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.
More recently they have encouraged WW employees to bring the inside out, sharing externally what it feels like to work for their brand. They have achieved this through more effective use of social media - sharing their internal events and development opportunities across LinkedIn and holding Facebook Live Q&A recruitment sessions that give candidates an opportunity to meet the team and ask about their opportunities.
They use a variety of tools to help employee development. One of which is their WW Inspire events where they invite guest speakers to share their experiences of development, including the Olympic Champion Alex Gregory and Celebrity Ambassadors Curtis Pritchard and Alison Hammond.
More recently they have encouraged WW employees to bring the inside out, sharing externally what it feels like to work for their brand. They have achieved this through more effective use of social media - sharing their internal events and development opportunities across LinkedIn and holding Facebook Live Q&A recruitment sessions that give candidates an opportunity to meet the team and ask about their opportunities.
As a Premier League football club they have a relatively unique position in that they have staff and players from all around the world. One of example of how they utilise this diversity is to use their Academy players to help recruit coaches. Additionally, this diversity provides representative selection panels to aid their selection and recruitment.
The Club fully funds all apprenticeship qualifications at all levels for anyone who wishes to do one right up to MBA level. They provide modern language (currently Spanish and Italian lessons) for staff– giving the opportunity to learn a new language is advantageous for both personal and professional development.
Mentoring is actively encouraged within the Club at all levels. All staff receive the opportunity to be mentored by someone more senior in the organisation. The best example of this is that the Vice Chairman has employees that she personally mentors. In a recently launched initiative every employee has the opportunity to shadow other key staff members across departments.
Virtual1 have introduced a performance management application with the aim to encourage employees and managers to have ongoing discussions around performance and development rather than waiting for appraisals to have these important conversations.
Virtual1 made a conscious decision in the past year to cut down on the amount of paper they use in the office. They transitioned to using Docusign for electronic signatures for the contracts and invoices that they send out.
Virtual1 have introduced a performance management application with the aim to encourage employees and managers to have ongoing discussions around performance and development rather than waiting for appraisals to have these important conversations.
Manager performance is measured in monthly one to ones. Full year objectives are set in July/ August each year, this is reported back to HR Committee and trustee board.
Employees are rewarded for their continued efforts with a number of benefits, including: staff discounts, loans, and an employee assistance programme.
Manager performance is measured in monthly one to ones. Full year objectives are set in July/ August each year, this is reported back to HR Committee and trustee board.
Apprenticeships in the past have been viewed as for school leavers but with changes in eligibility, more staff are taking up the opportunity in accessing schemes.
Apprenticeships in the past have been viewed as for school leavers but with changes in eligibility, more staff are taking up the opportunity in accessing schemes.
The Union continue to hold staff briefing/bitesize training sessions and are about to run an escape room activity to get people working together in groups on a tight timeline. They hope this will be particularly good to help new members of staff interact with existing staff
Twice weekly, Trolex hold yoga sessions early in the morning. The relaxation techniques incorporated in yoga can lessen chronic pain, such as lower back pain, arthritis, headaches and carpal tunnel syndrome. Yoga can also lower blood pressure and reduce insomnia.
Twice weekly, Trolex hold yoga sessions early in the morning. The relaxation techniques incorporated in yoga can lessen chronic pain, such as lower back pain, arthritis, headaches and carpal tunnel syndrome. Yoga can also lower blood pressure and reduce insomnia.
The company-wide bonus scheme sees staff rewarded for their efforts. Potential pay-out is £1000 per employee/per year. They have the option to receive quarterly or a lump sum at the end of the year, against metrics of profit, on-time delivery, and quality.
The Groups highest performers have recently enjoyed an all expenses paid luxury break in Ibiza as a way of saying thank you for their continued efforts.
The Groups highest performers have recently enjoyed an all expenses paid luxury break in Ibiza as a way of saying thank you for their continued efforts.
The leader regularly visits all UK site locations, sits alongside staff and operates an open door policy when in head office.
ThirdWay support employee development by providing optional coaching sessions. They currently have a personal and professional coach, a business executive coach and a sales coach all to help and support individuals who work in different areas of the business.
On site, ThirdWay are working hard to be as sustainable as possible and recycle all rigid plastics through their waste management company.
Employees at ThirdWay are offered free dental insurance, flexible benefits, free life insurance and free travel insurance.
During a new hire's first month, The Royal Air Force Club have created an executive team 'meet and greet' where all new hires meet the leadership team to help them settle in and get to know those they may not otherwise see.
The Royal Air Force Club endeavour to get their team out and about and provide relevant hospitality related experiences, whether it be visiting a local gin distillery for the bar team, a local street food festival or an industry focused social media conference. They feel this is the sort of learning that will make an impact and one the team will remember.
During a new hire's first month, The Royal Air Force Club have created an executive team 'meet and greet' where all new hires meet the leadership team to help them settle in and get to know those they may not otherwise see.
All employees receive extensive on the job training: they have buddies in the wider team, day to day support, an assigned mentor from week 2 and they also hold events to integrate them into their way of working.
Their head office is a learning centre in itself where all clients, suppliers and employees alike are encouraged to develop, use and help each other out.
Sabbaticals are offered to those who have completed 5 year's service and holidays are unlimited for their consultants.
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