What are companies doing with regards to 'Personal Growth'

What affect will focus on the 'Personal Growth' factor have?

Personal Growth - How employees feel about training and their future prospects

When it comes to Personal Growth, focusing on providing growth and development opportunities will make people feel invested in as individuals, so are more likely then to feel better about the Fair Deal factor.

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Abri encourages colleagues to work flexibly within its Agile Working Framework to make time for their wellbeing and personal events. The company also introduced an extra question to its monthly 'Great Conversation' form to ensure managers and colleagues are discussing workloads - and the impact of them - on a regular basis.
Abri encourages colleagues to shape their future in housing through the learning and development programmes it has on offer. The company recently launched 'Housing Professional of the Future', which is a framework for colleagues to build their careers and development pathways, as well as an abundance of training materials available on its learning platform, LEAP.
Doing its bit for the environment, Abri has hosted a number of sustainability focus groups with customers to understand their needs. Its community investment team has been engaging customers and communities in sustainable activities such as setting up community gardens and gardening clubs, enabling customers to grow fruit and vegetables and enjoy wildlife zones.
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Albert Goodman

Supporting employee wellbeing, the firm appointed a number of colleagues to train as mental health first aiders, as well as providing an Employee Assistance Programme (EAP) to all staff. Albert Goodman continues to support hybrid working, but encourage face to face interactions with colleagues where possible, such as lunchtime walking clubs.
Every new starter receives a half day Albert Goodman induction, to get an overall picture of the firm’s culture and values, followed by ongoing training with their team. They are also assigned a buddy who is responsible for supporting them and helping them integrate with other colleagues, as well as taking them for lunch.
Every six months the firm completes a pay and promotions review, with around 20 people promoted each time. Some 90% of the firm’s partners have advanced through this scheme. All members of staff have access to CPD webinar training covering both technical and soft skills, and every year a training needs analysis is undertaken.
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Anderson Anderson & Brown

The AAB CommonHealth Games gives staff the chance to connect with team mates, while competing against other teams for prizes. From walking, cycling, gardening, meditating and baking, to arts and crafts, there is something for everyone. The event encourages staff to become involved in activities that boost their wellbeing.
AAB believes in celebrating success and a special breakfast is laid on for those who have gained qualifications. Staff are also given a shopping voucher on their birthday. When Covid meant the cancellation of the annual Christmas party in 2020, the leadership team delivered gifts to every team member's home.
A two-day training programme is available for those looking to develop their role and their management skills. This year more than 50 staff have signed up to attend. The courses cover a range of skills, including building effective relationships, delegation and managing in the changing environment of remote working.
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Association for Project Management

Regular mindfulness sessions offer valuable techniques on how to cope during challenging times. A mental health/wellbeing policy has been written and provides information on all aspects of mental wellbeing, including how and where to get support or find resources.
Staff asked for more visibility about the leadership team's activities. Now, regular focus sessions with leaders are being conducted, during which information is shared and questions answered. They are proving popular.
The association's Making Room to Grow days, which run twice a year, are popular with staff and provide an opportunity for everyone to come together and learn through interactive team-building activities. Another popular initiative is the Knowledge Share Calendar which offers access to a range of topics through interactive hour-long sessions.
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Atmos International

Regular calls are made to keep in touch with how team members are doing. Cross-team meetings take place to improve communication. Online social events allow staff to celebrate birthdays or have a Friday drink together, while 'Worksmarter Wednesdays' give them the chance to share knowledge.
The banding system for engineers provides them with a clear goal to progress their career within the company. Instead of having to wait for four years to move from an engineer to a senior engineer role, they can progress from engineer level 1 to level 2 in six months or a year.
Staff in the Manchester office collected food for the Chorlton and Didsbury Food Bank. They also took part in Christmas Jumper day to raise money for Save the Children. Meanwhile, employees in the company's international offices have been staging their own events — in San Antonio, staff collected gifts for the Salvation Army Angel Tree.
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Audit Scotland

Giving something back is at the heart of Audit Scotland. The company continues to support its chosen charity partner, MND Scotland, through a payroll donation scheme and fundraisers such as raffles organised by the organisations charity team. There's also an internal volunteer pool providing all staff the opportunity to give back to the community.
Learning and development blends technical audit, behavioural skills and specialist skills training with professional qualifications. Mentoring, alongside lunchtime-learning with guest speakers and TED talks, also plays a critical role in supporting everyday learning and career progression. Junior team members are encouraged to take the lead chairing meetings and facilitating discussions.
Wellbeing is always given priority in Audit Scotland. Each week the management team reminds colleagues of their wellbeing and how important it is to maintain. This includes moving deadlines to maintain wellbeing, as well as providing the variety of sources for support through the organisation's occupational health provider.
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An online communication channel is used to share company information and engage staff in a new way. At regular company huddles, news is shared and success celebrated. Staff also share successes through the Green Flag scheme, which improves interaction and communication. Meanwhile, a BigChange Book Club brings avid readers together.
The business plans to launch a BigChange Talent Academy to attract staff by offering outstanding development and progression opportunities. It will provide learning for new starters, those who are developing their careers, and new managers and aspiring leaders. There will be a mixture of internal and external trainers.
Once a quarter, the business has a BigRecharge day where all staff take a paid day off to focus on whatever energises them. It also encourages staff to have a wellbeing objective that they work towards throughout the year, whether that be work-life balance, reading or starting a meditation class.
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Feeling happy and comfortable at work is a priority for BrightHR — it listens to what people need and finds out how it can make them feel most comfortable when in the office. It provides screen stands, footrests, standing desks, and everyone gets a supportive desk chair.
Team members have been given more face-to-face time with their managers, after they asked for it in a staff survey. Based on feedback, the company also implemented more regular and relaxed meetings, as well as twice-yearly performance reviews, giving staff a space to discuss their experiences and ideas and build stronger relationships with managers.
Regular "lunch and learn" sessions mean teams can get together to share knowledge and boost team spirit and collaboration. They are also a valuable way of supporting professional development as mentoring from the senior team, including the chief executive, Alan Price, is on offer.
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Card Factory

During the pandemic, weekly huddles provided the opportunity to keep employees engaged with what was happening within the business, as well as to stay in touch with each other. Teams were also able to share their thoughts and stories through the company's 'Thankful Thursday' and 'Feel-good Friday' campaigns.
During lockdown, Card Factory introduced a 'Curiosity Corner' where staff would discuss a different topic. It was linked to the company's learning management system, which hosted e-learning material related to the topic. The scheme was available to all staff, and was optional, but proved to be popular.
The Card Factory Foundation, the company's charity body, was overwhelmed by staff fund-raising initiatives during the pandemic. They led to a £31,500 donation to Macmillan Cancer, £20,000 to the NSPCC to fund Childline counsellors to work from home and £10,000 to the late Captain Sir Tom Moore, in support of NHS Charities Together.
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Creating a team of business development stars helped to champion the cause and embed a business development culture, sharing expertise and knowledge, and building skills for the future. Quarterly staff briefings provide regular updates on business strategy and financial performance, linking them to vision and purpose.
CFG has created a learning and development culture, with a strong focus on career progression for everyone. Monthly legal lunch clubs are aimed at developing the skills of junior fee earners, who are given the opportunity to present a chosen research topic to their peers.
CFG partnered with RoadPeace West Midlands to produce an anthology of stories, poems and drawings from people affected by road crashes. Heartbreak, Hope and a Call for Change includes contributions from bereaved families, emergency services, MPs and others who work to support families. Its aim is to support the bereaved and call for change.
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