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.
Adobe has a unique 'KickBox Innovation Workshop' programme that gives employees free reign to bring an idea to life. KickBox is a new approach for empowering employees to innovate inside an enterprise. KickBox is a way of innovating. The KickBox Workshop teaches it in fast-paced, hands-on fashion. Employees are given a red box. Inside is everything they need to become an Adobe Innovator including $1,000 on a pre-paid credit card with a step-by-step process to originate an innovative new concept and then use that money to validate the concept. No proposal, no committees, no approval. You just do it. KickBox is not limited to one idea. Employees learn techniques and gain skills that will be useful throughout their career.
Adobe's reward philosophy is to provide market-competitive rewards allowing them to attract and retain great talent and to differentiate based on exceptional company and individual performance. They provide competitive compensation and benefits programmes as appropriate in each country in which they do business. A critical part of the integrated benefits offering, is their relationship with their UK health insurance provider, PruHealth. In addition to providing market leading medical insurance in the unfortunate event that their employees fall ill, a key part of PruHealth's partnership with Adobe is their focus on how they can make it cheaper and easier for their members to lead a healthy lifestyle, and earn some great rewards by doing so. Their integrated wellness programme, Vitality, provides members with significant discounts with leading gyms, health screening centres, bike retailers and entertainment groups, as well as paying non-smokers cash back directly into their bank accounts. Adobe and PruHealth recognise that many employees never use their Private Medical Insurance, meaning it can often be seen as a cost to you as an employee, rather than a benefit. PruHealth's approach to integrated wellness ensures first class medical insurance provision to those who need to claim, but also provide tangible benefits to those who don't, meaning that everyone can now take advantage of their cover.
Adobe's reward philosophy is to provide market-competitive rewards allowing them to attract and retain great talent and to differentiate based on exceptional company and individual performance. They provide competitive compensation and benefits programmes as appropriate in each country in which they do business. A critical part of the integrated benefits offering, is their relationship with their UK health insurance provider, PruHealth. In addition to providing market leading medical insurance in the unfortunate event that their employees fall ill, a key part of PruHealth's partnership with Adobe is their focus on how they can make it cheaper and easier for their members to lead a healthy lifestyle, and earn some great rewards by doing so. Their integrated wellness programme, Vitality, provides members with significant discounts with leading gyms, health screening centres, bike retailers and entertainment groups, as well as paying non-smokers cash back directly into their bank accounts. Adobe and PruHealth recognise that many employees never use their Private Medical Insurance, meaning it can often be seen as a cost to you as an employee, rather than a benefit. PruHealth's approach to integrated wellness ensures first class medical insurance provision to those who need to claim, but also provide tangible benefits to those who don't, meaning that everyone can now take advantage of their cover.
Adjust Your Set held a company away day which involved all staff spending the day away from the office. People were seated at tables which mixed up different teams and departments and each table worked together on a number of tasks and challenges throughout the day. The company also took part in a Tough Mudder event. It was open to all employees and a team of 14 participated and a similar number coming along to spectate and support the team.
Adjust Your Set held a company away day which involved all staff spending the day away from the office. People were seated at tables which mixed up different teams and departments and each table worked together on a number of tasks and challenges throughout the day. The company also took part in a Tough Mudder event. It was open to all employees and a team of 14 participated and a similar number coming along to spectate and support the team.
Adjust Your Set have put together a collection of exercises called Deskercise that employees can incorporate into their working day and do at their desk and around the office. They also offer a Stretch and Tone class one lunchtime each week run by one of their employees to allow staff to exercise during their lunch break. They have introduced a couple of standing workstations to encourage standing meetings or to allow employees to work standing up as much of their jobs are very sedentary.
David and all senior managers at AAT ensures they are always accessible and visible by working and spending time at all of their work locations. David and all senior managers also attend local team meetings and keeps in touch with employees via the Intranet. David also keeps everyone informed via Twitter and our Ability Facebook page.
David and all senior managers at AAT ensures they are always accessible and visible by working and spending time at all of their work locations. David and all senior managers also attend local team meetings and keeps in touch with employees via the Intranet. David also keeps everyone informed via Twitter and our Ability Facebook page.
Ability Housing continually review how they can support their employees whilst at work. They believe by having and creating a work life balance, their employees will continue to give excellent support and service to their customers. All employees are aware of their health care cash plan as well as the support and advice which can be accessed by their Employee Assistance program. All Managers are empowered to listen and seek feedback and to take appropriate action. In addition as part of AbilityPOSITIVE+ they have set up a Wellbeing group which has enabled them to review their current practises and reward schemes. A Wellbeing group as been set up as part of AbilityPOSITIVE+ to review their current practices and benefits. Recently they enhanced their health plan to include an Employee Assistance Program as well as enhanced gym membership.
Walker Prestons Solicitors offers total flexibility to employee development, allowing employees to take sufficient time off for their training. Significant paid training allows them to further their development.
Walker Prestons Solicitors offers an enjoyable and positive working environment with regular team-bonding and building exercises.
Walker Prestons Solicitors regularly rent out function halls and put on a party for all members of the organisation to help build morale and as an introduction for new staff to enjoy.
The way W L Gore & Associates do business within their unique culture means the individual makes their own choices and is able to take control of themselves and the work they do. On a practical level and for real peace of mind, for every single associate they provide private medical insurance, dental insurance, and on site occupation health nursing as well as on site massages. They also have a PHI scheme, and an EAP for every person and EAP covers family members too. Another key aspect of wellbeing is via their sponsor, who gives focussed help for their development. Sponsors are chosen by the individual and in 95% of cases a strong personal trusting relationship develops where you can go and talk about anything such as work or personal matters in a safe and confidential environment.
The people at Gore have a deeply held fundamental belief in the potential of individuals to be creative, solve problems, and exercise judgment and initiative. Their freedom principle succinctly captures the essence of their philosophy of development. They want to encourage associates to grow and to maximise their true potential. Embedded in that wording is the assumption that the ultimate responsibility for an associate's development lies with the associate. The role of other associates, including sponsors and leaders, is to encourage and support the associate in their efforts. Within Gore, they do not have pre-defined career paths or roles that ensure associates' success. Associates must find their own path that enables them to maximise their contributions to the enterprise. Ultimately, the contribution process is the primary determinant for measuring an associate's overall contribution. Associates can grow in a variety of ways. Once established, they can increase their "depth" - become experts in a certain specialised field or they can increase their "breadth", assuming broader responsibilities within the enterprise. The journey for each associate is dynamic and may change over time, but key is the idea that they should all encourage each other in a path of development that helps each individual associate to succeed, increase their ability to contribute, and thereby help the enterprise succeed.
W L Gore & Associates have a lattice structure which means that they have no hierarchy and can go directly to whoever they want /need to talk to with feedback, or questions and using a range of media. This seems like a simple answer, but it works. There is no need to ask permission and it is just a natural every day occurrence for them to challenge decisions, share ideas, seek clarity on strategy. No need for secret suggestion boxes, they support open communication instead. The company teaches listening and communication skills so that the direct communication is not confined to those who are eloquent.
Managers at Unruly will arrange for international secondments for employees who wish to develop their skills and see how the company works in other territories. This generates job enrichment, engagement and is a form of reward. Their managers have a management style that is a product of their company culture and as such, talking to people as individuals and demonstrating care for their needs comes naturally, rather than this being a process or requiring a formal intervention.
Unruly offer spot ‘superhero' bonuses to team members who have gone above and beyond the call of duty. These £1000 bonuses are given each quarter to nominated employees. Managers globally are given the opportunity to nominate Unrulies for a superhero bonus, and these nominations are reviewed by the executive team to ensure senior Unrulies are aware of special contributions team members have made. In addition to monetary rewards, Unruly provide a mentoring programme which partners team members based on skills, this is not about hierarchy, it's about subject matter experts providing support to team members seeking development in this area. If someone has delivered wow in a spectacular fashion they are given a pair of tickets to an exclusive film preview, hosted by the NSPCC in Mayfair. This helps the company to reward Unrulies who have delivered wow and to share the love with the NSPCC. They always try to make sure their most dedicated Unrulies are given lots of high profile networking and speaking opportunities, which have included lunches at #10 Downing Street, appearing on stage at the Barbican theatre, industry leadership dinners and invitations to the opening of the market at the London Stock Exchange.
Unruly offer spot ‘superhero' bonuses to team members who have gone above and beyond the call of duty. These £1000 bonuses are given each quarter to nominated employees. Managers globally are given the opportunity to nominate Unrulies for a superhero bonus, and these nominations are reviewed by the executive team to ensure senior Unrulies are aware of special contributions team members have made. In addition to monetary rewards, Unruly provide a mentoring programme which partners team members based on skills, this is not about hierarchy, it's about subject matter experts providing support to team members seeking development in this area. If someone has delivered wow in a spectacular fashion they are given a pair of tickets to an exclusive film preview, hosted by the NSPCC in Mayfair. This helps the company to reward Unrulies who have delivered wow and to share the love with the NSPCC. They always try to make sure their most dedicated Unrulies are given lots of high profile networking and speaking opportunities, which have included lunches at #10 Downing Street, appearing on stage at the Barbican theatre, industry leadership dinners and invitations to the opening of the market at the London Stock Exchange.
Flexible working and flexi-hours – they have a progressive approach to staff working flexible to ensure that their work/life balance and to reduce the likelihood of stress – whether it be due to arranging childcare or rush hour commutes. Fruit Tuesdays – they encourage healthy eating by providing free fruit every Tuesday morning.
Their appraisal process is robust; it encompasses 3 elements: 360 feedback from colleagues and clients, self review and the appraisal meeting with the manager. Embedded into the appraisal process is a ‘training needs analysis' where they identify where gaps exist in employees knowledge/experience and they aim to fill those gaps with recommended training, be it external/internal training courses, mentoring, job shadowing, etc. They have approved and supported most training requests; ranging from short courses, degree courses, right through to MBAs. The appraisal process is focused on enhancing professional development by encouraging all employees to consistently deliver results, capitalise on successes, learn from failures and grow in their position.
Human Resources has been given full responsibility to take appropriate action following the results from the survey. Firstly they plan to communicate the overall results to all. Where appropriate, they will run focus groups to dig deeper and gain insight on the areas that they will work together to translate the results in more concrete action plans. A senior member of the team will be assigned to take ownership of each area. Employees will be given updates on a regular basis on how these things are progressing. They will also take notes on the areas they scored well in and ensure these are maintained and enhanced further.
The combination of three actions seems to work exceptionally well at TRO. Firstly, their anonymous, online staff surveys allow the management to identify issues (good and less good) which staff want to raise. Secondly, in 2012 they initiated their ‘Time Out with Rob' sessions. These are opportunities for any member of staff to chat with Rob, their chairman, about any topic they wish to raise. The sessions are voluntary and can be conducted one-on-one, in pairs or larger groups and it is for members of staff to set the agenda, time and venue. Thirdly, as a result of combining the learning from the two above activities, TRO set up action groups to address the key issues and ideas arising. This process has given voice to a number of staff initiatives including their desire to look at further flexible working arrangements and broader job descriptions, to overcome the ‘summer spike' in work load, reshaping office layouts and relocating a client service team from one site to another.
Michael WB, TRO's managing director, joined TRO 18 years ago as a seasonal event executive. Everyone at TRO appreciates that Michael started at the bottom of the ladder and has worked his way up through a series of well-earned promotions to join the board and subsequently become the MD. Michael's style of operation, his decisions, actions and overall involvement in the business are hugely influenced by his organic development. Staff feel a great respect for his achievement; they have empathy for his views because he has been where they are and covered the ‘hard yards'. Furthermore, they are inspired by the thought that TRO is the kind of place where internal development is encouraged, as evidenced by Michael. It is because Michael knows his way around every single job within the business and because his natural style is open and accessible that TRO staff find him easy to deal with.
Michael WB, TRO's managing director, joined TRO 18 years ago as a seasonal event executive. Everyone at TRO appreciates that Michael started at the bottom of the ladder and has worked his way up through a series of well-earned promotions to join the board and subsequently become the MD. Michael's style of operation, his decisions, actions and overall involvement in the business are hugely influenced by his organic development. Staff feel a great respect for his achievement; they have empathy for his views because he has been where they are and covered the ‘hard yards'. Furthermore, they are inspired by the thought that TRO is the kind of place where internal development is encouraged, as evidenced by Michael. It is because Michael knows his way around every single job within the business and because his natural style is open and accessible that TRO staff find him easy to deal with.
All employees have a strong focus on results and relationships. Through continuous development of their human resources they ensure good business performance and profitability for their customers. Teamwork and an independent mind-set are two qualities that they encourage. The company hold numerous events which enable employees to socialise outside of work. They held a summer party in August 2013 where they had a team sports day. There is usually a Christmas part too.
Managers recognise employees in various ways. Employees are praised within the team circle; there is an employee of the month and rewards are given such as dinner on the company and gift vouchers. They offer feedback in regular one-to-ones, through formal performance appraisals, personal development plans and training needs analysis. They provide flexible working hours, work/life balance and working from home on occasion under special circumstance. Managers set targets and lead by example, work with team rather than directing, think outside of the box and encourage new ideas.
Managers recognise employees in various ways. Employees are praised within the team circle; there is an employee of the month and rewards are given such as dinner on the company and gift vouchers. They offer feedback in regular one-to-ones, through formal performance appraisals, personal development plans and training needs analysis. They provide flexible working hours, work/life balance and working from home on occasion under special circumstance. Managers set targets and lead by example, work with team rather than directing, think outside of the box and encourage new ideas.
The company has created a new operational management team (OMT) that now runs the business on a day to day basis. The OMT has been created from staff promoted within the business. Any quality issues that arise from people, processes and systems are handled by the team. The major benefit to all staff is faster and more accurate decision making; this has increased both employee engagement and satisfaction. Charles Davis leads by example. He is passionate and committed to the company and its employees; employees respect him and his 'open door' policy ensures they also find it easy to approach him both professionally and socially.
The company has created a new operational management team (OMT) that now runs the business on a day to day basis. The OMT has been created from staff promoted within the business. Any quality issues that arise from people, processes and systems are handled by the team. The major benefit to all staff is faster and more accurate decision making; this has increased both employee engagement and satisfaction. Charles Davis leads by example. He is passionate and committed to the company and its employees; employees respect him and his 'open door' policy ensures they also find it easy to approach him both professionally and socially.
The organisation seeks to reward employees for their efforts. They reward employees for business ideas they contribute that are implemented in the company. The reward is twofold; a financial reward and a public acknowledgement in the company newsletter.
Looking for more information on our solutions? Let us know how we can help and the right member of our team will be in touch shortly.
