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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.
The organisation runs a process: "SKIPs". The principle is that employees skip their line manager and provide feedback on the business to the next level up. This process was undertaken by the board of directors and every member of the organisation met with a director where they were asked for feedback related to its vision.
The organisation runs a Living Leader programme. It also provides bespoke training tailored to individuals, such as professional finance qualifications and technical training. One leader at Excalibur Communications is on an external leadership programme and the People Director is training in executive coaching.
Excalibur Communications has a charity committee called "Excalibears" who drive its charity fundraising, donations, and volunteering activity. The organisation recently participated in some grounds maintenance at a local hedgehog sanctuary. The organisation also matches any contributions made via the payroll on a monthly basis.
Everyone gets two volunteering days a year, working together as a team or individually, for a local cause close to their hearts. And there's always something to do socially, whether its staff netball sessions to build social connections or lunchtime celebrations for sporting events or festivals such as Eid.
Regular learning sessions and opportunities to share successes, including a post-probation period celebration event, connect new recruits with their fellow new starters. There's also a new employee onboarding hub and a checklist managers can customise to ensure they have the right information and can meet the right people to set them up for success.
Mentoring schemes are big at England Netball. Employees can develop their leadership skills as mentors or mentees for underrepresented groups across the sporting sector. And a second scheme pairs mentors with mentees to support specific development goals to help them take the next step in their careers.
The organisation provides many opportunities for teams to come tother in both a working environment and a more social setting. Team calls and online company activities provide the opportunity for teams to align on goals, and charity events and team lunch’s provide the chance for team building and the strengthening of employee relationships.
The Leadership Team are transparent in their messaging and regularly communicate the company's performance, challenges, and good news stories, ensuring that everyone is well informed about what's happening. Employees who consistently embody the company values are acknowledged and rewarded. This can include awards, bonuses, or a well done shout out at the Monthly Team Meeting.
Crimson has developed a CPD Pathway for its employees that helps to identify and develop the skills and competencies that are required for their current role, or one that they are aspiring to move into. Some of the training resources that are available to employees include podcasts, articles, and online courses.
Quiet rooms as a safe space for prayer, meditation and reflection are a feature of many Burns & MacDonnell offices – part of creating a diverse and inclusive environment where “people feel comfortable speaking up and living authentically as themselves.” Monthly wellbeing sessions include breakfasts, toolkit talks, and experience sharing.
Through the MacCulture Recognition programme, employees who demonstrate the company’s values accumulate points to exchange for prizes. There are also one and five-year service awards where employees can choose from exclusive brand merchandise. And staff get a special award package for milestone anniversaries, starting from 10 years.
The manager mentor programme matches those new to management with seasoned managers with similar interests or work-life situations. It provides advice and guidance and gives new managers somebody to bounce ideas off and learn from. It also supports relationship-building with other managers throughout the company.
Bringing teams together is a big part of the Quint Group ethos. Two annual company-wide events bringing everyone together are the summer BBQ and the Christmas Party. In addition to this, the organisation also hosts smaller inter-team events such as pool and table tennis competitions, a fantasy football league, a Mario Kart competition, and more.
Quint Group’s overall strategy and objectives are clearly communicated to everyone during the annual group-wide strategy update. This is further broken down from group to team and individual objectives, and OKRs are then created. These OKRs are regularly reviewed and reinforced during weekly and monthly meetings, stand-ups and performance appraisals.
Quint Group has created a Compensation Committee that is responsible for ensuring pay and reward equity across the organisation. Every year, the organisation goes through a robust salary benchmarking exercise using external and internal data to ensure that its salaries are competitive, and in line with the market and the organisation’s reward and compensation philosophy.
All staff are encouraged to stay in touch with each other as much as possible though Teams calls, regular team catch up meetings, and coffee meetings. Each team has a budget they can use to come together and participate in non-work related activities of their choice. There is also coffee mornings for those learning Welsh!
To combat the cost of living crisis, the Board at Keep Wales Tidy quickly approved 4%+ pay increase across all employees, as well as an additional one-off payment to all staff. The organisation has also undertaken a salary benchmarking survey to ensure that all employee salaries remain competitive in the market.
Senior leaders commit to the values of "Bold, Responsible, Passionate, Inspiring and Together" and collaborate to ensure they are involved in, and aware of, the day-to-day running of the charity. They also work alongside team members to make sure deadlines are met. An open-door policy means they embrace honest conversations with staff.
One way Cornelius has brought its teams together is through its giving fund (charity committee) and wellbeing events. One event held by the giving fund was Meat Free May, where everyone brought in a vegetarian meal for the team. This helped build strong working relationships.
The senior management team lives the company’s values of We Lead, We Care, We Deliver in order to drive the organisation forward together. The senior managers also ensure that all their actions reflect the values, through the complete employee lifecycle, leading effectively, and delivering the results needed to drive the business forward.
Cornelius utilises both monetary and non-monetary efforts to reward its employees uniquely and effectively. An example of this is its yearly appraisal scheme, which is used to give employees objectives and to add check-in points throughout the year. The appraisal scheme also links to the annual bonus, which financially rewards staff for their achievements.
During induction with Burger & Lobster, new starters across different restaurants collaborate and work together as part of their onboarding. The organisation has designated training locations which may be different from the employee's working location, which in turn provides an opportunity for employees from different sites to interact and engage with each other.
Burger & Lobster has made strides to communicate the vision, purpose mission and strategy across the business. This has been implemented at all stages of the employee lifecycle beginning at onboarding with the company handbook, Cracking the Code. All employees also attend the company induction which covers all things Burger & Lobster in detail.
The organisation promotes the development and growth of its employees. 100% of its Head Chefs, 70% of its GMs and 50% of its Assistant Managers are internally promoted. It has in place a talent review programme where all employees have one-to-one meetings with their line managers to discuss their professional development goals.
The company uses a platform called Fourth as a way to communicate rota and employees can check their payslips and other relevant information. It uploads any new benefits, policies and procedures, and communicates good news stories and general updates. Fourth has been used for less than a year but has been well received.
‘Time doesn’t stand still and neither do we’. This is why Rudding Park Hotels approaches talent with an emphasis on ROI - Return on Individuals. People are the key ingredient to the company; people collaborate to create timeless memories, empathise with those around them, and trust others to do what they say will do.
Rudding Park takes its social responsibility seriously and is keen to support the local community. Spa therapists undertake qualifications with the NHS Natural Health School in cancer care and work closely with The Sir Robert Ogden Centre in Harrogate, providing voluntary complementary therapies and make-up lessons to patients living with and beyond cancer treatments.
Seed introduced a 'buddy system', where every month employees would be buddied up with a colleague and have 20/30-minute weekly calls where they could catch up about anything non-work related. It introduced this as a way of imitating the 'water-cooler chats' that would happen in the office.
One of its recent employee engagement surveys identified how Seed should support the team with progression; the organisation created a clear development guide which gave staff a clear view of how to develop. The structure gave focus on development in the areas employees wanted without being restricted by a single job title.
Community work is something that is very important to Seed and as such, there are many ways in which it gives back. It currently donates monthly to several charities such as Great Ormand Street Hospital and Forest Carbon. It also has a dedicated charity committee that arranges regular charity events for the team to attend.
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