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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.
The organisation hold a formal Christmas event for all staff to attend. They also have regular gatherings including visits to the races. They hold an annual awards event and nominations are made by staff, the winners are decided by a panel of judges. The staff social committee receive a budget of £2000 per year to organise events.
External courses are provided to employees. The organisation also offers internal staff development where staff can pick and mix their programme. Teaching staff are supported in completing a PGCE and given teaching sessions to allow them to complete this successfully. Other qualifications have been supported where staff have been given time off site to attend college or a training venue. The college will also pay a contribution to course fees.
The organisation hold a formal Christmas event for all staff to attend. They also have regular gatherings including visits to the races. They hold an annual awards event and nominations are made by staff, the winners are decided by a panel of judges. The staff social committee receive a budget of £2000 per year to organise events.
Some training activities that Sussex Oakleaf's employees might undertake are Corporate Induction Days, Learning about Recovery, Professionalism and Self Awareness, Mental Health Awareness, Train the Trainer, Cultural Awareness, Risk Assessment, Safeguarding Vulnerable Adults, Child Protection, Motivational Interviewing, Managing Difficult and Aggressive Behaviours, Managing Absence, Lone Working, First Aid, Food & Mood, Basic Drug Awareness, Alcohol Awareness, Prevention of Homelessness, The Management LEADER Programme and IT clinics. Formal qualifications can be part-funded by the organisation if identified and agreed through 1:1s/annual appraisal with line manager. Paid time off for study is also available, if agreed with line manager. In house training can also provide qualifications (NOCN/NVQ) e.g. LEAD programme, Peer Support, Train the Trainer.
The Leader is open and honest, very approachable and informal, feeds back to people, openly recognises good ideas/suggestions, doesn't dismiss the less good ideas/suggestions, gets involved, creating a culture of engagement - bottom up approach.
Some training activities that Sussex Oakleaf's employees might undertake are Corporate Induction Days, Learning about Recovery, Professionalism and Self Awareness, Mental Health Awareness, Train the Trainer, Cultural Awareness, Risk Assessment, Safeguarding Vulnerable Adults, Child Protection, Motivational Interviewing, Managing Difficult and Aggressive Behaviours, Managing Absence, Lone Working, First Aid, Food & Mood, Basic Drug Awareness, Alcohol Awareness, Prevention of Homelessness, The Management LEADER Programme and IT clinics. Formal qualifications can be part-funded by the organisation if identified and agreed through 1:1s/annual appraisal with line manager. Paid time off for study is also available, if agreed with line manager. In house training can also provide qualifications (NOCN/NVQ) e.g. LEAD programme, Peer Support, Train the Trainer.
Flowers and recognition are given to staff after 25 years of service. Champagne is given to employees for naming "Spotlight". The organisation hold regular staff meetings to discuss issues and ideas. The organisation are involved with Investors in People and offer counselling for staff. They also have an open door policy of SLT.
The organisation hold charity race evenings, cross country runs, dog walks, cakes sales, and talent shows. Horses for Heroes/Help for Heroes are charity's that the organisation support. Often charity's are chosen in relation to specific members of staff, therefore are more personal. Students monitor use of electricity and water and also monitor the amount of recycling that the school undertakes. Paper, clothes, shoes, toner cartridges, pens, mobile phones, jewellery, plastic, glass and cans are recycled. They have also recently installed solar panels when upgrading the heating system, they are the only school in the area to have achieved two green flag awards.
Flowers and recognition are given to staff after 25 years of service. Champagne is given to employees for naming "Spotlight". The organisation hold regular staff meetings to discuss issues and ideas. The organisation are involved with Investors in People and offer counselling for staff. They also have an open door policy of SLT.
The people directorate undertake a 'Team of the month' award. Any officer can nominate a team within their directorate for actions above and beyond what would normally be expected. This can include targets achieved much earlier than planned and teams pulling together. All nominations are discussed at a divisional leadership team meeting and nominees are notified of the result. The award is £50 which is transferred to a nominated cost centre and a certificate which is framed and presented by the Director for People or the relevant Service Director.
The organisation have an eye test scheme where they contribute to the cost of an eye test and also glasses if they are required for use with visual display equipment. They also operate a Vectis benefits scheme for staff which offers them discounts in a variety of locations and activities. Staff are contacted regularly by Vecits with their latest range of special offers. They are an accredited Investors In People Organisation which recognises individual contribution to the organisations success. They have a flexible working scheme, a final salary pension scheme, a sickness absence scheme and a flexi-time scheme.
As part of their wellbeing programme, which will be launched shortly there is also a facility for employees to complete an on-line healthy living questionnaire survey and this will signpost employees to where they can make improvements in their lifestyle. Employees are able to obtain reduced membership rates at gyms, both private clubs and the Council's two leisure centres. Employees are able to work flexi-time and where appropriate, work from home. There is an employee assistance programme in which employees have access to a 24/7 telephone counselling service. Face to face counselling will also provided where necessary.
QAC have taken a strategic approach to encourage an open culture and enthuse staff to bring forward information and ideas to take the college further forward. For example, an invitation was sent to all staff to send in a personal statement as to why they should be chosen to go to the AOC Conference of the year. There is an open door policy with no appointments required.
QAC have taken a strategic approach to encourage an open culture and enthuse staff to bring forward information and ideas to take the college further forward. For example, an invitation was sent to all staff to send in a personal statement as to why they should be chosen to go to the AOC Conference of the year. There is an open door policy with no appointments required.
QAC have taken a strategic approach to encourage an open culture and enthuse staff to bring forward information and ideas to take the college further forward. For example, an invitation was sent to all staff to send in a personal statement as to why they should be chosen to go to the AOC Conference of the year. There is an open door policy with no appointments required.
The Leader will let staff know at the earliest opportunity about issues that may affect the college moving forward and which could potentially affect their jobs. Although they are facing budgetary restraints she has ensured that staff have received a non-consolidated bonus as recognition for their contribution, while we cannot afford a pay rise generally applied to wages. She has involved all staff in their recent Ofsted Inspection success and ensured they were all equally recognised for their support.
The College employed an in-house management development consultant for two years to support managers, SMT and some team development. Managers identify support networks to join in and the College is a member of a college peer review group and support each other in the group. HR provides regular in house training on policies and managers' role in them.
There is a staff Christmas party and Oscar ceremony with part employee contribution and summer staff barbeque also part contribution.
Effective Talent Management and Leadership Development is a key objective for Chief Executives, Chairs and Boards. Best Practice research suggests that there are eight pre-conditions or essentials for successful Talent Management and Leadership Development. The NHS East of England propose that these essentials are simplified and embedded into the SHA and PCT Talent and Leadership plans to provide a consistent and coherent focus of attention, ensuring that they are spoilt for choice for Leaders and Talent across the NHS both now and in the future.
The NHS East of England are a high performing organisation that makes many exciting demands of their staff. They offer a vibrant, dynamic working environment that gives opportunities for people to explore both breadth and depth in their roles. While the pace is fast and the expectations are high, they give back to their staff as much as they give to the organisation.
The NHS East of England are a high performing organisation that makes many exciting demands of their staff. They offer a vibrant, dynamic working environment that gives opportunities for people to explore both breadth and depth in their roles. While the pace is fast and the expectations are high, they give back to their staff as much as they give to the organisation.
There is pay/support for external management qualifications via application for further studies, Annual performance review, with development targets and resources aligned to outcome is in place. There is internal coaching/mentoring for all new starters,Teachers within ITT programme and newly qualified teachers are supported by specialist mentors. Capability and performance indicators are assigned for specialist mentoring/coaching support, dependent upon topic. Specialist network memberships are available e.g. teacher educator forums, strategic local partnerships to encourage engagement with the local community.
On average employees receive fifteen hours formal training each year, with an average spend of £250.75 per year per employee. examples of the sorts of training activities available are as follows: Safeguarding Children Training (Foundation, Level 1 and level 2) Equality & Diversity (Training and Qualifications) Awareness of special learning and other needs of students – e.g. autistic spectrum awareness, dyslexia awareness, visual impairment awareness, mental health awareness training E-Learning – innovative use of modern technologies to encourage personalised learning – e.g. podcasting on mobile phones, on-line teaching and learning, how to use blogs Management Techniques – e.g. performance review training, grievance & discipline training ICT – e.g. MS Office, in-house data management systems Finance and budgetary control Risk assessments Pastoral Tutoring training Setting SMART Targets.
There is pay/support for external management qualifications via application for further studies, Annual performance review, with development targets and resources aligned to outcome is in place. There is internal coaching/mentoring for all new starters,Teachers within ITT programme and newly qualified teachers are supported by specialist mentors. Capability and performance indicators are assigned for specialist mentoring/coaching support, dependent upon topic. Specialist network memberships are available e.g. teacher educator forums, strategic local partnerships to encourage engagement with the local community.
Training activities within the organisation include Pensions Scheme training, Data Protection, IT Systems and Corporate training. Formal qualifications are also supported through time off or funds.
In order to support people managers in the organisation, they have Internal management development training, meetings and internal/external coaching available.
Training activities within the organisation include Pensions Scheme training, Data Protection, IT Systems and Corporate training. Formal qualifications are also supported through time off or funds.
On average employees receive sixty hours of formal training a year and have included teacher training, Masters, Professional Qualifications, stress awareness, operational and NVQ's. Formal qualifications are supported either through time off, funding or other resources roughly four hours remission per week is given and one day per week to attend college.
Team celebrations and events are run by the manager of that Unit or School. Employees undergo formal team building. This happens on average once a year and is driven by individual managers.
Team celebrations and events are run by the manager of that Unit or School. Employees undergo formal team building. This happens on average once a year and is driven by individual managers.
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