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My Team - Employees' feelings towards their immediate colleagues and how well they work together
My team benefits from a high scoring My Manager factor as the manager is key to creating and sustaining a productive and positive work environment.
An employee’s perceived team will be those they work with on a daily basis.
Through customer feedback imago realised the customer journey could be enhanced by improving the effectiveness of the processes and relations between their sales and operations functions. In order to address this, they invited the lead from each customer ‘touch point', 14 in total, to a meeting, dinner and overnight stay at Burleigh Court, their four star hotel. One of the main topics for discussion focused on identifying areas for improvement, especially in terms of communication and understanding, between the various teams involved in the customer journey. This company wide team building exercise served to bring all the appropriate people together in a positive, non-confrontational environment and gave them the opportunity to consider issues with their colleagues in the wider team, to air concerns and to discuss imaginative solutions. The event was a huge success. People began to view issues from a different angle and to understand the impact of their role on other teams. In particular, they gained a better understanding of how customers experienced the journey through their organisation. They began to think more as a whole team working together to improve the customer experience, rather than working in isolated units where they didn't always have the opportunity to engage with other teams or understand the impact of their roles on others. Using the outcomes of this team building exercise, this work has been used to remodel the processes and teams to improve the customer experience which will also increase staff engagement and motivation and ultimately company success.
imago are involved with 'Business in the Community' - Princes Trust and use a 'Business Connector' to help develop and direct their local community activities/plan. They are active in an award winning 'Bridge to Work' Scheme through Loughborough College which works to improve the employment prospects of local students by bringing together schools, colleges and employers. imago are involved with both the steering group and employers forum. They have introduced their own 'Apprenticeship Programme' this year and currently provide employment to eight young adults. Each employee is doing an NVQ qualification through Loughborough College. They are currently working with three charity groups two of which are based in the local community. Along with fundraising and cash donations they offer skills volunteering, donate lost property/equipment and provide facilities for off-site meetings/activities. They have sponsored the Leicestershire and Rutland Oldest Athlete Awards for two years and recently hosted their annual celebration event/awards ceremony.
Through customer feedback imago realised the customer journey could be enhanced by improving the effectiveness of the processes and relations between their sales and operations functions. In order to address this, they invited the lead from each customer ‘touch point', 14 in total, to a meeting, dinner and overnight stay at Burleigh Court, their four star hotel. One of the main topics for discussion focused on identifying areas for improvement, especially in terms of communication and understanding, between the various teams involved in the customer journey. This company wide team building exercise served to bring all the appropriate people together in a positive, non-confrontational environment and gave them the opportunity to consider issues with their colleagues in the wider team, to air concerns and to discuss imaginative solutions. The event was a huge success. People began to view issues from a different angle and to understand the impact of their role on other teams. In particular, they gained a better understanding of how customers experienced the journey through their organisation. They began to think more as a whole team working together to improve the customer experience, rather than working in isolated units where they didn't always have the opportunity to engage with other teams or understand the impact of their roles on others. Using the outcomes of this team building exercise, this work has been used to remodel the processes and teams to improve the customer experience which will also increase staff engagement and motivation and ultimately company success.
The Health and Wellbeing group are a sub group of ICAS' main staff committee which aim to support staff to maintain a healthy lifestyle and will therefore focus on issues of concern to their employees. Following on from the success of the Global Corporate Challenge they again sponsored as many of their staff who wished to participate in the 16 week, GCC event. This year they had 28 people in four teams, one more than last year. The aim of the challenge is to improve staff health, wellbeing and performance at work. The teams covered either walking, swimming or cycling, an overall distance of 33,213km over the 16 week period. In the feedback received 91.4% now exceed the 10,000 steps recommended. They promote healthy eating and supply fruit to their offices for all their staff to enjoy on a fortnightly basis. While they provided tea, coffee and water to all staff, following requests, ICAS have now added herbal and other decaffinated teas to this selection.
The Health and Wellbeing group are a sub group of ICAS' main staff committee which aim to support staff to maintain a healthy lifestyle and will therefore focus on issues of concern to their employees. Following on from the success of the Global Corporate Challenge they again sponsored as many of their staff who wished to participate in the 16 week, GCC event. This year they had 28 people in four teams, one more than last year. The aim of the challenge is to improve staff health, wellbeing and performance at work. The teams covered either walking, swimming or cycling, an overall distance of 33,213km over the 16 week period. In the feedback received 91.4% now exceed the 10,000 steps recommended. They promote healthy eating and supply fruit to their offices for all their staff to enjoy on a fortnightly basis. While they provided tea, coffee and water to all staff, following requests, ICAS have now added herbal and other decaffinated teas to this selection.
The Health and Wellbeing group are a sub group of ICAS' main staff committee which aim to support staff to maintain a healthy lifestyle and will therefore focus on issues of concern to their employees. Following on from the success of the Global Corporate Challenge they again sponsored as many of their staff who wished to participate in the 16 week, GCC event. This year they had 28 people in four teams, one more than last year. The aim of the challenge is to improve staff health, wellbeing and performance at work. The teams covered either walking, swimming or cycling, an overall distance of 33,213km over the 16 week period. In the feedback received 91.4% now exceed the 10,000 steps recommended. They promote healthy eating and supply fruit to their offices for all their staff to enjoy on a fortnightly basis. While they provided tea, coffee and water to all staff, following requests, ICAS have now added herbal and other decaffinated teas to this selection.
Hoxton work very closely as a team when qualifying, implementing and communicating ideas. They encourage people to make the bold decision and not the easy one which goes back to their value - only dead fish swim with the current. Hox-in-a-Box, a pop-up hotel container at BoxPark which came from an idea the brand director had. They then ran this for a limited period, got the whole team involved in coming up with ideas for events in the box and PR'd it to great effect.
Employees will get £50 - tax paid by employers, as bonus when they are recognised for their outstanding service by their guests.
Hoxton are happy to and encourage their employees to seek out training courses, both external and internal which they will then pay for.
All teams within the organisation take it in turn to hold events called 'Thirsty Thursdays,' which occur every 6 weeks. This event is usually themed and hosted by a different team on each occasion. The hosting team will welcome new starters and introduce them to existing staff members across the organisation. The event is paid for by the company and a wide selection of food and drink is available to all. The event is always a big success and most importantly allows the growing company to interact.
All teams within the organisation take it in turn to hold events called 'Thirsty Thursdays,' which occur every 6 weeks. This event is usually themed and hosted by a different team on each occasion. The hosting team will welcome new starters and introduce them to existing staff members across the organisation. The event is paid for by the company and a wide selection of food and drink is available to all. The event is always a big success and most importantly allows the growing company to interact.
All teams within the organisation take it in turn to hold events called 'Thirsty Thursdays,' which occur every 6 weeks. This event is usually themed and hosted by a different team on each occasion. The hosting team will welcome new starters and introduce them to existing staff members across the organisation. The event is paid for by the company and a wide selection of food and drink is available to all. The event is always a big success and most importantly allows the growing company to interact.
Directors of each area of Havens Hospice gave feedback and put in place action plans to improve on issues that needed addressing.
Directors of each area of Havens Hospice gave feedback and put in place action plans to improve on issues that needed addressing.
Directors of each area of Havens Hospice gave feedback and put in place action plans to improve on issues that needed addressing.
Hangar Seven run an Employee of the Month award whereby everyone votes for a crew member who has really gone the extra mile and delivered against their company values. It's a great accolade and the winner receives £100 to spend as they wish. They also have a yearly overall winner who receives £500. This is a person with the most votes over the year. Hangar Seven operate a company wide profit share scheme and they have the most elaborate fully paid for Christmas parties in the industry.
Hangar Seven run an Employee of the Month award whereby everyone votes for a crew member who has really gone the extra mile and delivered against their company values. It's a great accolade and the winner receives £100 to spend as they wish. They also have a yearly overall winner who receives £500. This is a person with the most votes over the year. Hangar Seven operate a company wide profit share scheme and they have the most elaborate fully paid for Christmas parties in the industry.
Hangar Seven's leader speaks with everyone as much as possible on a daily basis. He knows about their families and their social life outside of work and he misses nothing. He picks up when they are struggling and if possible offers help. This might be financial or time off, or simply a word in the right manager's ear. He is extremely caring and treats everyone with respect.
Groundworks West Midlands hold two staff away day events for all staff including Sessional Workers. On the 9th September 2013 they held it at Keele Hall, Staffordshire. This included presentations in the morning session from the Chair of the Board, Executive Director, Head Teacher of their school, HR Director and two project leads. After lunch, the afternoon was spent having team building fun activities ranging from building communications and listening skills by use of blindfolds to supporting each other by having to eat chocolate! In addition, staff spent an hour on a guided nature walk delivered by the Ranger across the Country Park that they manage. 21st July 2014 – The Welcome Centre, Coventry - Again, this included initial information sessions, including from the Chair of Board and the Executive Director, thanking people for their involvement in the recent awards they have won and an external presentation from a trainer on Managing Stress in the Workplace. This was followed by a riotous speed networking session. After lunch the afternoon included taster sessions on some of the projects delivered by Groundwork staff to their client groups. These included ‘The Smoothie Bike', healthy eating choices by understanding fat content in food, practical household budgeting and an Urban Wildlife Walk with staff creating head wear from flowers and leaves! GWWM provided transport from each local offices, food and refreshments and, of course, activities for the staff away days. The second event featured more hands on project activities following positive feedback from staff about this element. Also a company funded Christmas event which was in works time and involved indoor ten-pin bowling and a meal which was centrally located and well attended by the work force. In addition a company supported Cycle ride which was in works time and included a paid for halfway lunch for all riders and supporters.
All Senior Management staff have shared their own motivations for working at Groundwork as part of their “Little Green Book” guide, with some motivated by the concepts of sustainability and others by social justice.
All Senior Management staff have shared their own motivations for working at Groundwork as part of their “Little Green Book” guide, with some motivated by the concepts of sustainability and others by social justice.
Grand Union Housing have so many community initiatives as their organisations have a strong social purpose and one of their key corporate strategies is building and maintaining sustainable communities: ‘Project Mackenzie Community Cafes', two food bank partnerships, strive wheels to work, community kitchen, credit union partnerships, charitable donation funds, environmental improvement projects and ‘Giveagift'.
Grand Union Housing have so many community initiatives as their organisations have a strong social purpose and one of their key corporate strategies is building and maintaining sustainable communities: ‘Project Mackenzie Community Cafes', two food bank partnerships, strive wheels to work, community kitchen, credit union partnerships, charitable donation funds, environmental improvement projects and ‘Giveagift'.
Grand Union Housing are buying bicycles for each office, there is free fruit in offices once a month, there are water fountains, health check machines, they are testing standing desks, there is Yoga, Pilates, walking group and access to telephone and face to face counselling (mental health training).
Golin/Virgo have ‘G4 Superhero' and the ‘Veritable Virgo' awards. These awards are announced publicly at team meetings and the winners are chosen from a short-list of peer-nominated candidates which are reviewed by the leadership team to find the winner. The awards recognise and reward individuals who model the company values and behaviours to achieve exceptional results. The winner receives a bottle of champagne, and the choice of an experience, either dinner in a top London restaurant, a spa day, a trip to see a west end show, a flight in a hot air balloon or a chance to drive a top sports car. The overall winner at the end of the year gets the opportunity to travel to one of their global offices - recent winners have travelled to New York and Chicago for a week of cross-office/cultural learning.
Golin and Virgo are led by President Matt (Golin) and two CEOs/MDs Sarah and Angie (Virgo). All three are all very well respected in the communications industry and this is a definite draw for employees who choose to join Golin/Virgo. They are all very hands on and accessible, encouraging team members to come and pick their brains about any challenges they may be facing as well as actively mentoring junior members in order to nurture their raw talents. They all bring the values to life setting an example to the team and perpetuate an environment where hard work and outstanding performance is rewarded and success is celebrated on a regular basis. The senior leadership has high visibility at team meetings in both office locations, presenting, sharing and demonstrating excellence and best practice across the company.
Golin and Virgo are led by President Matt (Golin) and two CEOs/MDs Sarah and Angie (Virgo). All three are all very well respected in the communications industry and this is a definite draw for employees who choose to join Golin/Virgo. They are all very hands on and accessible, encouraging team members to come and pick their brains about any challenges they may be facing as well as actively mentoring junior members in order to nurture their raw talents. They all bring the values to life setting an example to the team and perpetuate an environment where hard work and outstanding performance is rewarded and success is celebrated on a regular basis. The senior leadership has high visibility at team meetings in both office locations, presenting, sharing and demonstrating excellence and best practice across the company.
GGHT has an appraisal system setting 5 objectives for each employee. If these are scored as having been met, the employee receives an additional incremental pay increase on top of their cost of living rise.
GGHT runs a trainee programme, taking 25 local residents aged between 16 - 19 and providing them with 12 month paid work placements based on the local estates and doing visible improvement work there, along with training to enable them to become more employable.
GGHT has an appraisal system setting 5 objectives for each employee. If these are scored as having been met, the employee receives an additional incremental pay increase on top of their cost of living rise.
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