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.
All staff have one day per month use for volunteer work, such as painting fences, clearing gardens, school reading projects, retirement party or working at the Re-Use centre. Staff also deliver Christmas hampers to tenants and donate toys to charities.
The Hive (their intranet) is the key mode of interaction for staff as well as The Buzz magazine - launched September 2016, it allows employees to write blogs, 'like' and comments on other posts, award points and have team discussions.
They run workshops for all junior and middle managers. Modules include appraisal, recruitment, absence management, personal effectiveness, coaching, budgeting and forecasting. In addition, the workshops cover influencing skills, leading teams through change, business writing skills, managing the probationary period.
The company runs a popular annual award scheme, in which managers in the business nominate those they think deserve recognition and prizes in categories such as: Manager of the Year; Chef of the Year; Unit of the Year; Team of the Year; Rising Star; Unsung Hero and Operations Manager's Choice.
Co-founder and Chief Executive Brian Allanson is a visible leader in the business. Having grown the business from one contract to 70 in its 20 year history, he was welcomed each new team into the business, personally getting to know their abilities, potential and aspirations.
Blue Apple have an Employee Assistance Programme that offers a full range of support to staff, covering finances, family, bereavement and stress. They also carry out regular wellbeing checks and monitor stress informally in one to one meetings.
The company operates a Pleasure Point scheme as a way of rewarding and recognising employees for their efforts and commitment. Employees are awarded points that can be exchanged for experience days or vouchers. There is also a monthly prize draw where employees are selected at random and awarded Pleasure Points up to a maximum value of £100.
Community plays an integral part of the company's CSR strategy, and their Big Yellow Foundation works with charity partners supporting vulnerable people, such as ex-offenders, refugees, ex-service personnel and people living with disabilities to find employment and create a better future for themselves.
Community plays an integral part of the company's CSR strategy, and their Big Yellow Foundation works with charity partners supporting vulnerable people, such as ex-offenders, refugees, ex-service personnel and people living with disabilities to find employment and create a better future for themselves.
Their annual incentive trip sees the whole business, from CEO to apprentice, travel to a luxury destination for three days. The most recent trip saw 52 employees from all corners of the UK come together in Palma, Mallorca.
Their annual incentive trip sees the whole business, from CEO to apprentice, travel to a luxury destination for three days. The most recent trip saw 52 employees from all corners of the UK come together in Palma, Mallorca.
Over 50% of all staff benefit from non-standard work arrangements to improve their work/life balance. For those working in the office, there are Nutribullets to facilitate health-conscious diets, Nespresso machines, acupuncture and homoeopathy sessions, and much more.
As an Investors in People Gold business, the company believes supporting its employees is of utmost importance. Banyards offer a formal senior management leadership training course, regular appraisals, role-specific training, HR training and more, to make sure staff are able to develop as much as possible.
As an Investors in People Gold business, the company believes supporting its employees is of utmost importance. Banyards offer a formal senior management leadership training course, regular appraisals, role-specific training, HR training and more, to make sure staff are able to develop as much as possible.
Banyards offer employees the chance to take up to two working days of special paid leave each year for community volunteering. They also run an employees' charity, voted for by members of staff every year - this year they've supported the Christie Hospital in Manchester.
Auto Trader have a dedicated team of colleagues from across the business who are driving the ‘Make a Difference' strategy, while the Auto Trader Community Fund donated over £60,000 in 2018 to community groups and grassroots projects.
Auto Trader have a dedicated team of colleagues from across the business who are driving the ‘Make a Difference' strategy, while the Auto Trader Community Fund donated over £60,000 in 2018 to community groups and grassroots projects.
Auto Trader have a dedicated team of colleagues from across the business who are driving the ‘Make a Difference' strategy, while the Auto Trader Community Fund donated over £60,000 in 2018 to community groups and grassroots projects.
The company operates a range of wellbeing initiatives, including monthly massages, a cycle-to-work scheme, free first aid sessions and a charity tuck shop. Staff are also encouraged to sign up to sports events, such as the local half marathon, to raise money for the organisation's charity.
The company operates a range of wellbeing initiatives, including monthly massages, a cycle-to-work scheme, free first aid sessions and a charity tuck shop. Staff are also encouraged to sign up to sports events, such as the local half marathon, to raise money for the organisation's charity.
The Management Development Programme is an internal development course that aims to support and enhance the ability of colleagues to apply multi-disciplinary knowledge and competencies in innovative ways, and manage people, tasks and the organisation.
Of late, the bank have worked hard to increase engagement with employee benefits, particularly pensions and private medical insurance. For example, they have moved to a new platform which allows staff to manage their own pension pots, giving them better visibility of their retirement provision.
Alpha Bank are very supportive of staff working the hours they are contracted - and no longer. They also have a policy that staff shouldn't eat lunch at their desks, as they feel it's important that everyone takes a break from their desks.
Of late, the bank have worked hard to increase engagement with employee benefits, particularly pensions and private medical insurance. For example, they have moved to a new platform which allows staff to manage their own pension pots, giving them better visibility of their retirement provision.
Colleagues are recognised for outstanding behaviours in line with the firm's values through their internal "Everyday Heroes" system, whereby any member of the team can be named an Age Partnership Hero for truly living the company's values.
Age Partnership have developed an internal leadership and management development programme called Growing Performance, which is explores a number of different leadership topics including managing difficult conversations, time management and effective communication methods.
The Wellbeing Calendar is a big part of life at Age Partnership, with a range of activities organised each month. This includes Wellness Wednesdays, a series of workshops covering three key topics: back care and posture, resilience and managing stressful situations.
ATS have a recognition system in place to recognise the values demonstrated by their employees. The senior leadership team drives this initiative, ensuring that they go out of their way to find people doing good things within the business.
ATS support their managers in a number of ways, such as with the provision of one-to-one coaching, group discussions, and frequent training. In addition, the company runs an annual employee engagement survey, as well as a weekly employee ‘pulse' survey.
ATS support their managers in a number of ways, such as with the provision of one-to-one coaching, group discussions, and frequent training. In addition, the company runs an annual employee engagement survey, as well as a weekly employee ‘pulse' survey.
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