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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.
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.
Gilo believes in making individuals leaders. Rather than micro-managing employees, the company asks staff what the problem is, what the ideal goal or solution is, and how to get there. They are then trusted to solve problems using their own initiative.
Gilo believes in making individuals leaders. Rather than micro-managing employees, the company asks staff what the problem is, what the ideal goal or solution is, and how to get there. They are then trusted to solve problems using their own initiative.
Teams have an annual company BBQ, complete with a summer olympics games. Gilo also offer employees the chance to try their hand at paramotoring, which often leads to employees participating in the company's fly-to-work scheme.
85% of head chefs started working as kitchen assistants, through the support and mentorship of Operations Chef, Peter. Food and Fuel have an extremely loyal team of chefs, which has been achieved by hands-on training and support.
All candidates that receive external training are mentored within the business. This access to the senior leadership team is extremely powerful and helps to build relationships and raise the profile of candidates.
All company waste is sorted so nothing goes to landfill. As well as this, the kitchens use free range chicken, free range eggs, sustainable fish and free range pork and beef. The use of plastic straws has also been eradicated.
Both junior and senior members of staff were involved in the creation of the organisation's values five years ago, which means their vision, mission and objectives are universally accepted by employees at all levels.
Senior management facilitate Management Team Development workshops for some business areas/venues to support the teams to identify where they are performing well, where they could do better and to create an action plan for their team development.
Both junior and senior members of staff were involved in the creation of the organisation's values five years ago, which means their vision, mission and objectives are universally accepted by employees at all levels.
Each area of the business uses a combination of 360-degree feedback, appraisals, performance reviews and objective setting to measure and review the performance of its managers and leaders.
Over 2017, the company rolled out training to everyone in the organisation on the importance of sharing feedback and creating a culture of healthy, honest, timely dialogue. The training provided staff with tools and techniques to deliver effective feedback.
Each area of the business uses a combination of 360-degree feedback, appraisals, performance reviews and objective setting to measure and review the performance of its managers and leaders.
Each year, Elvis holds a summer event, which is attended by the whole company. The build-up to the event includes a month-long theme selection process that encourages cross-departmental collaboration and creative thinking across all levels.
Each year, Elvis holds a summer event, which is attended by the whole company. The build-up to the event includes a month-long theme selection process that encourages cross-departmental collaboration and creative thinking across all levels.
Last year, staff participated in 1,500 hours of training spread out over 50 sessions, 70% of which were externally run. Training now takes place every month across every department in the agency.
EWY provide several wellbeing opportunities for staff, including: promoting healthy nutrition, subsidised gym membership and organised weekly sporting events. Staff are encouraged to take regular breaks and there is a communal kitchen where they can have lunch away from their desks.
EWY provide several wellbeing opportunities for staff, including: promoting healthy nutrition, subsidised gym membership and organised weekly sporting events. Staff are encouraged to take regular breaks and there is a communal kitchen where they can have lunch away from their desks.
EWY provide several wellbeing opportunities for staff, including: promoting healthy nutrition, subsidised gym membership and organised weekly sporting events. Staff are encouraged to take regular breaks and there is a communal kitchen where they can have lunch away from their desks.
To ensure the wellbeing of employees, Content and Code hire a massage therapist to come into the office every three weeks. Team members are also encouraged to talk to their line managers, who make sure they have regular one-to-ones with their team members.
As part of learning and development incentives, Content and Code award cash bonuses to employees who successfully complete Microsoft Competency exams.
To ensure the wellbeing of employees, Content and Code hire a massage therapist to come into the office every three weeks. Team members are also encouraged to talk to their line managers, who make sure they have regular one-to-ones with their team members.
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