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.
A ‘Think Green’ campaign put a focus on the environment thanks to its aim of improving the energy efficiency of buildings through engagement programmes for both employees and student residents. The campaign included both e-learning and building technical programmes, as well as encouraging better recycling and simple tips for energy conservation.
Leaders consistently refer to iQ’s values through communication, live events, or business updates and play a key part in recognising when the values are being demonstrated. Recently, the Senior Management Team sponsored and supported the development and rollout of a behavioural framework aligned to the values, which is now being adopted across the business.
As well as an extensive catalogue of learning provided via our LMS, every team member has access to an unlimited number of funded Level 1, 2 and 3 qualifications in a range of subjects such as Mental Health, Customer Service and Fitness and Health. There are also talent programmes, apprenticeship schemes and a high-performance coaching programme.
Training takes on a real-world feel, with the top floor of the Beloved office filled with equipment frequently found within a client's house. This provides an immersive experience to help staff understand the challenges they are likely to face when working independently. The setup allows staff to develop their confidence, situational awareness, and decision-making.
A company car scheme allowance is offered to staff that have been with the company for 12 months. Enabling employees to purchase a new vehicle they may not have been able to other wise afford, the deal also provides a reliable means of transport meaning disruption to work is less likely.
Managing Director, Mark, along with supporting staff, have been getting stuck into a garden project at their local hospital. The project, started by one of their clients who had previously received treatment there, aims to improve the communal gardens through the planting of trees and flowers in the grounds.
During an employee engagement day, staff had the opportunity to join ‘Spin the Wheel’ competitions, which saw winners given the opportunity to donate to their chosen charities. Part of the company’s current HR strategy is a focus on supporting charities which align with its values and support the Early Years Sector.
Employee-led development is encouraged at all levels, with opportunities for staff to get involved with external partners, such as colleges and universities, to deliver talks as part of their own self growth. Staff can undertake a range of training courses externally, as well as receiving support from a dedicated internal trainer.
An internal survey is sent to all staff to nominate one of their peers who they believe has gone above and beyond in demonstrating the company’s values in their work. The winning ‘Connector’ of the Quarter (as employees are fondly known) is congratulated and presented with a gift during a stand-up.
All employees have access to the Learning Hive, adm's online learning portal, which offers a variety of development resources including LinkedIn Learning. Academy sessions are workshops run by subject-matter experts within the business. Financial support is available for professional exams, such as accounting and HR.
Culture Club is an initiative run by staff, for staff, to ensure everyone makes time for fun and socialising in and out of the office. It also allows employees to meet team members in different parts of the world. Events include a sports day, a bake-off, workout classes and quizzes.
The agency's Americas office asked colleagues to nominate local charities that were in need of PPE. A range of deserving charities was put forward, making it hard to choose just one, so adm decided to divide 2 million PPE masks between all seven nominations.
The firm's values are used as part of the professional-development process and discussions with staff take place at least annually. There is also a career-progression guide for which these values are a key part.
Quarterly staff forum meetings continued via Zoom during the pandemic and staff were asked for feedback on how they were coping with working from home. Many teams have quiz nights or Friday drinks via Zoom.
When it comes to mental health, all employees and their families are supported through an employee assistance programme. The company also has a mental health first aider.
The UK leadership team lead programmes covering age, gender, LGBT+, disability and faith to provide role models for behaviour both internally and externally. They share best practice with peer organisations through media engagement and conferences to encourage others to follow suit.
Internally-designed management and leadership courses are offered at all levels. Arcadis is an approved centre for the Chartered Management Institute and supports staff through MBA programmes. All staff have access to online training and managers are invited to one-to-one training sessions.
Arcadis supports mental and physical health as a priority, organising a 12-week physical exercise course with a personal trainer during lockdown and extending private medical insurance to include a Family Health helpline. The Babylon online GP service has been introduced so that doctors can be accessed without visiting a surgery.
BCHG launched its Learning Academy in 2020 and despite the pandemic has managed to deliver its training programmes albeit mostly virtually. The organisation has also continued to support staff who are undertaking profession qualifications and apprenticeship programmes, and to enrol employees on courses relevant to their role.
In addition to weekly emails encouraging staff to remain positive during adversity and reminding them they have access to help and support if they need it, BCHG provided resilience training and ran virtual events including a laughtercise session, yoga and Monday night socials to combat loneliness.
In 2019 BCHG launched its agile working policy, and encouraged colleagues to work more flexibly investing heavily in IT and equipment and in doing has reduced its carbon footprint by reducing travel and office overheads such as heat, light and printing, saving money too.
Senior leaders made sure two-way communication was frequent and open to hold the Bluestones team together during a tumultuous year. Feedback from staff showed that the monthly all-staff communications were well regarded, striking a balance between optimism, realism and pragmatism.
The company has an in-house training team to provide micro-learning sessions for managers in collaboration with specialists throughout the business. During the pandemic, furloughed staff were encouraged to take the opportunity to take online courses and develop new skills.
Bluestones is likely to introduce a hybrid working model where most staff work remotely one or two days a week. The company's Healthshield plan provides free access to counselling services and GP visits, and employees have been trained as mental health first aiders.
The in-house development programme, MINDS, gives employees from all pay grades the opportunity to progress through the business into senior roles. There is no recognised qualification but two previous candidates have gone on to become general managers within the company.
In 2020 launched its "Souls" programme focussing on the mental health and wellbeing of team members. Employees have also been encouraged to take part in activities such as Couch to 5k and online exercise challenges with one person cycling the equivalent distance from Land's End to John O'Groats.
There is a 25% discount on holidays at any of the company's parks for staff, family and friends. Employees also get 25% off food and 15% off drinks in park venues which can be used in and out of working hours.
Employees are encouraged to pursue any of the many qualifications which the CIPP provides to its members from an MSc in strategic management to a BA (Hons) in business management and foundation degrees in payroll administration or pensions administration and management.
In addition to daily team catch-ups, a virtual social group was set up called The Locked Inn and on Friday afternoons employees were invited to get together to socialise informally which was also a great way to introduce new starters to the wider team in a more relaxed environment.
A Mental Health Hub was set up and more staff were trained as mental health first aiders to help identify signs of mental health or signs of stress earlier. An online wellness event including Yoga and Pilates sessions was held to promote positive mental wellbeing.
