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's mentoring from people who already have the relevant qualifications. The HR Manager has an A1 Assessor qualification so they can guide the apprentices through their apprenticeship in conjunction with a training provider.
Leaders lead by example with floor walks, communication and involvement with all projects and initiatives. The leadership team also take an interest in family matters and send personalised birthday and Christmas cards. There's a direct communication channel and staff get good work/life balance initiatives.
There's mentoring from people who already have the relevant qualifications. The HR Manager has an A1 Assessor qualification so they can guide the apprentices through their apprenticeship in conjunction with a training provider.
MeetUp is an annual conference where MuleSoft fly every employee into San Diego for a week of strategy alignment, learning, working out issues and relationship building. Around 1,300 employees will take part in the ninth MeetUp in 2018, comprising more than 160 sessions.
MuleSoft have the most competitive employee stock purchase programme legally allowed. There's a 15% discount and two-year lookback period so all employees can benefit from the company's success, even if their shares haven't vested.
In the last engagement survey, people reported wanting more mentorship opportunities. They created a mentorship program pairing executives with individuals, giving them a framework work through together. They've also created a volunteer programme called Muleys Give Back.
‘Advance Right' is a career carving tool. Employees have an honest conversation around what their role looks like today and then talk about tomorrow. - their future role might not even exist yet. The final part of the conversation locks down a reasonable timeline.
Momentum Worldwide's global network of 2,000 employees are unified by The Momentum Way and the following core values: be one, have fun, do great work, be fearless, grow, and give back. Staff can be spot-rewarded for living the values.
‘Advance Right' is a career carving tool. Employees have an honest conversation around what their role looks like today and then talk about tomorrow. - their future role might not even exist yet. The final part of the conversation locks down a reasonable timeline.
Staff are supported with coaching and mentoring both before and after they've attended management development programmes. Feedback is positive, with most staff agreeing to be part of an internal ‘coaching bank'.
Staff are supported with coaching and mentoring both before and after they've attended management development programmes. Feedback is positive, with most staff agreeing to be part of an internal ‘coaching bank'.
Staff are supported with coaching and mentoring both before and after they've attended management development programmes. Feedback is positive, with most staff agreeing to be part of an internal ‘coaching bank'.
The three founders personify the company values. They're hands-on, working closely with staff at all levels. They sit in the open-plan office and foster an open, honest, collegiate, entrepreneurial, ambitious and fun working environment through their approach.
The three founders personify the company values. They're hands-on, working closely with staff at all levels. They sit in the open-plan office and foster an open, honest, collegiate, entrepreneurial, ambitious and fun working environment through their approach.
One of the core principles is ‘we are all lucky generals' - this means no discipline outranks another. There's no hierarchy or politics, no one is above plumping cushions or making tea. They don't encourage greedy competitiveness and are always a team.
Keytree work with PlanZ Heroes, a food-waste charity. Keytree funds the work on a pro-bono basis, with an investment of over £200,000. Each October, they join in the Wok for 1,000, cooking and distributing 1,000 meals to London's homeless.
There are quarterly all-company update meetings - where employees communicate the primary purpose and core values. Each meeting is run by six different projects, producing live demonstrations of current solutions, followed by an open Q&A session.
Teams often feel closely bonded after working together, often on client site for many weeks with intense periods of effort. Each project manager can take the team out for the evening on a spontaneous basis. This allows instant reward and recognition for work well done.
Ideaworks have negotiated offers with local firms including restaurants, gyms and Go Ape. A comprehensive welcome programme includes buddy schemes and an occupational health provider is on hand for counselling and immunisation.
Ideaworks spend time understanding client needs, so that the end result is simple and reliable. Ideaworks set the bar very high, striving for excellence, respecting clients and being innovative to the point that they don't stop until they win.
Ideaworks spend time understanding client needs, so that the end result is simple and reliable. Ideaworks set the bar very high, striving for excellence, respecting clients and being innovative to the point that they don't stop until they win.
Client/brand values are: approachable, commercial, professional, responsive, excellent value. An engagement group prioritised three areas: leadership, my team and giving something back. A monthly drinks 'trolley' encourages people to talk to each other more.
Howard Kennedy support people on the job through stretching opportunities. Frameworks set out what people need to do to progress. Senior business leaders have a business book club to read and discuss the latest management thinking.
Points are awarded for going above and beyond, through Cottrills Reward, with prizes including days out, domestic appliances, luxury goods and technology. Once a month, staff have a drink and chat with their colleagues. Staff can take one day's leave to volunteer.
Hanson Wade have bought more working space to create a better working environment. This has led to a huge increase in collaborative meetings. People can work how they want – standing up, in their quiet reflection room, or on a sofa with their feet up.
Everyone gets £100 each year to spend on anything that involves learning something new. There's one day off per year for charity work, and the winner of ‘Wader of the Month' receives £200 to spend on an experience.
Hanson Wade have bought more working space to create a better working environment. This has led to a huge increase in collaborative meetings. People can work how they want – standing up, in their quiet reflection room, or on a sofa with their feet up.
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