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.
Each year, DLL pledge a number of volunteering hours to work with various initiatives in the local community. They also regularly donate to local food banks and hold events to teach students from nearby schools interview techniques and skills.
Managers are put through a two-part programme called “Learning to Lead”. This prepares them to lead through coaching and helps them understand their teams. The programme takes place over five days and includes 360-degree feedback, MBTI and coaching skills.
Each year, DLL pledge a number of volunteering hours to work with various initiatives in the local community. They also regularly donate to local food banks and hold events to teach students from nearby schools interview techniques and skills.
Direct Line need their managers to stretch themselves, perform to the best of their ability and continuously improve. Their straightforward and less bureaucratic approach to managing performance and development is based on two-way communication between management and employees.
Their CONNECT programme, set up in 2014 and delivered to more than 5,000 employees, allows fresh thinking and better conversations to take place at work in order to deliver an improved experience to customers and bolster communication with each other.
Direct Line need their managers to stretch themselves, perform to the best of their ability and continuously improve. Their straightforward and less bureaucratic approach to managing performance and development is based on two-way communication between management and employees.
As a founding member of Legalign Global, an alliance of four multinational law firms, employees are given access to development opportunities via talent swaps. To date, swaps have been completed in Germany and Australia.
As a founding member of Legalign Global, an alliance of four multinational law firms, employees are given access to development opportunities via talent swaps. To date, swaps have been completed in Germany and Australia.
The firm shares money management and pension information with employees to support their financial wellbeing. This includes toolkits, one-to-one meetings and a visit from the Pension Awareness Bus. These efforts resulted in the company being recognised as a finalist in the Employee Benefits Awards.
Communicorp UK's Leadership Academy is designed to grow managers of all levels. There are currently 30 managers enrolled on the programme working to achieve their personal development goals with the help of a sponsor.
Their ‘Personal Best' process enables employees to create a year-round plan with clear and specific goals for their role and career. They link short and mid-term goals to their learning hub and specific learning programmes to help staff achieve and succeed in their roles.
Mark Lee is a hands-on leader, moving between Communicorp UK's nine locations and attending local team meetings every week. Mark also leads a call with every manager from across the business to give an update and hear progress and priorities from all business areas.
Rather than put everyone through the same training, Cogeco Peer 1 takes a catalogue approach to address areas where an individual needs to develop. The company also focuses on providing new and potential managers with the help they need to make the transition.
All employees are empowered to make recommendations at any time. If an idea is developed and put into action, the employee will often be part of the team to implement this. A monthly “Captain's Table” lunch provides 10 employees with a confidential, open forum in which to speak with the General Manager.
All employees are empowered to make recommendations at any time. If an idea is developed and put into action, the employee will often be part of the team to implement this. A monthly “Captain's Table” lunch provides 10 employees with a confidential, open forum in which to speak with the General Manager.
Codeweavers have an annual “away day”, booking a local hotel for the day to host various team-building activities. The day includes a company update, which is entirely transparent in relation to financial performance and reiterates the mission and values of the company.
Workshops are held to encourage employees to share their work problems, and feedback is used to solve workplace issues or help individuals. Large projects are split into minimum marketable features so developers are not overwhelmed, which helps to avoid stress.
Codeweavers have an annual “away day”, booking a local hotel for the day to host various team-building activities. The day includes a company update, which is entirely transparent in relation to financial performance and reiterates the mission and values of the company.
Cloud.IQ want to hit their targets in the right way. That means going the extra mile for customers and creating an open, collaborative and progressive culture. The company asks employees, partners and customers to judge them against these values.
Employees get their birthday off and also benefit from unlimited drinks and fruit, Thursday night drinks and a bar area with a pool table. There's a nap room, stand-up desks and a healthy cafe. Managers ask about the wellbeing of their team and workload is monitored.
Cloud.IQ want to hit their targets in the right way. That means going the extra mile for customers and creating an open, collaborative and progressive culture. The company asks employees, partners and customers to judge them against these values.
Clearcast run a CSR programme called ‘Clearcast for Better', and, among other initiatives, they have partnered with Haverstock School in Camden, from whom they take on two interns each year as part of the Career Academy programme.
Clearcast run a CSR programme called ‘Clearcast for Better', and, among other initiatives, they have partnered with Haverstock School in Camden, from whom they take on two interns each year as part of the Career Academy programme.
Clearcast are dedicated to creating a working environment that proactively supports staff who may become stressed and make it easier for staff to tell their manager if they are experiencing stress at the earliest opportunity, so this can be discussed, and an action plan put into place.
Employees are measured against CIM's values of being collaborative, passionate, purposeful, relevant and responsible. The CIM introduced a Question Time-style format, so staff can question a panel on business performance and progress. CEO Chris Daly sits with staff at lunch to hear their views.
Employees are measured against CIM's values of being collaborative, passionate, purposeful, relevant and responsible. The CIM introduced a Question Time-style format, so staff can question a panel on business performance and progress. CEO Chris Daly sits with staff at lunch to hear their views.
The Management Fundamentals programme has six modules, covering people management, performance management, leading change and managing as a coach. CIM have also introduced a programme of continuous management that links organisational strategy and goals to personal objectives.
Chattertons raise money for their charity of the year through a variety of means. For example, some members of the team took part in the Viking Way Challenge in Lincolnshire, while others have supported local schools with their careers days.
Chattertons raise money for their charity of the year through a variety of means. For example, some members of the team took part in the Viking Way Challenge in Lincolnshire, while others have supported local schools with their careers days.
Chattertons raise money for their charity of the year through a variety of means. For example, some members of the team took part in the Viking Way Challenge in Lincolnshire, while others have supported local schools with their careers days.
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