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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.
Instant recognition is provided in the form of cards and personal notes from managers and senior managers. Internal communication is provided through 'Principal's Briefings' sent via e-mail to all staff. Full staff meetings, team meetings and briefings are also provided to communicate with staff. They also conduct other surveys including Investors in People, Customer Service Excellence (formerly Chartermark) and whilst these are not 'formally' Employee Engagement Surveys, they give the College a snapshot of staff views and give staff an opportunity to explain their feelings about the College.
On average employees receive twenty hours formal training per year including Teacher training, Assessor and Verifer Awards, First Aid at Work, Manual Handling, Health & Safety, a variety of IT training, Active Listening Skills, attendance at numerous internal and external conferences and seminars, Autism Awareness Sessions, Child Protection Training, Subject-specific update, legislative and professional courses ie British Canoe Union training, BSc in Information & Library Studies, Rabbit Welfare training.
The organisation has a budget specifically for fun and social events and have included the annual staff Christmas Party. The College provide wine and mince pies at the end of the Autumn Term to get employees in the Christmas spirit for the holidays. Employees have formal team building 3 – 5 times a year, 3 times per year for Academic staff as part of course reviews, less so for support staff. Management teams have 'away days' and teams undertake informal team-building activities.
The leader/senior management interact with employees on a day to day basis in and around Head Office. They visit schemes, there are meetings which more junior staff attend and there are regular staff briefings. The Leader puts clients at the forefront of leadership, decision making and strategic developments and champions marginalised groups.
Management tool kits/resources give access to training, checklists and induction and support from colleagues. There is pay/support for external management qualifications. Typically ILM, CMS,DMS and MBA courses have been supported. Also there is training in Health and Social Care. There is access to individually identified training i.e. ILM or in-house Managers Toolkit Training. Other Seminars/managers forums or other peer support opportunities are meetings for Heads of Service, specific meetings for housing managers and floating support managers.
Management tool kits/resources give access to training, checklists and induction and support from colleagues. There is pay/support for external management qualifications. Typically ILM, CMS,DMS and MBA courses have been supported. Also there is training in Health and Social Care. There is access to individually identified training i.e. ILM or in-house Managers Toolkit Training. Other Seminars/managers forums or other peer support opportunities are meetings for Heads of Service, specific meetings for housing managers and floating support managers.
Every year, employees are given the opportunity to nominate a charity for any monies raised to be donated to. The Social Committee is responsible for choosing 3 or 4 causes which the money raised throughout the year is divided between. Fundraising events go on within different offices throughout the year. Local offices regularly hold dress down days, bacon roll mornings, book sales, Burns lunches and lots more. Employees are allowed to participate in these activities during work hours in order to raise as much money as possible.
Over the last 26 years John Mulloy has been instrumental in delivering award winning developments, top class service and innovative initiatives. Under John's leadership Hillcrest Housing Association has evolved from solely being a housing provider to being the parent company of a group of companies providing housing, care and wider role activities. It is John's determination to move the Group on and embrace the best new ideas and initiatives that make his leadership skills distinct. The Group is never standing still and is always exploring new ideas, projects and ways of working. This makes it exciting for employees to be part of the Group. Everyday is never the same for a lot of people within the Group.
Every year, employees are given the opportunity to nominate a charity for any monies raised to be donated to. The Social Committee is responsible for choosing 3 or 4 causes which the money raised throughout the year is divided between. Fundraising events go on within different offices throughout the year. Local offices regularly hold dress down days, bacon roll mornings, book sales, Burns lunches and lots more. Employees are allowed to participate in these activities during work hours in order to raise as much money as possible.
Fenland District Council has a Health Improvement Co-Ordinator. They hold well being events and there are leisure services that employees can use.
Fenland District Council has a Health Improvement Co-Ordinator. They hold well being events and there are leisure services that employees can use.
Fenland District Council has a Health Improvement Co-Ordinator. They hold well being events and there are leisure services that employees can use.
At Essex County Council, they recognise that people managers respond to a wide variety of development opportunities. Work shadowing opportunities are provided, as are opportunities for secondments, whether on a full time or part time basis. These opportunities offer employees the chance to identify career opportunities within Essex County Council and develop skills that will enhance their career choices.
At Essex County Council, they recognise that people managers respond to a wide variety of development opportunities. Work shadowing opportunities are provided, as are opportunities for secondments, whether on a full time or part time basis. These opportunities offer employees the chance to identify career opportunities within Essex County Council and develop skills that will enhance their career choices.
At Essex County Council, they recognise that people managers respond to a wide variety of development opportunities. Work shadowing opportunities are provided, as are opportunities for secondments, whether on a full time or part time basis. These opportunities offer employees the chance to identify career opportunities within Essex County Council and develop skills that will enhance their career choices.
To encourage strong relationships between staff members at EPCC at the University of Edinburgh, all staff attend a bi-annual away day that is designed to actively augment the sense of team membership.
In an effort to ensure employees feel rewarded and recognised for their efforts, additional pay increments or lump sum awards are given for exceptional performance. Bottles of champagne are also awarded to individuals at staff meetings and ‘Thanks' to teams or individuals by email or at group meetings.
Working hours and working practices are discussed regularly at line meetings within EPCC at the University of Edinburgh. Many employees also work from home one day a week particularly when they have a long commute to work. There is also a level of flexibility offered in terms of employees' core hours; if appointments need to be attended then the core hours can be amended to accommodate the individual.
Through Contribution Management & PRS schemes, employees may receive amendments to their salaries. Contribution Management is based on two elements, performance against a set of objectives and market rate analysis (the organisation aims to reward employees within the upper quartile of the market figure). PRS - employees have the potential to receive bonuses quarterly depending on productivity and achieving standards.
Through Contribution Management & PRS schemes, employees may receive amendments to their salaries. Contribution Management is based on two elements, performance against a set of objectives and market rate analysis (the organisation aims to reward employees within the upper quartile of the market figure). PRS - employees have the potential to receive bonuses quarterly depending on productivity and achieving standards.
There are Hot Topic guidance sheets and information for managers, providing update on employment legislation and procedures. There is Delivery of training for managers on Attendance Management utlising the services of ACAS. There is a Leadership development programme, improving and enhancing leadership skills.
Health and wellbeing are given a high value and part of the Company's ethos. Westfield Health provides a higher level of access to health care and working with partners such as NHS helps provide information and support for employees e.g. Cancer awareness sessions. Staff have also been provided with free pedometers to encourage walking.
The GM motivates and supports employees from the top down and has drive, passion and enthusiasm for the organisation and its success. He encourages people to develop and reach their full potential, providing support and mentoring as appropriate. He has always encouraged an open door policy for all staff and although he operates at a highly strategic level, will still find time to work alongside frontline staff, particularly at busy times. This promotes a feeling of being valued and appreciated and staff feel the importance of their role is understood by top management.
Staff are able to vote for employees and a presentation ceremony is held at staff party and awards night. There is a night out for all staff to a restaurant. Attendance at Awards ceremonies e.g. Falme Award, Best Bar None Awards, Keepmoat Sports Awards etc.
The Council have proposals to introduce informal recognition advice and guidance to managers and formal recognition via annual awards. 25 and 40 years service are recognised with a gift, certificate, awards ceremony/dinner. 25 years receive £100 vouchers, 40 years receive £250 vouchers. As part of their plans for informal recognition, thank you cards are proposed.
The Council have proposals to introduce informal recognition advice and guidance to managers and formal recognition via annual awards. 25 and 40 years service are recognised with a gift, certificate, awards ceremony/dinner. 25 years receive £100 vouchers, 40 years receive £250 vouchers. As part of their plans for informal recognition, thank you cards are proposed.
The Council have proposals to introduce informal recognition advice and guidance to managers and formal recognition via annual awards. 25 and 40 years service are recognised with a gift, certificate, awards ceremony/dinner. 25 years receive £100 vouchers, 40 years receive £250 vouchers. As part of their plans for informal recognition, thank you cards are proposed.
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