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.
They are always seeking ways to enhance their employee experience. Following feedback from the business, the company arranged bike storage for those cycling to work, built additional showers and a break out room for staff to relax in. Staff have access to a local gym with discounted membership rates, and they have a generous weekly fruit delivery for everyone to enjoy. They also have an employee forum which consists of a member from each function in the London office that acts as the voice of the employee population. They meet monthly to discuss how the office is doing and address any areas of concern.
This year they introduced a new recognition programme called the GROW Award, Getty Images recognition for outstanding work. This programme encourages anyone who has observed a colleague make exceptional achievements, help the company grow, are demonstrating either personal or professional growth or deserve to be recognised for their individual contribution to their collective success, to nominate that colleague for an award. All nominations are reviewed weekly by the CEO who determines the recipients and the cash award amount they will receive. They are really proud of this programme because it recognises both professional and personal growth, and it does so in real time – not just on an annual basis. It is also above and beyond a person's normal incentive plan. It reveals the great camaraderie their employees share as they have the opportunity to nominate each other and their CEO's inbox continues to be flooded with nominations. It also speaks to their global connectedness – it is not a location centric programme – everyone at all levels and in every location is included.
The Getty Images Hackathon has been a great way for employees to create and build cool stuff like websites, mobile apps, online applications, social media mashups and the like that address a business or customer need. This was their 3rd year running the event. This year they had 16 different teams participate and they consisted of employees from all functions, not just technology. This event is all about the employees ideas and feedback, and the changes they would make if they were in charge. Most importantly, the grand prize for the winning team is that the business commits to implementing their idea/product/change.
Their Managers work well with their team and understand that outisde business committments such as studies, family or holidays may require them to swap/change their shifts or need additional time away from work. They are extremely flexible in accommodating these requests and respect that their employees have other reponsibilites outside of work that are priority to them. They completely understand, as they all have families too and are able to accommodate the majority of requests when their staff want to make changes to their contracted shifts. Managers follow this culture that we demonstrate at a central support level and take time to carry out regular reviews with each member of staff, whether they work 4 or 40 hours a week, each member of their team is guaranteed this time with their Managers.
Their Managers work well with their team and understand that outisde business committments such as studies, family or holidays may require them to swap/change their shifts or need additional time away from work. They are extremely flexible in accommodating these requests and respect that their employees have other reponsibilites outside of work that are priority to them. They completely understand, as they all have families too and are able to accommodate the majority of requests when their staff want to make changes to their contracted shifts. Managers follow this culture that we demonstrate at a central support level and take time to carry out regular reviews with each member of staff, whether they work 4 or 40 hours a week, each member of their team is guaranteed this time with their Managers.
Employee of the month award. Long Service Awards, they award every member of staff a generous financial token to thank them for their length of service with Georges. Every year, after 5 years of service, each member of staff receives this incentive which believe contributes to the high level of employee retention that they have seen year after year. Birthday vouchers and birthday day off. They reward staff each year with a birthday voucher for them to spend at an oulet of their choice, together with a day off for their birthday. Even if their birthday falls during a weekend, they still allow them to take this time off on a Monday or Friday. Mystery shopper reports. When they receive their monthly shopper reports through they will always send a letter of thanks for the employee concenred for their efforts during that visit. They also reward them with a highstreet voucher if they have done exceptionally well duriing this mystery shopper visit.
They hold a quarterly Employee Forum whereby employees are asked their views and opinions on all aspects of the Company and from this have created focus groups so that employees are engaged in addressing some of the issues.
Fricroft have recently introduced pay for performance where pay increases are directly linked to achievement of objectives and demonstrating that they live the Company values through measurement of their behavioural competencies. They give on the spot rewards to employees who have demonstrated exceptional performance or customer service by way of vouchers or paying for the employee and their partner to go out for a meal. They operate an employee of the month scheme to recognise efforts.
They hold a quarterly Employee Forum whereby employees are asked their views and opinions on all aspects of the Company and from this have created focus groups so that employees are engaged in addressing some of the issues.
Faststream are using MC3 this year and so will be using this tool to help their management team develop and improve engagement with their teams. They will prioritise improvement in their highest correlating factors and providing regular feedback and updates to the business on what they are doing to improve engagement in the business. They are creating a ‘Hub Page' on Internal Communication Portal -Yourstream, so that Best Companies and Engagement becomes an ongoing process, not just an annual event.
Faststream are using MC3 this year and so will be using this tool to help their management team develop and improve engagement with their teams. They will prioritise improvement in their highest correlating factors and providing regular feedback and updates to the business on what they are doing to improve engagement in the business. They are creating a ‘Hub Page' on Internal Communication Portal -Yourstream, so that Best Companies and Engagement becomes an ongoing process, not just an annual event.
Faststream are using MC3 this year and so will be using this tool to help their management team develop and improve engagement with their teams. They will prioritise improvement in their highest correlating factors and providing regular feedback and updates to the business on what they are doing to improve engagement in the business. They are creating a ‘Hub Page' on Internal Communication Portal -Yourstream, so that Best Companies and Engagement becomes an ongoing process, not just an annual event.
The company have created a unique culture capable of supporting diverse talent. They call their collaborative way of working blending, and it's central to everything they do – allowing them to take ideas from strategy and concept to launch and evaluation as quickly and effectively as possible. Whether in a single room or across their 40 offices worldwide, blending lets them cast the right people for the challenge. Their approach embraces the creative tension between left brain and right brain. They believe that when they combine data and storytelling – when mathematicians and poets join forces – they get more powerful results. They have designed their offices to enable this collaborative way of working, with open-plan seating (no offices for senior management), flexible spaces, hot-desking and lots of informal areas for meetings.
REWARD AND RECOGNITION SCHEME: The company run an innovative and highly popular recognition and reward scheme, which is open to all colleagues. Individuals can be nominated for doing game-changing work or going over and above their day job. Colleagues are invited to nominate people who have delivered against an element of their skills profile, which covers four core areas: delivery and innovation, craft, people and client and commercial skills. They have a monthly budget of £10,000 for the scheme and they award more than 50 people each month in the following categories: Diamond (£1000 reward), ¬Platinum (£500), Gold (£250), Silver (£100) and Bronze (£50). This is an ‘always on' scheme, which enables them to reward people all year round outside of the normal performance pay process timetable. All the winners are announced and celebrated on their internal comms platform The Insider and at their quarterly company meetings. UNICORN AWARD: Twice annually, the company give a Unicorn Award to one person in the company for doing truly exceptional work. This ties into their reward and recognition scheme, but the way they award it is very different. The company either offers a large cash award or something a little more special and unique to that person. For example they gave one person a week off work and paid for them to do a creative writing course. This prize was reflective of their passion for writing, and was something they would never have been able to do given the busy job they have. They also enabled one team member to fulfil a lifelong dream by going to America on a road trip.
The company have created a unique culture capable of supporting diverse talent. They call their collaborative way of working blending, and it's central to everything they do – allowing them to take ideas from strategy and concept to launch and evaluation as quickly and effectively as possible. Whether in a single room or across their 40 offices worldwide, blending lets them cast the right people for the challenge. Their approach embraces the creative tension between left brain and right brain. They believe that when they combine data and storytelling – when mathematicians and poets join forces – they get more powerful results. They have designed their offices to enable this collaborative way of working, with open-plan seating (no offices for senior management), flexible spaces, hot-desking and lots of informal areas for meetings.
Throughout the year delatre hold a number of company-wide and team specific relationship building events to maintain a high employee morale, strengthen the intra-company relationships and say thanks for all the hard work their dedicated staff put forth. deltatre financially supports a 5-a-side football team that plays weekly throughout the year. Moreover, they sponsor an industry-wide philanthropic football tournament as well as theme days like Football Shirt Friday in order to raise money for charity and give back to the community. On a team level, they support departmental team building sessions like the Go-Kart outing their video team recently organised to relieve tensions during the lead up to the launch of an important project. However, the highpoints of their team building activities are unquestionably their two company wide workshops. In the summer, delatre take to the outdoors and stage a light-hearted physical activity that is fun and inclusive. Earlier this year they recreated the retro hit TV show “It's a Knock-Out” complete with absurd games and large costumes. In the winter, they stage a glitzy Christmas party for all full and part-time employees and freelancers as well as their partners. Last year's Christmas festivities took on a masquerade theme and had masked guests enjoy a three course meal and trying their luck at the casino games.
Throughout the year delatre hold a number of company-wide and team specific relationship building events to maintain a high employee morale, strengthen the intra-company relationships and say thanks for all the hard work their dedicated staff put forth. deltatre financially supports a 5-a-side football team that plays weekly throughout the year. Moreover, they sponsor an industry-wide philanthropic football tournament as well as theme days like Football Shirt Friday in order to raise money for charity and give back to the community. On a team level, they support departmental team building sessions like the Go-Kart outing their video team recently organised to relieve tensions during the lead up to the launch of an important project. However, the highpoints of their team building activities are unquestionably their two company wide workshops. In the summer, delatre take to the outdoors and stage a light-hearted physical activity that is fun and inclusive. Earlier this year they recreated the retro hit TV show “It's a Knock-Out” complete with absurd games and large costumes. In the winter, they stage a glitzy Christmas party for all full and part-time employees and freelancers as well as their partners. Last year's Christmas festivities took on a masquerade theme and had masked guests enjoy a three course meal and trying their luck at the casino games.
Placing openness as one of delatre's 4 core values truly helps to encourage and facilitate open discussion and feedback at deltatre. They use the appraisal process to create the space for giving feedback to employees and the opportunity for them to do the same with their line managers in a safe environment. Their monthly functional board meetings allow staff to present the case for new ideas. However, their bi-annual workshops are truly a unique feature because it provides an opportunity for everyone in the company to share new ideas and receive feedback from the larger cross-departmental team.
Companion Care have this year launched their very own Learning Academy which provides both clinical and professional development to their colleagues delivered by both internal and external experts. They also offer a Graduate Development Programme which supports new graduates through a 2 year mentoring programme which is closely aligned to their professional bodies' development requirements. This is a structured programme designed to ease the transition from graduate to seasoned vet by providing invaluable training, support and mentoring.
Companion Care always try to ensure that all of their colleagues utilise all of their holiday entitlement along with taking time back for additional work they may do. They also actively promote regular rest breaks and none of their colleagues are contracted to work over 40 hours per week. They continue to monitor hours worked to ensure that they can spot any pressure points before they become an issue. Companion Care also offer Cycle2Work along with a number of other health related schemes.
All of the events Companion Care run are designed to bring their teams and functions together breaking down some of the barriers that can develop. Their Directors and board are always involved in their events to lead by example and show what a great team they are. Recently Companion Care expanded their Support Office into a new building and they ran competitions with the team to name the rooms, send pictures of their pets for the walls and their Directors held a free "Barn Warming" celebration with drinks, champagne and treats to welcome their colleagues and to present the "winners" with their prizes. Throughout the development of this expansion colleagues from different departments were involved to make sure areas such as the colleague rest area was designed how they would like it to be.
Phil encourages every employee to treat the business as if they were the owner and to do the right thing based on the company's values rather than follow a detailed rule book of do's and don'ts.
Each employee has a mentor who should have empathy with the key development challenges that the employee faces over the short and longer term. This person is not a line manager to the employee. They meet regularly to provide counsel and advice on short and long term development issues and will debate areas such as where best to invest the employee's personal training and development budget. Clearwater Corporate Finance spent roughly £16k on external training and also had a team strategy day, deal leaders day and intern induction days.
Phil encourages every employee to treat the business as if they were the owner and to do the right thing based on the company's values rather than follow a detailed rule book of do's and don'ts.
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.