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 Senior Leadership Team pitched in to deliver PPE to offices and carers when required to alleviate pressure on branch teams. All branch bosses had daily calls from a member of the SLT at the start of the pandemic offering step-by-step support and guidance and these now take place weekly.
The Bright Care Training Academy has continued to run throughout the pandemic to develop employees, who all have a personal development plan. An in-house performance coach is available to help and support the mental and physical wellbeing of all employees.
Bright Care believes strong teams are formed by people who play together as well as work together so it actively encourages employees to plan social events together knowing that other teams within the organisation will cover this time out for them.
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.
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.
Formal management development is supported through both internal and external programmes, leading to professional qualifications. During the pandemic, Bibby introduced specific training on how to manage colleagues remotely. An Aspiring Manager programme offers colleagues an opportunity to learn basic managerial skills, performance management and supporting wellbeing.
Female members of the sales team hosted a successful session to promote diversity and inclusion, focusing on the challenges faced in some areas of the business. Similar sessions are planned for departments perceived to be male-dominated, such as IT and finance, to encourage more women to apply.
Bibby believes attracting, retaining and developing its people is the key to continuing success. A coaching programme, led by the executive committee, is dedicated to continuous improvement of all employees, developing teams that are highly-focused to achieve results.
Leaders became reliant on video calls during the pandemic, but made sure to not just chat or write emails to employees, but to engage in weekly socials, consistent team meetings and quick calls to discuss an issue or concern. The company believes in the lead-by-example approach.
Bark offers secondments to all its departments. The aim is to make sure there is a smooth transition from one role to another and that everyone is happy with the transition. A variety of internal or external training is available to encourage staff to increase their skills.
Weekly one-to-ones take place with all employees and there are also weekly team-building events, along with six-week and quarterly town hall meetings, which have been moved online. There are also online socials.
Every year we take on young people from local schools and colleges and either fund their qualifications directly or place them on an apprenticeship levy-funded scheme. At any time, approximately 10% of the workforce is being assisted through a qualification by Baily Garner.
Staff are regularly encouraged by management to switch off from work, go for walks and engage in virtual social events whenever possible. Employees are also encouraged to make calls to colleagues they have not spoken to for a while and to continue to listen to and support colleagues.
Everyone is allocated two paid days a year to volunteer or get involved in a community project and staff have been encouraged use these days for remote activities where possible during lockdown. The firm also donated the £15,000 it would have spent on the annual client Christmas party to charity.
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.
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.
Utilita's My Dev scheme gives people control of their own personal development. Staff members who identify an opportunity to learn and develop can complete an online card which they talk through with their manager, who puts the development plan into action.
Utilita collaborated with Solent Mind to deliver a virtual mental wellbeing roadshow in May 2020. Staff attended workshops on how to manage stress and sleep better. The company has also held Pandemic Burnout workshops with tips on surviving a challenging year.
The company has donated £50,000 from its levy to support good causes. Utilita has signed up to The Prinice's Trust Million Makers fundraising competition with an online auction and sponsored TikTok dance challenge called Pay as You Go –Gos. Utilita recycles its IT equipment where possible and sends no waste to landfill.
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