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.
Add People have various social events throughout the year. One memorable event was in November 2011 a team went Paint Balling. Ideas for the various social events are fed back via consultation with the employee reps committee. It was extremely enjoyable as most of the group had never taken part in paint balling previously, and again working in two teams which were mixed from all the different business areas, it allowed individuals to put a name to a face and get to know others from other departments, which ultimately breaks down barriers and aids communication within the business.
Add People have various social events throughout the year. One memorable event was in November 2011 a team went Paint Balling. Ideas for the various social events are fed back via consultation with the employee reps committee. It was extremely enjoyable as most of the group had never taken part in paint balling previously, and again working in two teams which were mixed from all the different business areas, it allowed individuals to put a name to a face and get to know others from other departments, which ultimately breaks down barriers and aids communication within the business.
Add People now have HR in place through various initiatives and they are now improving their employee wellbeing. Intiatives e.g. fruit trial to encourage staff to eat more fruit. Money donated for the fruit was given to the nominated charity CAFT. Offering advice on giving up smoking, communications,, Cycle To Work Scheme, enhanced company Sick Pay Policy.
At ACPO Criminal Records Office, when staff return after a long period of sickness, they refer them to Occupational Health. For any staff who disclose they have problems at home that may impact their work, the organisation offers them the assistance of the Employee Support Line. Where necessary, they also make reasonable adjustments to enable them to work effectively.
At ACPO Criminal Records Office, when staff return after a long period of sickness, they refer them to Occupational Health. For any staff who disclose they have problems at home that may impact their work, the organisation offers them the assistance of the Employee Support Line. Where necessary, they also make reasonable adjustments to enable them to work effectively.
The organisation allows all employees to take 2 days per annum to volunteer for local community projects. ACPO has assisted the local school with their reading and core skills programme, they have cleared areas of scrubland and have worked in nature reserves and planted trees. This is an extremely valuable experience for staff and ensures that the organisation gives back to their local community.
Acclaim Housing Group state that due to the dispersed nature of their workforce, often social events are combined with work events. Last year during the Olympics, a number of sport themed events were held, one example being a Family Fun Day in Harborough and Lutterworth. Members of the team took part in traditional sports day activities such as family tug of war, football and sack races. Colleagues really enjoyed spending time together and as this event was combined with a customer event, they valued the opportunity to meet and talk with customers. The organisation's customer services team, who often are at the end of the phone but don't meet customers face to face, really found the experience to be valuable.
Acclaim Housing Group state that due to the dispersed nature of their workforce, often social events are combined with work events. Last year during the Olympics, a number of sport themed events were held, one example being a Family Fun Day in Harborough and Lutterworth. Members of the team took part in traditional sports day activities such as family tug of war, football and sack races. Colleagues really enjoyed spending time together and as this event was combined with a customer event, they valued the opportunity to meet and talk with customers. The organisation's customer services team, who often are at the end of the phone but don't meet customers face to face, really found the experience to be valuable.
Acclaim Housing Group state that due to the dispersed nature of their workforce, often social events are combined with work events. Last year during the Olympics, a number of sport themed events were held, one example being a Family Fun Day in Harborough and Lutterworth. Members of the team took part in traditional sports day activities such as family tug of war, football and sack races. Colleagues really enjoyed spending time together and as this event was combined with a customer event, they valued the opportunity to meet and talk with customers. The organisation's customer services team, who often are at the end of the phone but don't meet customers face to face, really found the experience to be valuable.
Manager's main way of monitoring a job well done is through the clients being happy and having good support plans and risk assessments in place. Managers will then recognise this by praising staff, giving recognition at team meetings, through the Talent Reviews and by nominating staff for staff excellence awards. Managers take people's needs and desires into consideration when setting up rotas. For example, if possible they don't roster people on duty on nights they may have regular social activities or ask team members to swap shifts in order to be as accommodating as possible. Managers ensure that staff abide by the Code of Conduct and lay down what is expected in specific services at team meetings and through supervision. They ensure staff understand how they impact on the bigger picture at the Talent Review, where their objectives link to the organisational business plan and their Key Performance Indicators link to the organisational ones.
Sally Hutfield, Director of Operations, was invited to do a 'back to the floor' shift in one of their Direct Access Hostels. Although Sally has 'worked her way up' through the ranks, it's been some time since she's done a night shift as a support worker. When she was invited to 'give it a go' however, she jumped at the chance, booked herself in and rolled up her sleeves. In the end it proved to be a challenging night but a valuable one. Working with vulnerable young people at night in a homeless hostel presents any number of stories and scenarios but Sally rose to the occasion and used the chance to link in with staff there to hear what their issues were, ideas they had and to talk about how things were going or what the wider organisation was doing. Sally keeps a blog on the staff intranet and used the opportunity to write about what she'd been up to. It was brilliantly received and people loved the fact that people 'at the top' were prepared to roll up their sleeves and 'give it a go'. It showed that the senior managers were far from out of touch, knew what challenges were being faced by support staff and still had the skills and understanding to do the shop floor work. It had quite a significant impact on staff as they were able to read about and comment on Sally's experiences.
This year, they have invested hugely in introducing e-learning across the organisation. 15 packages have been launched since May 2011 and since then, 898 modules have been passed. Feedback has been complimentary and positive and has allowed for a more flexible approach to learning allowing a dispersed and busy workforce to access specialist training at a time and place that suits them. This has had the advantage of reducing their costs whilst ensuring staff are engaged and motivated as well as being 'up to date' on training. The content of these packages are very interactive, fun and informative. An example of the difference this makes is that one service even has a learning competition which sees staff competing for the best scores and most modules successfully completed. This has really seen a transformation where staff see learning as a fun and essential part of their role.
The staff Winter Celebration Event is held each year in December which combines the Trust's staff awards and a Christmas party. 250 employees attend the event which is a mixture of information about the Trust, a celebration of the year and the awarding of staff awards. Staff take part in organising the event and some staff take part in the event such as singing and games. All staff who attend receive free transport to and from the event, vouchers for drinks, a meal and a day off.
The provision of a Quiet Room has helped the wellbeing of employees. This is now provided in the Headquarters and the Greenwood Road Centre which contains 90% of the employees. This environment provides a tranquil space for staff to use anytime during their work time to reflect or have some time away from any stressful situations. The Trust has also provided excellent rest facilities for staff which provides free drinks and a place away from desks where they can eat in pleasant surroundings. The Trust has also introduced a no eating lunch at desk policy. This is to encourage staff to take a break away from their work to refuel and re-energise ready for work in the afternoon. The Trust also provides an employee assistance programme and talks on health subjects throughout the year.
The Trust has launched the Willow Futures Academy which provides training and work opportunities for local school leavers and unemployed people. This was set up in response to the withdrawal of the Future Job Funds programme and an organisational need for succession planning especially within the Property Services Department. The academy provides trainee ships, apprenticeships and work opportunities. The Trust with its partners Parkway Green Housing Trust and Job Centre plus provides opportunities for unemployed local people to increase their skills and experience, offer entry to a talent pool whereby they can apply for the work opportunities and placements within the organisation. The Trust has funded this by savings elsewhere in the organisation.
A key message from Jack, the Managing Director shortly follows the fortnightly Senior Management Team meetings to share with employee discussions and decisions made. This promotes transparency and the cascade of important information throughout the Council. He demonstrates through his actions how he wishes to be fairly treated alongside all employees; for example, when the Council tightened up entitlements to payments of car allowances for budget pressures, he relinquished his entitlement to an essential user car allowance and also wrote to the Leader of the Council indicating that because of the economic climate he will not accept any increase in salary for the next 2 years and that, even then, any increase would be subject to the Council achieving its programmed savings for the next 2 financial years.
A key message from Jack, the Managing Director shortly follows the fortnightly Senior Management Team meetings to share with employee discussions and decisions made. This promotes transparency and the cascade of important information throughout the Council. He demonstrates through his actions how he wishes to be fairly treated alongside all employees; for example, when the Council tightened up entitlements to payments of car allowances for budget pressures, he relinquished his entitlement to an essential user car allowance and also wrote to the Leader of the Council indicating that because of the economic climate he will not accept any increase in salary for the next 2 years and that, even then, any increase would be subject to the Council achieving its programmed savings for the next 2 financial years.
A key message from Jack, the Managing Director shortly follows the fortnightly Senior Management Team meetings to share with employee discussions and decisions made. This promotes transparency and the cascade of important information throughout the Council. He demonstrates through his actions how he wishes to be fairly treated alongside all employees; for example, when the Council tightened up entitlements to payments of car allowances for budget pressures, he relinquished his entitlement to an essential user car allowance and also wrote to the Leader of the Council indicating that because of the economic climate he will not accept any increase in salary for the next 2 years and that, even then, any increase would be subject to the Council achieving its programmed savings for the next 2 financial years.
In addition, RCHL internal trainers make arrangements to customise workshops for individual staff teams and groups to best reflect their needs. Staff may also identify specific external courses that meet a particular need and arrangements are made for individuals to attend for example, National Assistive Technology/Telecare training, Developing Outcome monitoring. They are currently piloting a number of e-learning programmes focusing on core mandatory training, to ensure staff are regularly updated, for example Fire safety, Food Hygiene, Manual Handling Staff that wish to undertake an NVQ qualification in Care must have completed all the relevant induction and developmental training before they will be considered to undertake an NVQ with RCHL. The delivery of NVQs to staff is subject to funds received from the external providers. However, funding the Leadership & Management in Care (LMC) (formerly known as the Registered Managers Award) and NVQ4 in Care will be a priority for the organisation. RCHL also supports and funds the Learning Disability Qualification accredited via the Open College Network, the Leadership in Management and NVQ4 in Care qualifications. For staff who already hold an NVQ Level 2 in Care and wish to progress onto the Level 3. This will be subject to the scheme manager's approval in line with the service development plan. All successful applicants will be given support and guidance for attainment of their care qualification from their approved LSC training provider. Senior Management Team continue to source funding opportunities, with the support of external providers and are committed to staff gaining an appropriate qualification that will meet the organisation's core values and CQC requirements. RCHL are also a recognised training Centre with the Open College Network and have reached the highest standards enabling reassessment to be every two years.
In addition, RCHL internal trainers make arrangements to customise workshops for individual staff teams and groups to best reflect their needs. Staff may also identify specific external courses that meet a particular need and arrangements are made for individuals to attend for example, National Assistive Technology/Telecare training, Developing Outcome monitoring. They are currently piloting a number of e-learning programmes focusing on core mandatory training, to ensure staff are regularly updated, for example Fire safety, Food Hygiene, Manual Handling Staff that wish to undertake an NVQ qualification in Care must have completed all the relevant induction and developmental training before they will be considered to undertake an NVQ with RCHL. The delivery of NVQs to staff is subject to funds received from the external providers. However, funding the Leadership & Management in Care (LMC) (formerly known as the Registered Managers Award) and NVQ4 in Care will be a priority for the organisation. RCHL also supports and funds the Learning Disability Qualification accredited via the Open College Network, the Leadership in Management and NVQ4 in Care qualifications. For staff who already hold an NVQ Level 2 in Care and wish to progress onto the Level 3. This will be subject to the scheme manager's approval in line with the service development plan. All successful applicants will be given support and guidance for attainment of their care qualification from their approved LSC training provider. Senior Management Team continue to source funding opportunities, with the support of external providers and are committed to staff gaining an appropriate qualification that will meet the organisation's core values and CQC requirements. RCHL are also a recognised training Centre with the Open College Network and have reached the highest standards enabling reassessment to be every two years.
In addition, RCHL internal trainers make arrangements to customise workshops for individual staff teams and groups to best reflect their needs. Staff may also identify specific external courses that meet a particular need and arrangements are made for individuals to attend for example, National Assistive Technology/Telecare training, Developing Outcome monitoring. They are currently piloting a number of e-learning programmes focusing on core mandatory training, to ensure staff are regularly updated, for example Fire safety, Food Hygiene, Manual Handling Staff that wish to undertake an NVQ qualification in Care must have completed all the relevant induction and developmental training before they will be considered to undertake an NVQ with RCHL. The delivery of NVQs to staff is subject to funds received from the external providers. However, funding the Leadership & Management in Care (LMC) (formerly known as the Registered Managers Award) and NVQ4 in Care will be a priority for the organisation. RCHL also supports and funds the Learning Disability Qualification accredited via the Open College Network, the Leadership in Management and NVQ4 in Care qualifications. For staff who already hold an NVQ Level 2 in Care and wish to progress onto the Level 3. This will be subject to the scheme manager's approval in line with the service development plan. All successful applicants will be given support and guidance for attainment of their care qualification from their approved LSC training provider. Senior Management Team continue to source funding opportunities, with the support of external providers and are committed to staff gaining an appropriate qualification that will meet the organisation's core values and CQC requirements. RCHL are also a recognised training Centre with the Open College Network and have reached the highest standards enabling reassessment to be every two years.
We held a staff BBQ on 9th September 2011 that all staff, family and friends were invited to attend. Locally sourced food proved a hit with many coming back for extra helpings. Games and other fun actives were arranged proving for a very enjoyable evening.
We have implemented a move from Nationally to Locally agreed terms and conditions. Giving us more flexibility to agree pay awards and shape our own benefits and T&Cs. We are also implementing a contribution pay scheme giving employees the benefit of having good performance rewarded. We held a very extensive consultaiton process to get our message across to employees, resulting in all our staff except one agreeing to accept our proposals.
We held a staff BBQ on 9th September 2011 that all staff, family and friends were invited to attend. Locally sourced food proved a hit with many coming back for extra helpings. Games and other fun actives were arranged proving for a very enjoyable evening.
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