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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.
OlyINKpics - To celebrate the 2012 London Olympics, in early July the entire sales and commercial departments dedicated their mornings to worthwhile community organisations and charities of their choice. In the afternoon, everyone met in Regents Park and were divided into cross-departmental teams, where they competed in different athletic events -volleyball, relay, long jump, etc. The event was well-received and was an excellent opportunity for those who don't normally work together, to get to know one another better.
HappINKness - At the end of 2011, 121 of Ink's employees wrote about what made them happy in the “HappINKness” book. The book showed what a fun and creative business Ink had become. Dreams - Dreams has proven a successful way of finding out what inspires and motivates Ink's employees. Typagora12 - Typagora provided an open forum for the management team to speak openly about where Ink is and share their visions for where it is going in the next three years. From the breakout sessions, brainstorming and presenting, attendees were able to come up with ideas and solutions for challenges that the businesses faces and may face in the future.
HappINKness - At the end of 2011, 121 of Ink's employees wrote about what made them happy in the “HappINKness” book. The book showed what a fun and creative business Ink had become. Dreams - Dreams has proven a successful way of finding out what inspires and motivates Ink's employees. Typagora12 - Typagora provided an open forum for the management team to speak openly about where Ink is and share their visions for where it is going in the next three years. From the breakout sessions, brainstorming and presenting, attendees were able to come up with ideas and solutions for challenges that the businesses faces and may face in the future.
iD Experential's annual trip to Royal Ascot is one of the most eagerly awaited events of the year. In 2012 they hired their own area on the Silks Lawn. Their Christmas party was also a key event which had an 'Only Way is Essex' theme and a special guest appearance from Arg and Lydia, two of the TV shows cast who sang to the agency while they were having dinner . Everyone is already excited for this year's bash, although the theme and location are a closely guarded secret until nearer the time to ensure maximum impact for the agency! Every Friday afternoon iD's social committee iPARTY provides refreshments in the reception area so that the agency can finish the working week together.
iD Experential's annual trip to Royal Ascot is one of the most eagerly awaited events of the year. In 2012 they hired their own area on the Silks Lawn. Their Christmas party was also a key event which had an 'Only Way is Essex' theme and a special guest appearance from Arg and Lydia, two of the TV shows cast who sang to the agency while they were having dinner . Everyone is already excited for this year's bash, although the theme and location are a closely guarded secret until nearer the time to ensure maximum impact for the agency! Every Friday afternoon iD's social committee iPARTY provides refreshments in the reception area so that the agency can finish the working week together.
Managers review their team members consistently both through and at the end of projects as well as calendared appraisals and monitor performance and support required. Managers also have regular informal meetings with staff both in one to ones or teams in their relaxed office reception area. This fosters an inclusive and comfortable atmosphere in which to support departments on a regular basis. By splitting capabilities into Skills, Knowledge and Behaviours, the managers can focus support in the most focused area. They are aware team members have different needs and look at adapting their management style and level of support or input depending on each individual's needs.
In reality the company has three leaders, Stuart Becker (Managing Director), Russell Langridge (Sales & Marketing Director) & Dale Perry (Finance, IT & HR Director) as they are all equal shareholders in the holding company. HRG believe that by being "one of the workers", by always "having their doors open", by being one of the first in and one of the last out everyday, projects a level of commitment that the employees hopefully respect. The Leaders are always willing to listen to their senior management team or anybody else for that matter and over the years have made many decisions that eminated from beyond the Board. They firmly believe in leading by example, which may not be distinctive but they do feel they do it very well.
In reality the company has three leaders, Stuart Becker (Managing Director), Russell Langridge (Sales & Marketing Director) & Dale Perry (Finance, IT & HR Director) as they are all equal shareholders in the holding company. HRG believe that by being "one of the workers", by always "having their doors open", by being one of the first in and one of the last out everyday, projects a level of commitment that the employees hopefully respect. The Leaders are always willing to listen to their senior management team or anybody else for that matter and over the years have made many decisions that eminated from beyond the Board. They firmly believe in leading by example, which may not be distinctive but they do feel they do it very well.
In the last 12 months, 100% of staff would have had a pay rise, apart from those who had only just joined HRG. The last pay review was July 1st 2012.
A central feature of their CSR programme is designed to help their residents get off benefits and into work. To achieve this they introduced a Business Start-up training programme for residents who were keen to start their own business. The Course was designed to give residents the skills, confidence and the support to start their own business. The programme was run in partnership with the Aspire Foundation, a charity that works to unlock the potential of people who've often been written-off by society. It was funded as a Big Society Initiative by the Royal Borough of Windsor and Maidenhead (RBWM), as it was seen locally as something that would deliver lasting social impact for people who are currently relying on benefits. In June 2012, Fifteen unemployed residents graduated from the 12 week course with business plans in place to start their own business. At a Dragons Den style presentation, at their graduation ceremony, in partnership with the RBWM, the graduates were awarded grants and possible contracts totalling nearly £8,500 to help them get their businesses going. The money will be used to help buy essential equipment and pay for insurance and training. The range of businesses that will be created by the graduates includes a craft shop, dog walking business, ironing businesses, maths tutoring and photography. Plans are in place to run a second course in 2013. Residents have said that the Business Start-Up training has changed their lives.
A central feature of their CSR programme is designed to help their residents get off benefits and into work. To achieve this they introduced a Business Start-up training programme for residents who were keen to start their own business. The Course was designed to give residents the skills, confidence and the support to start their own business. The programme was run in partnership with the Aspire Foundation, a charity that works to unlock the potential of people who've often been written-off by society. It was funded as a Big Society Initiative by the Royal Borough of Windsor and Maidenhead (RBWM), as it was seen locally as something that would deliver lasting social impact for people who are currently relying on benefits. In June 2012, Fifteen unemployed residents graduated from the 12 week course with business plans in place to start their own business. At a Dragons Den style presentation, at their graduation ceremony, in partnership with the RBWM, the graduates were awarded grants and possible contracts totalling nearly £8,500 to help them get their businesses going. The money will be used to help buy essential equipment and pay for insurance and training. The range of businesses that will be created by the graduates includes a craft shop, dog walking business, ironing businesses, maths tutoring and photography. Plans are in place to run a second course in 2013. Residents have said that the Business Start-Up training has changed their lives.
In addition to the annual pay review in 2011 they replaced their Corporate Bonus with an individual recognition scheme. This is a scheme whereby individual excellent performance or excellent demonstration of company values is recognised by the line manager. Line Managers have access to a budget to reward staff members who have gone the extra mile, for example those who may have helped out another team, provided outstanding customer service or delivered above and beyond the expectations of their role. To say “thank you” the manager may give them a bottle of wine, bunch of flowers or something more specific.
The most memorable event was Hostelbookers' 8th Anniversary Party held in May this year. Each year they celebrate their anniversary with a big party and this year the company took their staff to a private 10 Pin Bowling suite which they hired for the afternoon. Hostelbookers organised teams for bowling and held mini competitions e.g. giant games, karaoke, travel quiz and a fancy dress photo booth. They then took everyone to a restaurant which they hired out for the evening. There was a champagne reception, 4 course meal, prize and speech ceremony and then dancing until early hours of the morning. The whole day including food and drinks was completely free to their staff.
The most memorable event was Hostelbookers' 8th Anniversary Party held in May this year. Each year they celebrate their anniversary with a big party and this year the company took their staff to a private 10 Pin Bowling suite which they hired for the afternoon. Hostelbookers organised teams for bowling and held mini competitions e.g. giant games, karaoke, travel quiz and a fancy dress photo booth. They then took everyone to a restaurant which they hired out for the evening. There was a champagne reception, 4 course meal, prize and speech ceremony and then dancing until early hours of the morning. The whole day including food and drinks was completely free to their staff.
Twice a month Hostelbookers offer half price chair massages and every other month, half priced reflexology massages. Every January they hold a "Wellbeing" month where they organise health checks, free gym trials, stop smoking sessions, lose weight sessions, pamper slots, discounted gym memberships, weekly well being tips, lunch time runs and exercise, weekly fruit bowls and extra massage sessions.
Hogarth runs an annual peer recognition scheme which involves employees nominating their peers who they feel have shown outstanding qualities in a number of categories including the Shooting Star Award for Most Inspirational Employee, North Star Award for Best Leadership Skills, Sirius Award for Brightest Star, Phoenix Award for Best Rising Star and Alpha Centauri Award for Unsung Hero. A huge amount of buzz is created across the company during the nomination rounds in the run up to the announcing of the winners at an awards ceremony held before the Christmas party each year. The ceremony is a celebration of employees contribution and the company recognising people who have gone over and above their roles over the previous 12 months as voted for by their peers. Prizes are awarded to the top three winners in each category with the winners receiving a weekend away for two as the first prize. It is an informal recognition scheme but is extremely popular with employees and creates a real buzz in the build up to announcing the winners. The Awards ceremony is followed by the Christmas party with lots of dancing and fun.
In 2012 Hogarth launched their internal training programme called ‘Bitesize' training. The ‘Bitesize' training programme involved employees from each department of the business getting together to identify the biggest training requirements in their teams and developing 30 minute training modules to help meet those requirements. The initial task was to develop an induction programme that gave an overview of each department and how they interact with each other through the workflow. To date, they have run 20 different training courses ranging from ‘MS Excel Training to ‘Computer Aided Translation' to ‘Media Formats Demystified'. Due to the phenomenal popularity of the ‘Bitesize' training modules both from employees who are keen to get involved in developing and presenting modules on their particular subject matter to those who are keen to attend, Hogarth have commenced Stage 2 of the project.
Hogarth runs an annual peer recognition scheme which involves employees nominating their peers who they feel have shown outstanding qualities in a number of categories including the Shooting Star Award for Most Inspirational Employee, North Star Award for Best Leadership Skills, Sirius Award for Brightest Star, Phoenix Award for Best Rising Star and Alpha Centauri Award for Unsung Hero. A huge amount of buzz is created across the company during the nomination rounds in the run up to the announcing of the winners at an awards ceremony held before the Christmas party each year. The ceremony is a celebration of employees contribution and the company recognising people who have gone over and above their roles over the previous 12 months as voted for by their peers. Prizes are awarded to the top three winners in each category with the winners receiving a weekend away for two as the first prize. It is an informal recognition scheme but is extremely popular with employees and creates a real buzz in the build up to announcing the winners. The Awards ceremony is followed by the Christmas party with lots of dancing and fun.
By leveraging the best thinking and learning programmes from across their organisation, Hilton seek to share knowledge with their Team Members to improve delivery efficiency, cost effectiveness, personal development and promote best practices. Hilton Worldwide University (HWU) allows them to bring together all of their learning and effectively share it across their enterprise. HWU has been identified by a separate and distinct icon, signifying learning across the company. Hilton deliver curriculum through five colleges, which have all been assigned an executive sponsor and work with a learning council to help develop the curriculum for their section. The five colleges collectively offer more than 2,500 courses that are delivered in a variety of ways including classroom training, e-learning, webinars, e-books, live and taped programmes such as “Leaders Teaching Leaders” and “Lunch and Learns,” articles, recommendations for on-the-job development experiences, social learning and apps.
By leveraging the best thinking and learning programmes from across their organisation, Hilton seek to share knowledge with their Team Members to improve delivery efficiency, cost effectiveness, personal development and promote best practices. Hilton Worldwide University (HWU) allows them to bring together all of their learning and effectively share it across their enterprise. HWU has been identified by a separate and distinct icon, signifying learning across the company. Hilton deliver curriculum through five colleges, which have all been assigned an executive sponsor and work with a learning council to help develop the curriculum for their section. The five colleges collectively offer more than 2,500 courses that are delivered in a variety of ways including classroom training, e-learning, webinars, e-books, live and taped programmes such as “Leaders Teaching Leaders” and “Lunch and Learns,” articles, recommendations for on-the-job development experiences, social learning and apps.
Hilton Worldwide sees the Wellbeing of all employees as important and encourages Healthy lifestyle. This is promoted through highlighting healthy options for physical activities as well as the healthy options both in nutritional and general health. Hilton's Living Well Gymnasiums and Spas are available to all employees and they have the opportunity to attain advice on personal training and nutritional guidelines and can be safely monitored. The company, also through all their community and charitable work, promote external activities and challenges that enhance individuals physical well being, for example their ‘Around the World in a day' annual charity event challenges employees to cover as much mileage as possible by walking, running, cycling, swimming, rowing etc. With the community and charity involvement this creates an incredibly fun and rewarding day for so many in their achievements whilst also raising money for charities worldwide.
Hermes Field Managers regularly need to interview potential self employed couriers to provide services for them. There are around 150 Field Managers, many of whom took the decision to conduct interviews in the homes of potential couriers. Through feedback from the employee focus groups and team meetings and risk assessments, there was a significant risk to lone working in this situation. The company introduced a policy for Field Managers to interview potential couriers in public places and giving them an allowance to buy a drink etc. Hermes' head office was relocated three years ago and was designed to give employees maximum comfort, from the ergonomically designed chairs and desks, to a subsidised restaurant. The depot network is also constantly being upgraded so that employees across the business have better working conditions. i.e. more space, parking, light, rest areas and meeting rooms.
Hermes Field Managers regularly need to interview potential self employed couriers to provide services for them. There are around 150 Field Managers, many of whom took the decision to conduct interviews in the homes of potential couriers. Through feedback from the employee focus groups and team meetings and risk assessments, there was a significant risk to lone working in this situation. The company introduced a policy for Field Managers to interview potential couriers in public places and giving them an allowance to buy a drink etc. Hermes' head office was relocated three years ago and was designed to give employees maximum comfort, from the ergonomically designed chairs and desks, to a subsidised restaurant. The depot network is also constantly being upgraded so that employees across the business have better working conditions. i.e. more space, parking, light, rest areas and meeting rooms.
Hermes offer a selection of bonus schemes and benefits for different grades. One particularly effective way is for their senior managers and middle managers. The company offer a flexible benefits package that allows them to purchase extra holiday/health insurance etc. Hermes also offer a range of bonus schemes that are very effective. The bonus schemes are designed to motivate employees to save costs as well as improve their service. The bonus is awarded upon achievement of targets and extra bonuses are paid for employees who have consistently performed well throughout the year but are not part of a bonus scheme. Hermes also have an employee recognition scheme called the Hermes Champion Awards. Gift vouchers are awarded to quarterly winners who have been nominated by their colleagues for demonstrating commitment to the business values.
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