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.
The company are really proud to be recognised as an industry leader in Attorney training. Not only are they told this by recruitment consultants, they are recognised by their competitors and experience no problems in recruiting highly talented trainee level Attorneys. The company also has excellent retention rates.
The company are really proud to be recognised as an industry leader in Attorney training. Not only are they told this by recruitment consultants, they are recognised by their competitors and experience no problems in recruiting highly talented trainee level Attorneys. The company also has excellent retention rates.
The introduction of the cash plan, alongside the firm's private health and dental plan which is all paid for by D Young & Co, has been really well received. They have found that individuals are opting for the cash plan more than the private health. The cash plan is a great way to promote other health aspects as it incorporates optical benefits, prescription benefits, as well as alternative medicines. The firm is particularly pleased as this has also generated savings for the business, which have been reinvested into other benefits. These other benefits have included a discounted shopping portal. Whilst not directly associated with well-being, there have been two key advantages. Firstly, it has given individuals the opportunity to maximise online shopping discounts in their comfort of their own home, but it also gives discount in health and well-being areas. For example, employees can get 8% off products at Boots, as well as saving money on gym membership and other fitness activities.
Last year the company organised for a nurse to come into the London office to administer flu vaccinations for any staff who wished to get it for free. They want people to know that they care about their well-being and think that initiatives like this really make that point clear. They also ensure that their staff are provided with fresh fruit which is delivered to the office every week.
Being a fairly small and informal organisation, employees know that they can always be open, honest and candid with their feedback. The company actively seek to recruit people with opinions, who are willing to speak out and make a difference! That said that they also appreciate that sometimes people need a bit of help or support in saying what's on their mind. They therefore conduct an anonymous employee survey every year which covers everything from management style to reward and recognition. Alongside this they run employee participation and suggestion schemes, usually with a theme so they can really focus people's energy into helping solve key matters.
Last year the company organised for a nurse to come into the London office to administer flu vaccinations for any staff who wished to get it for free. They want people to know that they care about their well-being and think that initiatives like this really make that point clear. They also ensure that their staff are provided with fresh fruit which is delivered to the office every week.
The company's comprehensive internal training schedule supports the specific requirements of their employees in a way that an external provider couldn't necessarily do, as it is so specific to their business, run by people within the business. They have a true knowledge sharing focused approach, which helps to keep costs down, but has proven to be highly successful with increased percentage scores in their annual employee survey for Training & Development. It has raised skill levels across the business and supports the development plans of all employees, as it provides employees with the opportunities to learn new skills and gain further understanding of industry relevant information.
The company's recognition strategy is rolled out and communicated to all managers through workshops and guidelines. This includes recognising individual achievements privately and publically e.g through 6 weekly G Forces and the annual Grafter Awards ceremony, as well as monthly Platinum Parking awards, Massages of the Month and Spin the Wheel prizes for people who have been nominated. Managers have the 'Recognition Tool Kit' as a guide and have the ability to spend a set budget on recognising individuals and teams. Everyone in the agency can nominate people through the gratitude boards, which are on public display, and all have easy access to the Thank you cards, which can be personally written and distributed in a timely manner.
The company's comprehensive internal training schedule supports the specific requirements of their employees in a way that an external provider couldn't necessarily do, as it is so specific to their business, run by people within the business. They have a true knowledge sharing focused approach, which helps to keep costs down, but has proven to be highly successful with increased percentage scores in their annual employee survey for Training & Development. It has raised skill levels across the business and supports the development plans of all employees, as it provides employees with the opportunities to learn new skills and gain further understanding of industry relevant information.
The company listens to its employees in many different ways. They have been IIP registered since 1999 and information gained from IIP assessments helps them to understand what their staff feel and think. From this they have implemented their cultural and management competencies. Listening skills are one of the company's key management competencies. The IIP assessments ensure that their management strategies are working, and employees are happy and motivated within the culture and organisation. The company also use an appraisal system that focuses on honest, two-way communication. Their appraisals are not tick-box exercises; they are in-depth discussions with employees about their development needs and career goals. The Fun Committee is a group formed to help ensure that the company promotes social activities and to create a working environment that's fun, engaging and happy.
The company enhance employee well-being through a generous holiday allowance of 30 days plus bank holidays, together with flexible working patterns and a culture that discourages blame. Flexible working hours, home working, reduced hours and job sharing all contribute to a happy workforce. Health, fitness and stress management is encouraged through on-site yoga classes and a five-a-side team football. In addition, a contributory pension scheme and private health insurance help with financial planning and healthcare. The company paid cash plan allows all members a 24 hour free helpline for counselling, health, and well-being advice.
The company listens to its employees in many different ways. They have been IIP registered since 1999 and information gained from IIP assessments helps them to understand what their staff feel and think. From this they have implemented their cultural and management competencies. Listening skills are one of the company's key management competencies. The IIP assessments ensure that their management strategies are working, and employees are happy and motivated within the culture and organisation. The company also use an appraisal system that focuses on honest, two-way communication. Their appraisals are not tick-box exercises; they are in-depth discussions with employees about their development needs and career goals. The Fun Committee is a group formed to help ensure that the company promotes social activities and to create a working environment that's fun, engaging and happy.
The senior management team work closely with managers to ensure that they are aware of targets and objectives and have the resources at their disposal to achieve the required end result. Clients often acknowledge a job well done. This client communication is shared throughout the Company.
At the end of every quarter all employees attend a company presentation given by the CEO in which the CEO goes over the last quarter's results, the company's direction going forward, and any other interesting company news. At the end of the presentation, awards are given out for two categories: Customer First and Team Player. Nominees for the Customer First award demonstrate commitment to supreme service, quality delivery, solution innovation and creative problem solving that has a measurable positive impact on customers. ControlCircle Team Player Award nominees are consistently supportive, creative and always finding ways to add value to their colleagues and the company, ensuring that both ControlCircle and their customers reap the many benefits of them all moving in the same direction to deliver a common set of goals and objectives. Employees are encouraged to nominate team members from across the business for both awards and winners are chosen by the number of nominations. Winners receive up to £100 to spend on an experience day of their choice.
The senior management team work closely with managers to ensure that they are aware of targets and objectives and have the resources at their disposal to achieve the required end result. Clients often acknowledge a job well done. This client communication is shared throughout the Company.
Whilst the team building events always contain a social element and are memorable due to their uniqueness, the most memorable event is the “Monthly Muster”. This is a free form social held at the end of the day on the fourth Thursday of every month in the London office. CloudSense provide simple food and some drinks, but the organisation and content of the get together is run entirely by the employees in a democratic manner. They use the internal collaboration social tools to discuss and promote the "Monthly Muster". The majority of employees work remotely or on customers' premises so this is very much a monthly social, and what makes it so memorable and enjoyable is the enthusiasm people have for it and the bonding it creates beyond normal work.
For CloudSense listening to employees and seeking their ideas and feedback is at the core of engaging with them. The introduction of their social collaboration tool “Chatter” has created a mind shift at CloudSense. All of the senior management team are on Chatter and can post messages, files, videos, etc instantly to the whole company. Any employee can also direct post a message directed to each other, including the senior management team. That message is public so anyone within the company can view the response. They have found that this has created a real time conversation that has driven engagement as it has driven instant public conversations from the management team that everyone can see and respond to. The company no longer use email as their communication tool internally as Chatter has opened up the internal conversation through becoming a social enterprise.
The company have a comprehensive Performance Management policy which supports individual growth and development in line with the company's requirement for skills. Performance Management for CloudSense is a continuous process that starts the day an employee commences employment, from on-boarding through to probation review, regular one-to-ones and yearly annual appraisals. The process is designed to evaluate performance in 3 ways: 'Skills Assessment' to define their skills, 'Behaviours Assessment' to ensure that not only do employees develop the right skill sets for their current role and achieve a desired career path, but they also do their job in a way that is consistent with CloudSense brand values, and an 'Objectives Review' to assist in personal development the achievement of wider company goals.
People are motivated and engaged by working with other smart people. The way managers implement this is to not compromise during recruitment, and keep a consistently high level of motivated and intelligent staff.
People are motivated and engaged by working with other smart people. The way managers implement this is to not compromise during recruitment, and keep a consistently high level of motivated and intelligent staff.
People are motivated and engaged by working with other smart people. The way managers implement this is to not compromise during recruitment, and keep a consistently high level of motivated and intelligent staff.
Their corporate behaviours of Empowering & Motivating and Striving For Excellence both set the corporate expectations of how Managers and staff should perform and when they should challenge unrealistic expectations. The corporate PDR process outlines the number of performance objectives that should be set using the SMART principle. The HR team conduct a sample of all PDR objectives to ensure that they are fair and consistent across the organisation and free from any bias towards staff. Effective performance is rewarded within the PDR process with the bonus payment scheme. A corporate validation exercise process is undertaken to ensure that the performance ratings given to staff are evenly distributed and also free from bias.
Their corporate behaviours of Empowering & Motivating and Striving For Excellence both set the corporate expectations of how Managers and staff should perform and when they should challenge unrealistic expectations. The corporate PDR process outlines the number of performance objectives that should be set using the SMART principle. The HR team conduct a sample of all PDR objectives to ensure that they are fair and consistent across the organisation and free from any bias towards staff. Effective performance is rewarded within the PDR process with the bonus payment scheme. A corporate validation exercise process is undertaken to ensure that the performance ratings given to staff are evenly distributed and also free from bias.
There are a number of effective ways City West supports employees through the Personal Development Review process and training offered, but the Excellence Academy in particular stands out. City West's Excellence Academy develops the leaders of tomorrow through training opportunities and mentoring. The Excellence Academy is about City West identifying high performers, talent and future leaders within the company; investing belief, time and effort into developing those individuals for the future and is one strand of their approach to talent retention and succession planning. Such is the success of this initiative; many graduates have taken on new projects or have been promoted. In total nine of the twelve employees involved in the scheme have been promoted since it started.
CBG Consultants have all the standard good practice processes in place to gather feedback face to face, with regular formal meetings, presentations and informal conversation etc. They believe their open door policy and no blame culture provides the right environment to encourage honesty and transparency. The company also have a dedicated feedback
e-mail address which gives staff the opportunity to provide feedback in an anonymous way. This year CBG have also undergone their Investors in People re-assessment and they are delighted to have achieved BRONZE status.
CBG Consultants have all the standard good practice processes in place to gather feedback face to face, with regular formal meetings, presentations and informal conversation etc. They believe their open door policy and no blame culture provides the right environment to encourage honesty and transparency. The company also have a dedicated feedback
e-mail address which gives staff the opportunity to provide feedback in an anonymous way. This year CBG have also undergone their Investors in People re-assessment and they are delighted to have achieved BRONZE status.
CBG Consultants have all the standard good practice processes in place to gather feedback face to face, with regular formal meetings, presentations and informal conversation etc. They believe their open door policy and no blame culture provides the right environment to encourage honesty and transparency. The company also have a dedicated feedback
e-mail address which gives staff the opportunity to provide feedback in an anonymous way. This year CBG have also undergone their Investors in People re-assessment and they are delighted to have achieved BRONZE status.
In addition to the thousands of pounds raised over the years by their people through activities such as jeans days, raffles, donations at the annual Christmas carol concert and firm quiz, profits raised from book and CD sales, clothing collections and sponsored events, Browne Jacobson has established the Browne Jacobson Charitable Trust which is funded by the partnership and enables employees to apply for grants for their chosen charities. In the last financial year, ended April 2012, they have distributed £12,000 to worthy causes across the Midlands.
Browne Jacobson recognise that people work hard on their behalf and they aim to provide them with recognition for their efforts. They provide a range of core benefits available to every employee from the day they join the firm. These are income protection, a group pension and life assurance which give their employees peace of mind during their time with the company. In addition to these core benefits they also offer a range of flexible benefits and the employees were consulted on what they wished to be able to flex their salary for before the scheme was launched. The flexible benefits are the pension, private medical care, childcare vouchers, cycle to work, critical illness, dental insurance, travel insurance and the ability to flex their life assurance up or down. If someone reduces the amount of life assurance they enjoy, the firm gives them the money back into their salary. Brown Jacobson also hold annual Wellbeing and Benefits Fairs. This year all of the benefit providers were able to attend to inform and educate as well as to pamper. Free manicures, cycle repairs, commute planning, head massages, healthchecks and hand massages were offered. The feedback was excellent.
Browne Jacobson's aim is to give their people what they want and need! However, their experience is that interventions have the best chance of success if they work with ideas put forward by the departments themselves. After all, they are in the best position to understand what they need. The creation and implementation of the firm's development frameworks is a classic example of this. One of the company's departments approached them with a request to help its solicitors understand what they needed to do at each stage of their career to be successful in that role and prepare themselves to move up to the next level. From that discussion was borne the development framework, a type of competency framework designed to provide a clear and consistent structure for the skills, knowledge and behaviours required by their people, focusing on the four key skills areas the business needs, personal effectiveness, management and leadership effectiveness, business effectiveness and technical effectiveness.
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