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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.
There are plenty of opportunities for employees to top up their cash pot. Those rated ‘outstanding’ at their end of year reviews can ‘Grab a Grand.’ There are also long-service rewards and monetary prizes, including for 'etHERO of the month', suggesting ideas implemented by the business and during games and team events.
From day one, all employees are encouraged to reach their potential. There is flexibility to support them to develop in whatever area they choose, and job rotation is encouraged to boost skills and support succession planning. A new role has been created, focusing specifically on employee learning and development.
On passing probation, staff receive health benefits which include an Employee Assistance Programme and private health cover, with a cash-back option and the chance to add their families for a small additional cost. And working hours have been cut by one and a quarter hours a week with no change to salaries.
Employee support takes many forms. It includes training so they feel more confident handling demanding customers or challenging safeguarding or domestic abuse situations. There are also more informal opportunities, such as virtual 'open space' sessions where managers can share their experiences and knowledge, and the Wednesday Wellbeing Walk. Counselling services are also available.
All staff, from Board to team members, are encouraged to develop their emotional intelligence. A colour-based psychometric tool helps them better understand their style, strengths and the value they bring. It also supports managers in building high-performing teams. And employee development is continually reviewed through one-to-ones and appraisals.
The Trust provides two community hub buildings for groups to use free of charge for holiday and social activities, youth clubs, food banks and warm hubs. Through its social value project, it's also supported the set-up of a community laundry and an outdoor learning space and has helped deliver anti-social behaviour impact awareness sessions.
Staff collaborate at TLC Open Forum, an all-agency meeting to brainstorm ideas and initiatives to make the marketing agency a better place to work. A sports club on the Strava app brings people to share and take part. Both encourage cross-business teamwork.
In the summer, staff volunteers took 60 families with seriously ill children who are supported by the Rainbow Trust for a day out to Whipsnade zoo. The event gave families the chance to spend time together and allowed carers to have a break, because TLC Worldwide staff did all the leg-work.
The TLC People Academy programme offers skills training to each part of the business. The courses are designed as bite-size sessions of 45 minutes, followed up by a quiz. Those who pass qualify for a badge and once they've gained a certain number, they receive a TLC Worldwide reward.
There are central inductions for new starters, held quarterly. It's a chance for them to get to know each other and learn more about the charity, its values, processes and projects through group exercises and an intro from the senior leadership team. New recruits also get a 'buddy' to help them have a smooth start.
A performance management framework guides learning and development needs. A dedicated skills centre with an extensive training catalogue provides a range of learning activities to uphold the values and gives front-line staff and managers chance to grow and develop through job-specific training. There's also accredited management and leadership training on offer.
The Charity is giving by its nature. The St Giles Pantry food hubs offer more than a meal to those struggling to feed themselves. Hundreds of households are supported every year with face-to-face support to overcome barriers. As part of its Christmas Appeal, St Giles Trust pledged to provide 50,000 meals to families.
Awareness sessions on subjects such as social wellbeing, mortgages, financial wellness, menopause, women’s health, infertility, pregnancy and baby loss, stress management, resilience, hybrid working, nutrition, children’s wellbeing, mental health in the LGBTQ+ community, anxiety, meditation and mindfulness are part of the firm's wellbeing offering.
The firm offers a generous pension that provides the option to salary sacrifice. Staff are given five weeks' annual leave and can buy or sell a week each year. An extra day is given for weddings/civil partnerships, religious holidays and house moving. Enhanced maternity, paternity and adoption pay is also available.
A range of training methods are used, including formal courses, mentoring, coaching, e-learning, action-learning sets and videos. As well as structured training programmes for all areas of the business, the learning and development team provides informal training and support on demand, such as a five-minute chat before an important client meeting.
The Group has created a mental wellness booklet specifically to meet and address the needs of its 'Purple People'. The flip book offers guidance and tips and gives access to support. Staff have received it positively, reporting that it's given them more confidence in interacting with colleagues who may be suffering from poor mental health.
The yearly staff conference creates a buzz. It includes the staff awards, where the highly-anticipated 'Purple Person' award is up for grabs. The nominations are staff-led, based on who they think has demonstrated the Group's values. It also includes workshops and learner case studies to highlight how employees are making a positive difference every day.
The Purple People Academy gives a structured and focused four-step approach to employee development. It starts with mandatory and compliance training, progressing to 'Learn & Lead' higher level training for managers. Staff at every level are supported to identify their development point, whether for personal growth or promotion.
Staff were given a £500 bonus at Christmas, and in June, they were given an extra week's pay. To help with the rising cost of living, staff are offered interest-free loans for transport and supermarket vouchers. The firm pays at least the living wage, rather than the minimum wage.
JMW's training team delivers task and knowledge-based training. Staff also have unlimited access to webinars, via a training portal, and the chance to attend external courses. During the past 18 months, the firm has signed up eight staff on apprenticeship programmes and developed an in-house trainee development pathway.
Senior managers have been designing a line manager training course that incorporates its values and expectations. It provides tips and real-life experience to underpin the learning. All managers are offered a mentor from a different area of the business, level of seniority and length of experience.
The commuter-assistance programme gives staff a discount on travelcards and/or parking. They are given £100 per month (£1,200 per year) to help cover commuting costs. The company also offers interest-free season ticket loans.
Staff have a personal development plan which is reviewed with their manager. They also have access to Degreed, an online platform containing skills training, and more than 200,000 courses on Udemy. The company is developing a platform that will allow staff to input their goals for the year, paired with regular catch-ups with their manager.
Under intuit's "we care and give back" initiative, everyone is given five paid days off a year for charitable work. Some staff work individually with charities close to them, others join forces to make a bigger impact. The company runs an annual Week of Service, when teams spend their time volunteering and raising funds.
Hydrock's management team always make time to listen to employees, providing direction through formal meetings, regular communications and informal interactions. This attitude is exemplified by chief executive Brian McConnell, who hosts induction events, the annual all-company event, regular live webcasts and annual roadshows.
Become a Time Jedi, Personal Resilience, Our Mental Health and Becoming Consciously Inclusive are the titles of some of the webinars staff attended last year. A programme of events was launched by the learning and development manager and a hub containing resources has been set up to support personal growth and wellbeing.
Online courses, such as The Conscious Communicator, are provided for non-management roles, along with a graduate development programme. For those progressing towards or in management roles, there is a six-month programme and aspiring or existing leaders are provided with a four-month course. One-to-one executive coaching is offered to divisional, departmental or regional leaders.
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