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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.
East Thames invests heavily in the training and development of its employees in order to maintain and improve the quality of service delivery. Through their achievement of the Investors in People Bronze award, and their ongoing commitment to its principles they have acknowledged the importance of developing staff skills to meet the long-term organisational objectives of the Group in ways that are consistent with their core values. The strategic priorities of the Group include a commitment to improve their capacity to manage their business and sustain growth. This can only be realised with a competent, motivated, and committed workforce. This is achieved by ensuring that staff have the materials, tools, personal development plans and training to do their job.
East Thames Group's performance briefings are organised by the senior management team to ensure all staff have the information they need on East Thames' performance. The quarterly presentations are delivered by the Chief Executive, alongside other senior members of staff who present on the important issues affecting East Thames. As well as providing important information they are often interactive and aim to educate staff about various areas of the business. During the briefings there are frequent opportunities for staff to ask the senior management team questions and ensure two-way communication is taking place.
East Thames Group's performance briefings are organised by the senior management team to ensure all staff have the information they need on East Thames' performance. The quarterly presentations are delivered by the Chief Executive, alongside other senior members of staff who present on the important issues affecting East Thames. As well as providing important information they are often interactive and aim to educate staff about various areas of the business. During the briefings there are frequent opportunities for staff to ask the senior management team questions and ensure two-way communication is taking place.
DCH recognises that the engagement and commitment of skilled and enthusiastic staff is absolutely essential to the achievement of their group strategy and the long term success of DCH. They want to be a high achieving employer that people aspire to join, enjoy working for and where all staff feel recognised and rewarded for their contribution. Their reward strategy outlines the core principles that will shape their pay structures, benefits, terms and conditions together with associated initiatives. To attract skilled and enthusiastic staff and to motivate everyone in the group in supporting achievement of group strategy, its aims and values.
DCH's first staff conference saw all their staff from Devon and Cornwall come together to celebrate their successes, embed their values, understand their aims and contribute to a variety of workshops. Launched by their group management team on a selection of percussion instruments, including a step ladder, drumming everyone into the auditorium, it was apparent from the start that this was a different sort of event reflecting the growth, ambition and aspiration of DCH. Their key note speaker, John Bird, founder of the Big Issue, struck a chord with many, talking about the importance of each person's contribution to an organisaiton and, of course, reflecting the social ethos of their own company.
DCH recognises that the engagement and commitment of skilled and enthusiastic staff is absolutely essential to the achievement of their group strategy and the long term success of DCH. They want to be a high achieving employer that people aspire to join, enjoy working for and where all staff feel recognised and rewarded for their contribution. Their reward strategy outlines the core principles that will shape their pay structures, benefits, terms and conditions together with associated initiatives. To attract skilled and enthusiastic staff and to motivate everyone in the group in supporting achievement of group strategy, its aims and values.
All staff are offered the option to enrole in PruHealth Vitality scheme as part of their private medical offering. This scheme provides members with a wealth of wellbeing information and offers them rewards in the form of cash bonuses and discounts for engaging with it. It also subsidises gym membership and schemes such as 'Fitbug' to promote exercise. They have also turned a currently empty office space into a relaxation lounge where people can rest, read, eat, or just chat. It is basically made up of bean bags and second hand couches that people can nest into for times when they need to be out of a strict office environment.
Employees are rewarded for their efforts through their release and end of project parties which are used to celebrate achievements as well as thank the entire groups who have committed huge time and effort into getting a job done and done right for their clients and partners.
All staff are offered the option to enrole in PruHealth Vitality scheme as part of their private medical offering. This scheme provides members with a wealth of wellbeing information and offers them rewards in the form of cash bonuses and discounts for engaging with it. It also subsidises gym membership and schemes such as 'Fitbug' to promote exercise. They have also turned a currently empty office space into a relaxation lounge where people can rest, read, eat, or just chat. It is basically made up of bean bags and second hand couches that people can nest into for times when they need to be out of a strict office environment.
Cooper Lomaz hold events in Dublin, Marbella and Prague. They hold a summer social BBQ and have an annual awards ceremony. They have the Cooper Lomaz football Cup and the Cooper Lomaz bake off.
As an organisation Cooper Lomaz have a very strong commitment to employee development, encouraging promotion from within, taking risks to give staff new opportunities and investing generously in training. One of the clearest indicators of this is the Sales Director and the Operations Director both of whom started their careers at Cooper Lomaz as consultants and have achieved director status in as little as 5 years. Progression is based on merit rather than length of service and Cooper Lomaz are constantly reviewing their staff to see what their next step could be. Last year 38% of their staff received a promotion. Much of this progression is achieved by mentoring and whenever they identify a rising star they will buddy them up with someone already in the role they are aspiring to. Cooper Lomaz run internal training on sales, recruitment and management topics, and have training boards in both offices where anyone can sign up to offer training on a given topic or to request it. They also invest in external training, and currently have staff working through their CIPD and taking Prince 2.
As an organisation Cooper Lomaz have a very strong commitment to employee development, encouraging promotion from within, taking risks to give staff new opportunities and investing generously in training. One of the clearest indicators of this is the Sales Director and the Operations Director both of whom started their careers at Cooper Lomaz as consultants and have achieved director status in as little as 5 years. Progression is based on merit rather than length of service and Cooper Lomaz are constantly reviewing their staff to see what their next step could be. Last year 38% of their staff received a promotion. Much of this progression is achieved by mentoring and whenever they identify a rising star they will buddy them up with someone already in the role they are aspiring to. Cooper Lomaz run internal training on sales, recruitment and management topics, and have training boards in both offices where anyone can sign up to offer training on a given topic or to request it. They also invest in external training, and currently have staff working through their CIPD and taking Prince 2.
Colchester Borough Homes continues to support employee development and employ a Training Co-ordinator. A wide suite of training is available to Staff and the most highly praised and valued is that of the annual ILM L3 First Line Management programme for new and aspiring managers. Managers carry out annual appraisals identifying objectives and L & D required to meet objectives and regular 1-2-1s to measure performance and identify ongoing training or support required and to listen to employees aspirations. CBH have a strong commitment to Health and Safety training and the multiskilling of their trades workforce where practical and possible. Professional qualifications supported by Colchester Borough Homes include University degree courses, AAT, CIPD, CIH, IOSH, NEBOSH, M.A, ILM3, ILM 5 and ILM7.
Colchester Borough Homes continues to support employee development and employ a Training Co-ordinator. A wide suite of training is available to Staff and the most highly praised and valued is that of the annual ILM L3 First Line Management programme for new and aspiring managers. Managers carry out annual appraisals identifying objectives and L & D required to meet objectives and regular 1-2-1s to measure performance and identify ongoing training or support required and to listen to employees aspirations. CBH have a strong commitment to Health and Safety training and the multiskilling of their trades workforce where practical and possible. Professional qualifications supported by Colchester Borough Homes include University degree courses, AAT, CIPD, CIH, IOSH, NEBOSH, M.A, ILM3, ILM 5 and ILM7.
Colchester Borough Homes continues to support employee development and employ a Training Co-ordinator. A wide suite of training is available to Staff and the most highly praised and valued is that of the annual ILM L3 First Line Management programme for new and aspiring managers. Managers carry out annual appraisals identifying objectives and L & D required to meet objectives and regular 1-2-1s to measure performance and identify ongoing training or support required and to listen to employees aspirations. CBH have a strong commitment to Health and Safety training and the multiskilling of their trades workforce where practical and possible. Professional qualifications supported by Colchester Borough Homes include University degree courses, AAT, CIPD, CIH, IOSH, NEBOSH, M.A, ILM3, ILM 5 and ILM7.
Annual summer and Christmas events, allows Clinical Professionals to be updated on their aims and objectives and to share in their vision moving forward. This is split between their locations in London and Reading, with all employees in attendance. They run a number of games days throughout the year, for employees to be able to give to charity and for incentives for the business. They also support local charities, and have entered teams into triathlons and candidate social events run by the employees.
Clinical Professionals hold daily WIP meetings, they have an open door policy for Associate Directors, ongoing training and provide support for all employees.
Clinical Professionals hold daily WIP meetings, they have an open door policy for Associate Directors, ongoing training and provide support for all employees.
Civica UK Limited reward employees by giving them awards, C Star Points and thank you boxes.
Civica UK Limited reward employees by giving them awards, C Star Points and thank you boxes.
The company seek to enhance the wellbeing of employees by offering EAP Service Fresh Fruit, wellbeing days and a wellbeing workshop.
The CEO, owner holds quarterly breakfast meetings with pre-selected staff which change for each event, so they can share ideas, be recognised etc. The CEO has an open door policy and all senior management work in their respective areas in an open plan office amongst their teams which creates an environment of sharing and invaluable discussion. The COO asks for feedback, news and ideas for the monthly company update which goes out electronically to all staff.
In line with their company vision, mission and values, they have developed the monthly 'Value Champion Award' which can be for an individual or a team. The latest award was given to a cross discipline team of individuals for their sterling efforts in implementing their new account; Houses of Parliament. They received fantastic feedback from the client about the way in which they worked together and demonstrated the value that the Chambers brand portrays. Each staff member was given a £50 voucher, an award and dinner with the CEO. Their pictures now take pride of place on the 'Value Champion' board on the company wall - alongside previous Value Champions. At the bi-annual staff conferences, staff are recognised and rewarded across a wide range of disciplines and categories for work ethics, performance and going that extra mile.
The CEO, owner holds quarterly breakfast meetings with pre-selected staff which change for each event, so they can share ideas, be recognised etc. The CEO has an open door policy and all senior management work in their respective areas in an open plan office amongst their teams which creates an environment of sharing and invaluable discussion. The COO asks for feedback, news and ideas for the monthly company update which goes out electronically to all staff.
Cerner via First Hand Foundation gives back to community as much as possible. First Hand Foundation does various fundraising activities such as internal cake sales, movie nights to associates entering competitions such as Tough Mudder and The Strongest Man. There is also First Hand Foundation Football series and last but not least The Three Peaks Challenge. All the physical challenges resonate Cerner's efforts, as a health company, to keep associates healthy and active. Funds raised go to qualifying individual cases that have been referred to First Hand Foundation or on regular basis to Stephen Hawking School for children with profound and multiple learning difficulties where they primarily fund Sensory integration therapy that would otherwise not be available at the school. The company have also done a couple of nonmonetary activities - The Buddy Bag programme, which provides and helps children begin the process of restoring a sense of security and safety into their lives easing their transition through tough situations. The bags provide children with belongings they can call “their own”. The Christmas Wish Tree for Stephen Hawking School where the school identified appropriate gift for each child, this got then transferred onto a little card, put on a little Christmas trees around the office and each associate could pick up the card and buy a particular present for a particular child. All the presents were delivered to the school for their last assembly before Christmas.
Cerner via First Hand Foundation gives back to community as much as possible. First Hand Foundation does various fundraising activities such as internal cake sales, movie nights to associates entering competitions such as Tough Mudder and The Strongest Man. There is also First Hand Foundation Football series and last but not least The Three Peaks Challenge. All the physical challenges resonate Cerner's efforts, as a health company, to keep associates healthy and active. Funds raised go to qualifying individual cases that have been referred to First Hand Foundation or on regular basis to Stephen Hawking School for children with profound and multiple learning difficulties where they primarily fund Sensory integration therapy that would otherwise not be available at the school. The company have also done a couple of nonmonetary activities - The Buddy Bag programme, which provides and helps children begin the process of restoring a sense of security and safety into their lives easing their transition through tough situations. The bags provide children with belongings they can call “their own”. The Christmas Wish Tree for Stephen Hawking School where the school identified appropriate gift for each child, this got then transferred onto a little card, put on a little Christmas trees around the office and each associate could pick up the card and buy a particular present for a particular child. All the presents were delivered to the school for their last assembly before Christmas.
Over the course of the year the company have put together a small working group to engage on this topic. They have spent the first half of the year: - reviewing the data - planning key actions - working on Org Clarity - Diving deeper on a number of topics. The second half has been undertaking key actions that help move the meter on Engagement.
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