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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.
Over the past year North Highlands have launched a programme for High Performing and High Potential people, called HP2. Its main objective is to support and retain high-performing individuals and develop them as future leaders of the business. HP2 is a two way programme, where the organisation commits to additional focus on the group through targeted interventions to stretch and develop them, with a commitment from them to embrace the opportunities provided. The business has invested a significant amount into the individuals on HP2 - by providing 1-2-1 monthly coaching sessions from the People Team (working through an action plan); prioritising people and ring-fencing them for challenging project roles; external career coaching from a professional coach (including action based learning group coaching); additional time with their Directors, and sending them on external training and conferences eg - London Business Forum events. The programme is highly transparent to the rest of the business because they wanted it to be something everyone can aspire to be on. The organisation have communicated the names of the individuals on the programme so that people can see what ‘good' looks like and learn from them. Part of the criteria to be on HP2 is people showing personal alignment to North Highlands cultural values, being a role model and having exceptional client and team feedback on leadership behaviours. By being open about the people who possess these skills and behaviours, they ensure that everyone benefits and develops from the programme, not just those on it.
North Highlands spend approx. £150,000 per year on our quarterly ‘Action Days' and social events that follow. They bring the entire company together, taking them off client work and forfeiting revenue, for a day of brainstorming sessions, team building and competitive games (eg: sports day activities, scavenger hunts, treasure hunts) and business updates. There are regular team-building events for the Director group. These are usually two-day off-site events which focus on developing camaraderie and community amongst leaders. They include both interactive business sessions and team-building exercises in the form of outdoor pursuits, eg – tree-climbing in teams. Additionally, everyone in the organisation is part of a North Highland ‘Family', to encourage social belonging, a close-knit feel, and help individuals to establish networks across the business. Each family is given a budget per quarter for organised social events, they choose and arrange them. Events range from breakfasts and dinners, to activities like cooking lessons, laughter therapy and circus skills training. This year they introduced a competitive edge whereby families worked together to win points (called “Puppals”) throughout the year based on events they organised and competitions at Action Days. There was a leaderboard promoting the number of Puppals won, this culminated with a sports day at their r 10 Year Celebration event where large amounts of Puppals were awarded. The winning Family was announced, and the prize was an extra day of annual leave for each family member with money to spend on treating an actual family member!
Over the past year North Highlands have launched a programme for High Performing and High Potential people, called HP2. Its main objective is to support and retain high-performing individuals and develop them as future leaders of the business. HP2 is a two way programme, where the organisation commits to additional focus on the group through targeted interventions to stretch and develop them, with a commitment from them to embrace the opportunities provided. The business has invested a significant amount into the individuals on HP2 - by providing 1-2-1 monthly coaching sessions from the People Team (working through an action plan); prioritising people and ring-fencing them for challenging project roles; external career coaching from a professional coach (including action based learning group coaching); additional time with their Directors, and sending them on external training and conferences eg - London Business Forum events. The programme is highly transparent to the rest of the business because they wanted it to be something everyone can aspire to be on. The organisation have communicated the names of the individuals on the programme so that people can see what ‘good' looks like and learn from them. Part of the criteria to be on HP2 is people showing personal alignment to North Highlands cultural values, being a role model and having exceptional client and team feedback on leadership behaviours. By being open about the people who possess these skills and behaviours, they ensure that everyone benefits and develops from the programme, not just those on it.
Moo Print Ltd's last survey highlighted the desire and need for more training. As a result of this, they introduced a training budget of £100k and, using their employee development planners, identified training requirements based on individual needs. Employees and managers are empowered to decide what training providers, courses and conferences would be most beneficial to their development. These recommendations are put forward to, and approved, by the People Director. The process is quick and straightforward and they have seen in an uplift in engagement and enhanced skill sets as a result. Employees often share their training and conference experiences with the wider team via blog posts on their intranet.
Moo Print Ltd's last survey highlighted the desire and need for more training. As a result of this, they introduced a training budget of £100k and, using their employee development planners, identified training requirements based on individual needs. Employees and managers are empowered to decide what training providers, courses and conferences would be most beneficial to their development. These recommendations are put forward to, and approved, by the People Director. The process is quick and straightforward and they have seen in an uplift in engagement and enhanced skill sets as a result. Employees often share their training and conference experiences with the wider team via blog posts on their intranet.
Moo Print Ltd's last survey highlighted the desire and need for more training. As a result of this, they introduced a training budget of £100k and, using their employee development planners, identified training requirements based on individual needs. Employees and managers are empowered to decide what training providers, courses and conferences would be most beneficial to their development. These recommendations are put forward to, and approved, by the People Director. The process is quick and straightforward and they have seen in an uplift in engagement and enhanced skill sets as a result. Employees often share their training and conference experiences with the wider team via blog posts on their intranet.
Each year Moneysupermarket have a full well being programme as part of taking care of their employees health and well being. Each week, on a Wednesday, they have fresh fruit delivered to their offices which their employees can enjoy free of charge. Probably their most popular well being initiative is Lifestyle coaching, this is a free confidential service, they offer to their employees who are able to meet with the lifestyle coach when the feel they need a little help and support in their life. Moneysupermarket also offer employees 10 minute massages each month to help them distress.
Moneysupermarket.com encourage all teams to arrange team building events throughout the year. This year their marketing team (130 employees) took a day out for team building. Part of the day involved project updates and for the remainder of the day the team were able to enjoy dancing at a Salsa bar. Other team building events have included Go Ape and Go Karting.
Moneysupermarket.com encourage all teams to arrange team building events throughout the year. This year their marketing team (130 employees) took a day out for team building. Part of the day involved project updates and for the remainder of the day the team were able to enjoy dancing at a Salsa bar. Other team building events have included Go Ape and Go Karting.
When you consider that the stereotypical CEO of a fast growing, ambitious tech company are often aloof and sometimes downright scary, Peter Bauer strikes a very different note at Mimecast. Although the company now employs more than 500 employees globally, 253 staff in the UK and growing, Peter will know each staff member by name. Peter, together with his co-founder Neil Murray, continue to represent the DNA of the company, despite its rapid growth, and that creates a sense of togetherness and 'team' that makes the company feel small. Peter has a strong sense of personal responsibility for the future of both the company and the people he has hired to work in it. He is incredibly driven, works tirelessly, and expects the same commitment from Mimecast staff. It's not a place for a quiet life, but Peter has created an exciting, vibrant workplace where each employee feels they have a role to play in the company's future.
When you consider that the stereotypical CEO of a fast growing, ambitious tech company are often aloof and sometimes downright scary, Peter Bauer strikes a very different note at Mimecast. Although the company now employs more than 500 employees globally, 253 staff in the UK and growing, Peter will know each staff member by name. Peter, together with his co-founder Neil Murray, continue to represent the DNA of the company, despite its rapid growth, and that creates a sense of togetherness and 'team' that makes the company feel small. Peter has a strong sense of personal responsibility for the future of both the company and the people he has hired to work in it. He is incredibly driven, works tirelessly, and expects the same commitment from Mimecast staff. It's not a place for a quiet life, but Peter has created an exciting, vibrant workplace where each employee feels they have a role to play in the company's future.
The Mimecast Eagles Club is an annual employee incentive program to reward Mimecasters who hit 105% of their annual sales quota. Thirty employees (and a guest) are invited to attend a three day learning and adventure experience held at a world class resort with their partners. They have annual bonus schemes and share option schemes to facilitate having variable pay and reward available for everyone. Mimecast reward milestones and behaviour in real time not just the result at the end of the year. We publicly recognise achievements in company communications so as to celebrate and perpetuate success. They have the facility for staff to openly “Recognise a Mimecaster” on their company intranet which gives employees the opportunity to give praise to their colleagues by awarding “badges” of recognition on their intranet profile. Mimecast hold regular social events for staff both formal and informal. Mimecast hosts a Summer Fun Day for all staff and their families, this year everyone attended a fun day at Chessington World of Adventures. Annual awards for outstanding achievements are aligned to their values and principles presented by Exec team to employees at the End of Year function in December.
Memex Technology Ltd believe that employees with good work-life balance are happier and healthier employees which is critical to the Company achieving its goals. In demonstrating their commitment to health and wellbeing they offer benefits that proactively encourage health and wellbeing, these are: £500 lifestyle benefit, which can be spent on enhancing any of the default benefits on offer or purchasing other benefits such as gym membership or dental cover. Should employees become unwell, they offer a free Employee Assistance Programme, which includes six free counselling sessions per year, free private medical insurance for employees with subsidised rates for dependant and family cover, life insurance, income protection and a 2nd medical opinion service through Best Doctors.
Memex Technology Ltd believe that employees with good work-life balance are happier and healthier employees which is critical to the Company achieving its goals. In demonstrating their commitment to health and wellbeing they offer benefits that proactively encourage health and wellbeing, these are: £500 lifestyle benefit, which can be spent on enhancing any of the default benefits on offer or purchasing other benefits such as gym membership or dental cover. Should employees become unwell, they offer a free Employee Assistance Programme, which includes six free counselling sessions per year, free private medical insurance for employees with subsidised rates for dependant and family cover, life insurance, income protection and a 2nd medical opinion service through Best Doctors.
Memex Technology Ltd believe that employees with good work-life balance are happier and healthier employees which is critical to the Company achieving its goals. In demonstrating their commitment to health and wellbeing they offer benefits that proactively encourage health and wellbeing, these are: £500 lifestyle benefit, which can be spent on enhancing any of the default benefits on offer or purchasing other benefits such as gym membership or dental cover. Should employees become unwell, they offer a free Employee Assistance Programme, which includes six free counselling sessions per year, free private medical insurance for employees with subsidised rates for dependant and family cover, life insurance, income protection and a 2nd medical opinion service through Best Doctors.
Marlin Financial offer flu vaccinations and occupational health support.
Marlin Financial offer flu vaccinations and occupational health support.
Marlin Financial offer flu vaccinations and occupational health support.
At Magenta Living their unique, partnership approach brings positive benefits to the local and wider community as well as securing value for money. Through partnerships they are able to offer an extensive programme of resident training and capacity building, all of which is free to participants. Local organisations such as Wirral Met College, Lifelong Learning and Union learn work with them to provide training in a wide range of topics from dressmaking to computing to key skills such as english and maths. They are able to provide accredited training at their community properties which leads to qualifications assisting residents to become more able to access employment as well as building skills confidence and self worth. Accessing employment opportunities is important within the challenging environment many of their residents face. Their innovative partnership with Job Centre Plus through their Wow (Working on Wirral|) project sites an employment skills advisor within their team, again at no cost to residents accessing the service. Four residents have found jobs within the first month of this exciting pilot project. Their partnership with Partners Credit Union (also sited within their building) has enabled them to set up their Digital Deal scheme where they offer cheap, recycled computer equipment to residents with the option to access affordable credit. This is accomplished by budgeting training and IT qualifications to combat digital exclusion. Partnerships with social enterprises address local issues, put money into the local economy and assist in employing local people. They support a range of social enterprises including 14-19 Wirral which specialises in youth consultation. A member of Magenta Living's staff sits on its board.
At Magenta Living their unique, partnership approach brings positive benefits to the local and wider community as well as securing value for money. Through partnerships they are able to offer an extensive programme of resident training and capacity building, all of which is free to participants. Local organisations such as Wirral Met College, Lifelong Learning and Union learn work with them to provide training in a wide range of topics from dressmaking to computing to key skills such as english and maths. They are able to provide accredited training at their community properties which leads to qualifications assisting residents to become more able to access employment as well as building skills confidence and self worth. Accessing employment opportunities is important within the challenging environment many of their residents face. Their innovative partnership with Job Centre Plus through their Wow (Working on Wirral|) project sites an employment skills advisor within their team, again at no cost to residents accessing the service. Four residents have found jobs within the first month of this exciting pilot project. Their partnership with Partners Credit Union (also sited within their building) has enabled them to set up their Digital Deal scheme where they offer cheap, recycled computer equipment to residents with the option to access affordable credit. This is accomplished by budgeting training and IT qualifications to combat digital exclusion. Partnerships with social enterprises address local issues, put money into the local economy and assist in employing local people. They support a range of social enterprises including 14-19 Wirral which specialises in youth consultation. A member of Magenta Living's staff sits on its board.
Following Magenta Living's move to new premises, Partnership Building, launched `Magenta Living Team Challenge' with the emphasis on `how to make Magenta Living a better place to work' and the guidance that ideas have to benefit everyone. Each team were asked to come up with an idea that will make Magenta Living a better place to work and were given up to £1000 to make the idea a reality. It was also committed that if the winning idea was specific to Partnership Building, then £1000 was also available to purchase the same item for the new Building Services depot. Ideas were generated through discussion at team meetings and then put to a staff vote. There was a wide range of suggestions including installing a telescope in the staff area (The Observatory), to social events on a Friday, gym equipment and a pool table. The idea was effective as it brought teams together as the `Challenge' was discussed at Team Meetings and it generated team work, sharing of ideas and also created some fun and a `buzz' within the teams. Ultimately staff had ownership of the whole process from identifying the ideas to voting on the winner and helping to implement it.
Key Travel offer a very comprehensive Employee Assistance Programme which is highly confidential and enables employees to discuss health, financial, personal and family matters. They have also appointed an external occupational health partner who works with them to ensure anyone who is struggling in their role for health reasons is fully and appropriately supported. Finally they have partnered with a DSE assessment organisation to ensure that these assessments are undertaken by experts rather than them in house.
Key Travel have a charities policy which allows employees to ask for time off to volunteer, be that their own time which we will then match or work time. They also match funds raised by the employee for a charity. There is no upper cap but their charities policy requires employees to seek authorisation for time off and fund matching before an event to enable them to ensure any potential monies to be matched are within their budgets and each case is considered on its own merits. No case has been declined to date.
Managers hold regular discussions with their team members regarding their day to day roles, how they would like to develop in their roles or in other areas of the business, and their future aspirations overall. These discussions are held also as part of the regular one to one meetings with employees and in a more structured way as part of the appraisals system. Managers are generally very caring and considerate of their employee's needs and endeavour to support them in any way they can. Managers will also discuss career development opportunities as project plans arise and will look for volunteers to join projects who wish to develop their skills in that area of the business.
The organisation created the IHG Academy - a public:private partnership model, helping local people develop their skills and take a first step into employment. One model is sector based work academy that is delivered in partnership with JobCentrePlus and targeted towards those not in education, employment or training. The model includes a City & Guilds qualification, work experience in their hotels and an interview with the opportunity to secure employment and continued development. During 2013, 27% attendees of an IHG Academy have 'graduated' into employment in our hotels. The IHG Academy won business in the community work inspiration award for work on the academy programme across the UK&I, specifically in Leeds, for the excellent work the academy programme does in the local communities, providing learning and job opportunities. Graduates follow a robust training programme to develop their careers which is aligned to nationally recognised qualifications. Hence, the IHG Apprenticeship programme started where employees can gain an NVQ level 2 and be assessed by their line manager whilst completing daily tasks. IHG's apprenticeship scheme has been recognised at the National Apprenticeship Awards 2013. The company achieved ‘highly commended' in the ‘new employer' category for the Thames Valley Region because of their commitment to offering new apprentices and excellent career opportunities, with over 100 places offered to date. A video of candidate success stories has been produced to promote this initiative.
The organisation created the IHG Academy - a public:private partnership model, helping local people develop their skills and take a first step into employment. One model is sector based work academy that is delivered in partnership with JobCentrePlus and targeted towards those not in education, employment or training. The model includes a City & Guilds qualification, work experience in their hotels and an interview with the opportunity to secure employment and continued development. During 2013, 27% attendees of an IHG Academy have 'graduated' into employment in our hotels. The IHG Academy won business in the community work inspiration award for work on the academy programme across the UK&I, specifically in Leeds, for the excellent work the academy programme does in the local communities, providing learning and job opportunities. Graduates follow a robust training programme to develop their careers which is aligned to nationally recognised qualifications. Hence, the IHG Apprenticeship programme started where employees can gain an NVQ level 2 and be assessed by their line manager whilst completing daily tasks. IHG's apprenticeship scheme has been recognised at the National Apprenticeship Awards 2013. The company achieved ‘highly commended' in the ‘new employer' category for the Thames Valley Region because of their commitment to offering new apprentices and excellent career opportunities, with over 100 places offered to date. A video of candidate success stories has been produced to promote this initiative.
On 22nd February 2013 IHG held their annual recognition awards ceremony for the hotel employees in the UK and Ireland managed estate. This was held at the prestigious Intercontinental Hotel, Park Lane and everything possible was done to ensure that our nominated employees had an evening to remember, from offering assistance with outfits, providing travel to the venue, a drinks reception followed by a gala dinner, to the awards ceremony followed by dancing to the small hours and then transport back to their pre-arranged accommodation for a well-earned rest. A variety of awards were up for grabs, including ‘engagement hotel of the year', ‘aim higher' and ‘employee of the year'. Those employees nominated to attend were chosen by their managers and colleagues, most having been an ‘employee of the month' on one or more occasion previously. The perfect end to a fantastic celebration was the delivery of an OK style magazine to all employees who attended the awards which was slipped under their door ready for the next morning, giving everyone plenty to talk about over breakfast! The build up to this event runs throughout the whole year, and really backs all of their recognition programmes, as everyone wants an invite to the annual awards night. The momentum that the awards drive through the hotels is amazing and they ensure it remains on the agenda across all properties each month.
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