks evening paid for at a top restaurant. The second prize is a team drinks evening paid for at a bar of their choice. Long service awards - these recognise long service contributions to the business (e.g: 10 year anniversaries) and the company announces these at company meetings and give them a gift.
The Red Consultancy has REDucation which is their internal training programme, run by Board Directors internally as well as external training sessions for all staff. There are 26 sessions catered to different levels and the sessions run throughout the year. The company provide every staff member with a booklet detailing courses and explaining which courses are relevant to their levels of experience. They also run some external training sessions and last year have provided different external training for all staff from their Graduates to their Senior Directors. The Red Consultancy also run a graduate training scheme for our graduate intake - this is run by the Board Directors and comprises of 14 different sessions. All staff are given a "coach" who is a senior staff member, responsible for helping with that persons development. They run the employees appraisal and reviews and generally help to give them advice on their career progression.
Monarch is geared towards saving money on utilities for their customers. Therefore every quarter, the company calculates the monetary amount of refunds all of their teams have identified for their customers and the team which obtains the biggest refund value for that quarter, receives a 5% bonus in their salary for that month for every team member. Their customers are rewarded and their people are awarded.
Monarch is geared towards saving money on utilities for their customers. Therefore every quarter, the company calculates the monetary amount of refunds all of their teams have identified for their customers and the team which obtains the biggest refund value for that quarter, receives a 5% bonus in their salary for that month for every team member. Their customers are rewarded and their people are awarded.
Monarch is geared towards saving money on utilities for their customers. Therefore every quarter, the company calculates the monetary amount of refunds all of their teams have identified for their customers and the team which obtains the biggest refund value for that quarter, receives a 5% bonus in their salary for that month for every team member. Their customers are rewarded and their people are awarded.
This year many colleagues have taken part in a coaching course which has been of significant benefit not only to those staff who have been on the course, but to the many colleagues they have since coached as a result of this development. Those coached worked through confidential issues both work and non-work related. Their programme is accredited by the University of Edinburgh.
This year many colleagues have taken part in a coaching course which has been of significant benefit not only to those staff who have been on the course, but to the many colleagues they have since coached as a result of this development. Those coached worked through confidential issues both work and non-work related. Their programme is accredited by the University of Edinburgh.
This year many colleagues have taken part in a coaching course which has been of significant benefit not only to those staff who have been on the course, but to the many colleagues they have since coached as a result of this development. Those coached worked through confidential issues both work and non-work related. Their programme is accredited by the University of Edinburgh.
Karen Forrester, TGI Fridays UK Managing Director, is much loved, valued and respected throughout the company. She is regularly seen in the stores and will always take time with the team. This is also true of the company's new open stores, where Karen and her Exec team take a day to spend with the new Fridays family members to welcome them to the brand. If a key message needs to be delivered to the team, Karen will create a video message which will then be posted onto TGI Fridays social website, and a link is sent directly to their mobile phones.
There are many team building events which run across the year at TGI Fridays. The company's team challenge begins in February, where each of their stores goes through a review process to ensure everyone in their organisation meets the behavioural and ability criteria. Each staff member is then asked to re-certify to ensure they have the knowledge to be efficient in their role, and then they are observed to ensure they display TGI Fridays brand promise to their guests. This is a store activity so that no one is left behind. The store will be visited by a Director of Operations to sign off, the opportunity is used to reward and recognise key individuals who may have stood out in the journey. A series of additional targets and competitions all count towards the aim of finding the very best store. The final event will be a Senior Leadership visit at peak, again taking the opportunity to reward, recognise & energise the teams. The scoring will then determine a regional winner and that store will receive £1K towards a team event. The overall 2nd place store, will receive £100 for every member of the team, and finally the winning store will not only be crowned store of the year, but every member of the team will receive an extra weeks' pay, which they receive the week before Christmas. This is not only a much coveted accolade, but a very welcome sum of money which is cited as giving them a Christmas to remember.
There are many team building events which run across the year at TGI Fridays. The company's team challenge begins in February, where each of their stores goes through a review process to ensure everyone in their organisation meets the behavioural and ability criteria. Each staff member is then asked to re-certify to ensure they have the knowledge to be efficient in their role, and then they are observed to ensure they display TGI Fridays brand promise to their guests. This is a store activity so that no one is left behind. The store will be visited by a Director of Operations to sign off, the opportunity is used to reward and recognise key individuals who may have stood out in the journey. A series of additional targets and competitions all count towards the aim of finding the very best store. The final event will be a Senior Leadership visit at peak, again taking the opportunity to reward, recognise & energise the teams. The scoring will then determine a regional winner and that store will receive £1K towards a team event. The overall 2nd place store, will receive £100 for every member of the team, and finally the winning store will not only be crowned store of the year, but every member of the team will receive an extra weeks' pay, which they receive the week before Christmas. This is not only a much coveted accolade, but a very welcome sum of money which is cited as giving them a Christmas to remember.
This is at the core of the Intelligent Health message. TAQA have worked hard to promote the benefits of regular exercise through various channels including, sponsorship and participation in sporting events, Walk for Diabetes and the Corporate Decathlon. 2013 has seen development of a new Intelligent Health intranet to help promote networks to encourage activities and exercise of all types within the business. A recent highlight has been the establishment of a TAQA sponsored Mountaineering and Walking club.
The TAQA car share programme allows personnel based onshore to share journeys with colleagues who have similar routes to work. TAQA also shares commuter transport with neighbouring companies in the industrial estate at Westhill in order to limit the number of buses needed for the same route. Waste segregation bins and VegWare products are in place to further minimise their impact on the environment and be more sustainable. TAQA recycles waste wherever possible and has waste segregation bins throughout the offices for plastic, cans and compostable waste. VegWare is also used in TAQA's café's to reduce the amount of waste that is sent to landfill. VegWare is disposable food packaging and all TAQA café catering products are made from this recyclable, starch-based material which takes 4 to 6 weeks to become compost.
The TAQA car share programme allows personnel based onshore to share journeys with colleagues who have similar routes to work. TAQA also shares commuter transport with neighbouring companies in the industrial estate at Westhill in order to limit the number of buses needed for the same route. Waste segregation bins and VegWare products are in place to further minimise their impact on the environment and be more sustainable. TAQA recycles waste wherever possible and has waste segregation bins throughout the offices for plastic, cans and compostable waste. VegWare is also used in TAQA's café's to reduce the amount of waste that is sent to landfill. VegWare is disposable food packaging and all TAQA café catering products are made from this recyclable, starch-based material which takes 4 to 6 weeks to become compost.
Sue Ryder's flexible approach to development and their varied interventions makes it easy for everyone to access the opportunities that suit them, their role and their development needs. These include training workshops, development programmes, coaching and mentoring, action learning sets, 360 feedback, secondments and a variety of other interventions.
Sue Ryder hold focus groups and create top level action plans at directorate level, then these are cascaded down to a team or care centre level, where people get to share ideas and feedback and create a plan for how any issues raised will be addressed. Engagement champions are now leading on this and supporting the leadership team to drive the action plans forward. Sue Ryder also have a 'dragons' den scheme for people to submit new ideas and receive funding to implement them.
The biggest company event of the year is the two day company away day which this year took place at Centre Parks, Suffolk, when they closed the office and all 479 employees attend. The Away Day provides a fantastic opportunity to bring everyone together to update them on the latest news in the agency. This year they also had a specific focus on inspiring creativity and creating the environment for creativity to thrive as they prepare to move into a new building in 2015.
They are constantly looking at ways to develop their industry leading learning and development programme. This year they introduced Myers Briggs Type Indicator team sessions into the business. These sessions are about supporting individual growth and ensuring that teams gain a greater understanding of working styles and to ensure further cohesion and harmony in their work. They have taken over a 100 people through the sessions. These are facilitated by the Regional HR Director and Head of Learning and Development, both of whom are qualified MBTI practitioners and bring their own experience and creativity to the sessions. They developed the programme from an initial half a day workshop exploring preference type to a full day session that explores the impact of the different preferences on one another at work. These sessions have been invaluable as they have taken senior teams, client teams and board members through these practical, fun and experiential workshops. This is some of the feedback received “I found it very interesting not just learning about my own typology but also about my peers. I will definitely have some new added perspectives now when managing my team and pitching ideas.”
They are constantly looking at ways to develop their industry leading learning and development programme. This year they introduced Myers Briggs Type Indicator team sessions into the business. These sessions are about supporting individual growth and ensuring that teams gain a greater understanding of working styles and to ensure further cohesion and harmony in their work. They have taken over a 100 people through the sessions. These are facilitated by the Regional HR Director and Head of Learning and Development, both of whom are qualified MBTI practitioners and bring their own experience and creativity to the sessions. They developed the programme from an initial half a day workshop exploring preference type to a full day session that explores the impact of the different preferences on one another at work. These sessions have been invaluable as they have taken senior teams, client teams and board members through these practical, fun and experiential workshops. This is some of the feedback received “I found it very interesting not just learning about my own typology but also about my peers. I will definitely have some new added perspectives now when managing my team and pitching ideas.”
The HR Manager at St Ermin's created 2 development programmes specifically for the business: For Management: Fish S.U.P.P.E.R (Supports, Unites, Plans, Participates, Energises, achieves Results). For Supervisory Fish S.T.I.C.'s (Strives To Inspire Change). They involve the following: Leadership vs Management, Stages of group development, Behaviour and Motivation Learning styles, Communication Conflict Management, Time Management Problem solving and decision making. Whilst both programmes have the same elements, the Management Programme deals with more complex theories and processes. Both programmes are highly interactive, with a significant range of exercises observing natural and learned behaviours. There are 6 modules, 4 weeks apart with practical work based projects to complete between modules. The course also has a very practical base, where hotel issues are openly discussed with no fear of retribution then analysed and often fixed there and then or a plan put in place by the delegates. The modules are tough and also a lot of fun. At the end of the course, the attendees are then set a project as a group that is work related and needed to improve or launch something within the hotel or help with employee communication. The 2013 project was to make a video that embodies St Ermin's culture, especially fun, love and energy. The pilot courses were run in 2011 and proved such a success that there are courses each year, and to date, 58 employees have attended a course. In 2014, 10 delegates attended the course. The 2015 course is already planned for April.
St Ermin's Operating (UK)'s employee rewards programme encompass the 4 areas within the culture and is designed to reward employees for behaviours that meet the Vision and Mission. Traditionally in hotels, reward programmes are centred on earning credits/points that can be exchanged for items within various company catalogues. The company believe that the most important thing to their team members is the ability to earn extra money outside their normal salary. St Ermin's created a programme called ‘Fish hook', which is split into the 3 of the 4 core value areas, Choose Your Attitude, Make Peoples Day and Be There plus Guest Recognition. The reward is a points based system, 1 point = £1 and the company pays the employee and employer tax on that £1 so that the employee receives the whole £1. Points are issued to employees by way of a personal cheque given by a Manager. All managers are issued with guidelines on what to look for within the business and are able to issue cheques to any employee they see or hear fulfilling the required criteria. Points are totalled at the end of every business quarter and the employee receives the cash value of their points in their salary. The average quarterly cost to the business has increased from £4,000.00 (plus the employee tax) in 2013 to £4,7000.00 in 2014. All new employees receive a travel card wallet with the Vision printed on the back and Fish hook details within.
St Ermin's Operating (UK)'s employee rewards programme encompass the 4 areas within the culture and is designed to reward employees for behaviours that meet the Vision and Mission. Traditionally in hotels, reward programmes are centred on earning credits/points that can be exchanged for items within various company catalogues. The company believe that the most important thing to their team members is the ability to earn extra money outside their normal salary. St Ermin's created a programme called ‘Fish hook', which is split into the 3 of the 4 core value areas, Choose Your Attitude, Make Peoples Day and Be There plus Guest Recognition. The reward is a points based system, 1 point = £1 and the company pays the employee and employer tax on that £1 so that the employee receives the whole £1. Points are issued to employees by way of a personal cheque given by a Manager. All managers are issued with guidelines on what to look for within the business and are able to issue cheques to any employee they see or hear fulfilling the required criteria. Points are totalled at the end of every business quarter and the employee receives the cash value of their points in their salary. The average quarterly cost to the business has increased from £4,000.00 (plus the employee tax) in 2013 to £4,7000.00 in 2014. All new employees receive a travel card wallet with the Vision printed on the back and Fish hook details within.
Spire's Senior Management team 'live' the ethos, principles and values of the organisation particularly on a day to day basis. They take the time to greet colleagues and walk around the office every day and get to know colleagues on a personal level, and not just a work basis. There is an open door policy with no ivory towers at Spire. As is the Spire way, they work hard and always model the positive working culture by remaining in good spirit and not bringing bad moods to work. The Senior Management Team encourages flexibility and don't expect colleagues to stay late and work long hours. If for any reason, colleagues do stay later than normal; Senior Managers will take the time to ask why to see how they can help. A good work life balance is very important to their Senior Management Team who champions the Mi Life initiative and encourages flexibility. They encourage time away from day to day work as it is recognised that this is an important part of the job. They will always treat all colleagues with respect. The Senior Management Team will also challenge where their values are not lived, and encourage colleagues to take appropriate intervention to maintain their positive culture at Spire. The Senior Management Team regularly gets involved in fun activities to generate team spirit.
Every year they hold a Spire's Customer Services week to say thank you to everyone for their continued hard work. It is a week when all Spire colleagues are reminded of the important part they play in the customer journey with fun activities, such as guess the baby competition and awards to nominate colleagues in categories ranging from The Florence Nightingale award to more humorous ones like the megaphone and most accident prone. Work shadowing colleagues from other teams plays an important part as this helps not only increase skills and knowledge, but to also see how best they can work together. Spire's Management Team go back to the floor during the week and then they have a celebratory finale lunch, where team cohesion is at its strongest. To promote team work they aim to do this in a fun, positive and creative way. Their 'Cocktails with their Customer Services and Customer Engagement Team' is a great example of how they promote, share ideas and feedback and get to know colleagues better. Everyone gets involved throughout the week and participates in one way or another. It's a popular team building event with colleagues taking the lead in delivering and bringing it to fruition.
Mi Life is Spire's health and wellbeing programme and was launched following colleagues' feedback in April 2014. Their Mi Life group consists of champions who meet to set the vision and aims and look at how to bring these to fruition. The group meets monthly to organise the activities, decide the best way to spend the budget and plan the themes of the programme. Feedback from colleagues has been collected through an online survey. The focus has been around a better work/life balance with particular focus on relaxation, exercise, mind-management, as well as healthy eating. An outside communal garden area designed by colleagues opened to give colleagues an area to relax, but also to hold meetings. This is an example of how Spire is pro-active at introducing new practices. To promote healthy living they joined in with National Bike Week holding lunchtime cycle trips and a virtual cycle ride to Paris using their new exercise bike. There is a weekly lunchtime subsidised pilates class to help ease back and shoulder problems. Every colleague has a £20 personal budget to spend on anything that will enhance their wellbeing. During their Check your Numbers week ‘The Wellness Academy' provided free of charge health checks for colleagues. This in turn led to nutrition work shops and water bottles being provided to all to help combat dehydration. National awareness days are celebrated throughout the year to raise awareness on smoking, alcohol, men's health, back problems, healthy eating, hydration and exercise and many more.
SPF Private Clients plan to arrange meetings with the company's leaders and senior management to discuss the results of the survey.
The company offers flexible working and organises various social activities during the year.
SPF Private Clients' Sales Consultants are rewarded in line with the company's TCF (Treating Customers Fairly) principles.
Employee development is encouraged at every level within the business within the parameters of Speedy Hire's “Career Journey” and this is evidenced tangibly in the volume of roles that are obtained by individuals already working within Speedy. 25% of vacancies within Speedy are filled internally as individuals are encouraged to complete both role based and aspiration training and development, preparing them well for their next career move. The development of the employee starts at the “Qualified” level of the Career Journey. Inductions to the business are tailored for each discipline and each team member has a career journey that highlights courses required, relevant qualifications and on the job training to support them through three levels of competency through the “Developed” level to “Expert”. At this point, the team member is in a great place to progress to their next career move. Each course is supported by their internal Training Academy to ensure each individual training log is up to date and the booking process is seamless. The leaders in the business are supported with tailor made management courses at different levels that will give each attendee a qualification from the CMI (Level 3 or 5) and there are various leadership plus modules and 360 feedback put in place to develop them further. Development is seen at every level and a number of current Directors started in the business at entry level. The internal mobility supported by the Career Journey is certainly one of the best examples of their commitment to employee development. In addition to this, Speedy Hire have a Human resources Service Charter manual that details all of the services they provide for employees to ensure managers and employees know what they have access to and what extra services they provide to support them in their development.
Speedy recognise the importance of employee involvement and feedback and has established the ‘Employee Forums' as a framework for discussion on matters affecting all employees. They believe it is imperative that they give all employees their “voice”. The employee forums were initiated throughout the business as a result of feedback from our annual employee survey. They have been introduced as a way of improving communication methods throughout Speedy. The Forums have helped the business to establish and understand our people's thoughts, opinions, views and suggestions from all different grades, within all the business areas and departments. They have been a successful method in allowing the organisation to share business information with employees and as a result of the suggestions and comments raised there have been many improvements made to the day to day running of the business. They are a two way process of communication, discussing matters that affect all employees in a positive, professional and constructive manner. The Employee Forums are being held to share business information; encourage open and honest feedback, suggestions and ideas from employees; build stronger connections between their business strategy and what their people think; supplement the existing channels of communication within the group on business matters; provide effective two way feedback to promote better understanding and good relationships with employees, managers and leaders. The fact that the organisation set these up as a result of employee feedback gives an indication that they do listen and act upon feedback from employees
Employee development is encouraged at every level within the business within the parameters of Speedy Hire's “Career Journey” and this is evidenced tangibly in the volume of roles that are obtained by individuals already working within Speedy. 25% of vacancies within Speedy are filled internally as individuals are encouraged to complete both role based and aspiration training and development, preparing them well for their next career move. The development of the employee starts at the “Qualified” level of the Career Journey. Inductions to the business are tailored for each discipline and each team member has a career journey that highlights courses required, relevant qualifications and on the job training to support them through three levels of competency through the “Developed” level to “Expert”. At this point, the team member is in a great place to progress to their next career move. Each course is supported by their internal Training Academy to ensure each individual training log is up to date and the booking process is seamless. The leaders in the business are supported with tailor made management courses at different levels that will give each attendee a qualification from the CMI (Level 3 or 5) and there are various leadership plus modules and 360 feedback put in place to develop them further. Development is seen at every level and a number of current Directors started in the business at entry level. The internal mobility supported by the Career Journey is certainly one of the best examples of their commitment to employee development. In addition to this, Speedy Hire have a Human resources Service Charter manual that details all of the services they provide for employees to ensure managers and employees know what they have access to and what extra services they provide to support them in their development.
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