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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 Brooks Macdonald Foundation was established in 2011 as a charitable trust. Funds are generated from corporate donations, an employee Give as You Earn Scheme, fundraising events and donations from friends, family and clients.
The company have also introduced 'Thirsty Thursday', which occurs monthly to improve interaction between teams in the ever expanding London office and general socialising in the regions.
Brooks Macdonald endeavour to ease stress by holding regular collaborative events, including annual Christmas mulled wine and mince pie gatherings, a Christmas jumper competition, and frequent cakes and goodies for staff.
To support their vision to enable remarkable places to perform, Broadgate believe in giving something back to their community. Their chosen charities for 2017/18 are Coram and LandAid and they will financially support individual's endeavours to raise money for charities.
Broadgate Estates recognise the importance of health and happiness at work, and the Wellbeing Committee has come together with the purpose of providing an internal network to promote a workplace that encourages health, happiness and fulfilment.
To support their vision to enable remarkable places to perform, Broadgate believe in giving something back to their community. Their chosen charities for 2017/18 are Coram and LandAid and they will financially support individual's endeavours to raise money for charities.
They have made a commitment to supporting as many groups as possible and have a ‘Community Development Fund' of £12,000 per annum that community groups and charitable organisations with a local link can apply to for funding.
The organisation seeks to reward individuals going above and beyond their role. To encourage this, they have introduced performance-based remuneration to motivate and reward consistent high performance.
Broadacres Housing Association use the Health and Safety Executive's toolkit to help identify areas that are causing employees to feel stressed. Once identified, the results are discussed with the employee and an action plan is developed in collaboration with their manager. This ensures that staff feel supported during this difficult time.
Nick is very down to earth, humble and an authentic leader. He knows practically everybody's name in the business and is knowledgeable on their roles and what they bring to the organisation.
The BHA organises staff roadshows to encourage their London staff to attend regional roadshows to meet and socialise with colleagues. Their goal in 2018 is to have all employees attend one of three regional events.
The BHA organises staff roadshows to encourage their London staff to attend regional roadshows to meet and socialise with colleagues. Their goal in 2018 is to have all employees attend one of three regional events.
All management undergo a rigorous supervision and appraisal process. Performance reviews are overseen by line managers, but in some service areas - for example, retail - performance is measured by results.
All management undergo a rigorous supervision and appraisal process. Performance reviews are overseen by line managers, but in some service areas - for example, retail - performance is measured by results.
They offer staff a comprehensive training plan with a range of mandatory and developmental programmes available. Break Charity has its own vocational accreditation centre so they can deliver work-based qualifications at levels 3 and 5.
In addition to performance related bonuses and incentives, the company are strong advocates of recognising the uniqueness of the individual. A variety of rewards are given from time off, to bubble baths and chocolates to dinner vouchers for yourself and a partner or large cash sums.
All managers have their performance reviewed through our internal performance review process. This involves a minimum of two formal review meetings per year in addition to regular one-to-ones.
Each team has a Christmas celebration paid for by the company that provides free transport or accommodation to all employees that wish it. They have a Santa's Grotto at the head office for employees with younger families.
Boden really values employee development, supporting this with resource and budget. As well as the learning team in London, the company also have two warehouse trainers in Leicester and four call centre trainers in London, Leicester and the US.
Boden really values employee development, supporting this with resource and budget. As well as the learning team in London, the company also have two warehouse trainers in Leicester and four call centre trainers in London, Leicester and the US.
Boden hold summer parties for all employees. Last summer, the London and Leicester teams got together at a county house in Oxfordshire for a day of fun and activities, including raft racing, rounders, food tasting and driving bumper cars.
The charity runs bespoke team development days where their training manager meets with the service manager to identify key needs of the team. Together, they develop a day-long session to focus on improving the team's development.
Service managers have clearly defined key performance indicators that are monitored monthly. Performance reports are shared across the management team and discussed at bi-monthly management team meetings.
All frontline services have monthly externally-facilitated group supervision with a trained supervisor focusing on team dynamics and some of the issues that arise from their work with vulnerable people.
Better Places have a High Flyers incentive running every six months, offering the opportunity for a maximum of three people to win an all expenses paid trip to New York. This has been brilliantly received and has seen six employees and their partners visit New York in 2017.
Better Places have a High Flyers incentive running every six months, offering the opportunity for a maximum of three people to win an all expenses paid trip to New York. This has been brilliantly received and has seen six employees and their partners visit New York in 2017.
When a new consultant joins the company, they are assigned with a senior person in the market they will be working in. The shadowing takes the form of listening to calls, attending meetings and learning as much about the candidate and clients over the first three-six months.
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