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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.
Unique to Clicky is that Agency Director Laura Hothersall used to be a coach and mentor –she is still a mentor for the The Girls Network, which aims to inspire and empower girls from the least advantaged communities. Coaching is thus the backbone for Clicky's management style.
All staff have personal development plans, with technical and behavioural training plans, and a monthly manager training programme that used to feature the usual aspects of management – such as delegation and colleague-to-manager leadership styles – has been updated to include coaching on agile and remote working.
Clicky staff took part in the Women's Voices event, part of International Women's Day in March, that that saw some of the most talented professionals from across the media and the creative industries share their expertise with 30 charities that campaign and advocate for women, girls and those who identify as female.
The first company-wide virtual learning summit was such a hit it that senior leaders kicked off a whole month of learning, bug hunting and phishing for National Cybersecurity Awareness Month. Employees could learn something new and show off their skills in a challenge – and won swag for participating.
To strengthen team bonds while working remotely, Auth0 has tried out new ways for people to interact to beat isolation. One successful aid used by employees has been Donut, a Slack tool randomly connecting three people for a meeting to get to know each other.
Employees at Auth0 have the option of donating money or volunteer hours to causes close to their heart. Throughout the pandemic, when so many people in the community were struggling, Auth0 gave its software product free to organisations on the front line fighting the effects of the coronavirus.
The company reviews its business mission and goals at quarterly all-staff meetings. Regular interaction with everyone is key for the leaders to reinforce the organisation's values. The organisational development team meets regularly with the chief operating officer and employee suggestions and comments are discussed, to ensure the company meets staff expectations.
ANS works with staff to develop goals and plans that allow career paths to flourish and people are rewarded through salary increments. Internal recruitment and promotions are preferred over recruiting externally to ensure as much organic growth as possible.
In the ANS Lip Sync Battle, directors battled it out to raise nearly £1,000 for charities such as the Manchester Youth Zone. In the summer, a sister youth zone, HideOut Youth Zone, opened. Instead of splitting its annual £25,000 donation between the two, the company doubled the money.
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.
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