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.
Slack is the agency's heartbeat, with team members interacting on projects and industry developments to 'rate my plate' lunch sharing and parenting support. The office hosts' Crowded House' every Thursday to encourage social catch-ups, winter and summer company parties, and three work showcases a year to inspire and celebrate jobs well done.
Employees benefit from two bonus schemes. 'Made Born Bigger' is a performance-based annual cash bonus set against revenue goals, and 'Made Born Better' offers top-performing employees, voted for by the team, the chance to choose from a prize list including vouchers, new trainers, hotel stays and extra holidays.
Employees get time every week, month and six months to discuss their development. There's a clear progression framework so everyone can see the opportunities available and what they need to do to succeed. All staff have a learning and development budget and access to a learning library. There're also regular events on wellbeing and diversity.
The agency's monthly 'No Rest for the Liquid' company-wide meeting supports its 'integrated and collaborative working environment." Senior team members give business updates, and working groups lead interactive presentations to offer insight into their work and job roles. And there's a weekly newsletter celebrating birthdays, promotions, and what teams have achieved for clients.
Liquid has run a successful virtual work experience course for students interested in a career in public relations, highlighting the exciting work it does for its clients to attract potential new employees. It's also inviting students back into the office to get an all-around agency experience.
Liquid "strives to create a lasting, positive impact on communities." It helps local causes through donations and pro bono work and is currently supporting 17 local projects. Over the last four years, it's donated more than £400,000 to organisations such as Whitley Fund for Nature, the Cyrille Regis Legacy Trust and Acorns Children's Hospice.
Personal Development is a huge part of life at G3, with all employees encouraged to learn and develop both new and existing skills through a hands-on training programme. This aims to develop the next generation of G3 employees, whether straight out of high school, recent graduates or current employees looking to progress within their roles.
Colleagues can look forward to quarterly team events, as well as half-year 'all expenses paid' parties and regular Friday feasts. On the last Friday of each month, one team is given the chance to choose an activity of their choice, whilst those seeking sport can join in on Tuesday's 5-a-side football matches followed by beers.
G3 works closely with the Prince of Wales Hospice in Pontefract, participating in a number of fundraising activities whilst also donating a portion of its profits to the charity too. Since 2019, the company has also worked with chosen charity partner, Martin House Children's Hospice, donating £1 for every car sold.
The organisation asked its teams to have some fun and make videos to show how proud they are of what they do and the impact they have on our customers experience. It had a huge response with videos parodying Bake Off, M&S adverts, ABBA, game shows, Johnny Cash, and fairy tales.
VIVID’s internal talent programme targets non-managers who have a desire to develop into management. It has a rigorous selection process involving online tests and an assessment centre. It also has a job mentoring and rotation feature in the programme as well as virtual delivery of management skills by our own trainers.
The senior management recognise and reward employees across VIVID for living the values. Monthly winners of its Values Awards are communicated at the Let’s Talk VIVID monthly events and receive ‘love to shop’ vouchers. It also details the behaviours that the organisation wants all levels of staff to demonstrate in order to live its values.
The organisation has a staff counselling service which is available to all Touchstone employees and volunteers. Staff can access up to 6 confidential sessions, paid for entirely by Touchstone. It also pays for counselling from a therapist of staff’s choice, including a male or female counsellor, BME or LGBTQ+ background.
The CEO is an ex-Touchstone service user with lived experience of mental health and is supported by a Senior Leadership Team who also have lived experience of mental health and neurodiversity conditions. The CEO produces videos for employees and attends team meetings highlighting his personal vision and experience aligning this to Touchstone’s mission and values.
The organisation organises at least two fun away days per year, with teams doing additional social days as well. In September 2023, it held an whole organisation away day at Herd Farm. The day allowed staff to take part in activities such as giant swings, archery, pottery, walks, face painting, and much more.
The outcomes of Leadership Team meetings are cascaded down to all levels of the organisation. Employees can voice their opinions openly through the employee consultation forum. St Michael’s Hospice’s CEO also regularly provides update videos to keep employees informed on all the latest organisation news.
The organisation provides a number of opportunities for managers to learn new skills and for prospective managers to learn what is takes to take that next step. St Michael’s Hospice supports manager apprenticeship, degrees, and offers in-house training, coaching, and mentoring.
St Michael’s Hospice offer to facilitate sessions for teams to explore effectiveness and team relationships. Furthermore, teams are provided with support given by the organisation’s Spiritual Care Team and by Mental Health First Aiders for clinical colleagues on site.
Sipsmith hosts deep dive workshops led by HR and their managers on their specific team results and with the leadership team to better understand the results and develop an action plan for what improvements could be implemented. The actions taken enabled each team to manage their own engagement improvement plan to their specific needs.
The organisation has a committee dedicated to creating fun for teams to energise and engage them. It organises a monthly drinks event at its own bar on site which is themed differently depending on events, as well as organising an annual team sports day and team awards such as "the values champion".
Everyone in the Sipsmith team sets an annual Sustainability KPI for themselves working with their manager to deliver tangible improvements on their commitment to craft a better future. This means Sipsmith’s teams are actively rewarded through its pay and bonus model for meeting its environmental goals.
With a recognition-led culture, as well as benefits and salary, Searchability has a range of incentives to reward its employees for their efforts. This ranges from commission, achievers meals, weekend trips away, legend of the month awards, and its most recent Be Sound award – these are all led by colleagues.
As part of its wellbeing programme, Searchability has a weekly boxercise class which has encouraged new connections between colleagues. It has continued to host First Friday events which brings the whole company together for social interaction. It also recently held a charity day that included fancy dress and a bake sale.
Searchability has recently installed eco-friendly lighting systems in its offices and continues to support recycling initiatives. Additionally, it has removed plastic cups from its offices and continuously supports plastic waste reduction, giving all employees access to glass or refillable bottles to prevent single-use plastic.
With access to Spill, employees have easy access to therapy. They can ask a therapist a question about their own wellbeing or how to support others, and they can also arrange one-off counselling sessions. Peak also has trained mental health first aiders and supports employees’ physical wellbeing through its Peak Fit Club.
‘Open’ is one of Peak’s core values. Every Friday, it has a company-wide standup. Peak ensures that these are in-person where possible and provides pastries or lunch as another reason to get together and socialise. The theme for each week is different and are more detailed if at the end of the month or quarter.
Values are core to Peak’s culture. In the last year, it has updated its Culture Manifesto. Innovation and entrepreneurial spirit drive the business to succeed. Employees are included in company initiatives and strategy as its leadership ensures the organisation remains an open and collaborative workplace.
Its holistic therapy service offers colleagues an opportunity for physical and mental wellbeing. All staff are supported and enabled to take time out within the week to access time for a range of therapies, which promote both physical and mental health agendas. Staff feedback from a short course of massages has been universally positive.
The organisation has introduced 'team in the spotlight' at its membership meetings. Open to all staff and community members, it encourages a deep-dive into a department and service to greater showcase and understand the work of the team along with challenges and good practice they have faced and developed.
As the company supports placements for healthcare professionals, an education and learning environment is evident across its services. Individual development requests are also encouraged. These are peer reviewed by managers, over 90% of personal study leave requests are supported immediately. In the last year, it has appointed two new roles of 'Professional Development' leads.
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