What are companies doing with regards to 'Personal Growth'

Smooth offer an employee assistance programme which is a free, confidential service that offers expert advice, specialist counselling and support that helps staff prepare for and cope with successfully, all life events.

Smooth offer an employee assistance programme which is a free, confidential service that offers expert advice, specialist counselling and support that helps staff prepare for and cope with successfully, all life events.

Simon Dolan, CEO has created a relaxed, empowered and friendly environment so that his employees enjoy coming to work. He has an open or no door policy and empowers staff to make decisions, rather than be burdened with problems they are never actually given the responsibility to self-solve; which would result in increased stress. He provides an environment which encourages self-sufficiency and delivers positive feedback for all decisions made, good and bad. At SJD they ensure that the workspace and environment is comfortable for all employees. Quite recently an employee had an operation on her back; to ensure she was comfortable upon her return she was bought an orthopaedic chair for her desk giving her the support she needed.

SJD support employee development through their internal campaign titled ‘How did I IMPRESS my client today?'. IMPRESS is an anagram that employees can easily remember to use as part of their day to day interaction with clients: INFORMATION – Ensure all information is clear, concise and informative. MANAGEMENT – Manage and maintain a good client relationship. PROMISE – Never break the SJD Promise – Put yourself in the client's shoes! REASSURANCE – Reassurance is key to referrals. EMPATHY – Clients will not always remember what you said but they will remember how you made them feel. SPEECH – How well you communicate is as important as the service itself. SUCCESS – The key to success is clients going away feeling that they've made the right decision. This campaign was supported by internal merchandise, leaflets and posters. This campaign forms part of internal training, training programmes and material, merchandise, employee objectives and reviews.

Rocela views communication as a two way initiative and has implemented a number of methods to listen to their employees, seek ideas and feedback. A quarterly company conference which covers performance and staff news. The Q&A session is an opportunity for anyone to ask questions or offer feedback. A companywide email group used by any member of staff who wishes to communicate news or ask a question. The most recent Employee Questionnaire was issued in September 2011 and this covered a variety of topics including; Communication, Line Management, Values, Benefits, Performance feedback and Development. Below are a few “stats” from the survey: 96% of Rocela employees took part in the survey , 87% of the respondents felt that Rocela communicate well on a company level , 95% of the respondents felt that communication was good on a team level , 96% answered positively to the question regarding customer service/ client care and89% answered positively in relation the Rocela Performance Management process Rocela has a formal Performance Review Process. This is particularly pertinent for those people working from home or based in an alternative location to their Line Manager. 1to1 meetings take place across the business approximately once a month. They are a great opportunity to ensure that people's views are heard. The key topics that are discussed at these meetings are achievements ,frustrations,role alignment and career alignment. Their Executive Team operate a “real” open-door policy and encourage people to speak to them on any topic – either face-to-face or on the phone.

Rocela views communication as a two way initiative and has implemented a number of methods to listen to their employees, seek ideas and feedback. A quarterly company conference which covers performance and staff news. The Q&A session is an opportunity for anyone to ask questions or offer feedback. A companywide email group used by any member of staff who wishes to communicate news or ask a question. The most recent Employee Questionnaire was issued in September 2011 and this covered a variety of topics including; Communication, Line Management, Values, Benefits, Performance feedback and Development. Below are a few “stats” from the survey: 96% of Rocela employees took part in the survey , 87% of the respondents felt that Rocela communicate well on a company level , 95% of the respondents felt that communication was good on a team level , 96% answered positively to the question regarding customer service/ client care and89% answered positively in relation the Rocela Performance Management process Rocela has a formal Performance Review Process. This is particularly pertinent for those people working from home or based in an alternative location to their Line Manager. 1to1 meetings take place across the business approximately once a month. They are a great opportunity to ensure that people's views are heard. The key topics that are discussed at these meetings are achievements ,frustrations,role alignment and career alignment. Their Executive Team operate a “real” open-door policy and encourage people to speak to them on any topic – either face-to-face or on the phone.

The UK and global senior management team aim to be visible throughout the business which helps not only with employee engagement, but also helps with morale and motivation in the business, as the recruitment market continues to be challenging. As their leadership team have all started with and built their careers with the company, it is encouraging for staff to know that their managers have been there and know what they're going through. The leadership hierarchy is very shallow and as such, it is common to see the directors and even global senior executive members sitting alongside the consultants in an open-environment. This helps break down barriers and demonstrates that the leadership team is accessible. Whether to assist on client meetings, training or general day-to-day activities, the leadership team works very closely with the sales consultants. To recognise consultants for their contributions and hard work, the company hosted a sales competition with 16 winners receiving VIP access to various Olympic competitions. Their managing director launched the competition and the directors worked very closely with employees to ensure they were on track and meeting targets for the highly sought-after prize!

The UK and global senior management team aim to be visible throughout the business which helps not only with employee engagement, but also helps with morale and motivation in the business, as the recruitment market continues to be challenging. As their leadership team have all started with and built their careers with the company, it is encouraging for staff to know that their managers have been there and know what they're going through. The leadership hierarchy is very shallow and as such, it is common to see the directors and even global senior executive members sitting alongside the consultants in an open-environment. This helps break down barriers and demonstrates that the leadership team is accessible. Whether to assist on client meetings, training or general day-to-day activities, the leadership team works very closely with the sales consultants. To recognise consultants for their contributions and hard work, the company hosted a sales competition with 16 winners receiving VIP access to various Olympic competitions. Their managing director launched the competition and the directors worked very closely with employees to ensure they were on track and meeting targets for the highly sought-after prize!

Managers at PPHE Hotel Group have a clear strategy and plan for the year of what needs to be achieved, for this to be effective the team are involved and are briefed in regards to the strategy of the department.

PPHE Hotel Group operates an Inspirational Service Programme. The overall aims of the programme are to give all the company's employees the skills and confidence to consistently create the desired guest experience, as defined by PPHE Hotel Group's Context. The training consists of three modules directly linked to the three elements of the PPHE Hotel Group's Context desired guest experience of feeling welcome, surprise and passion. This programme engages the team and gives them the tools to excel in their job.

Palletforce have recently introduced health benefits through Paycare which includes an employee assistance program. The company also have an onsite gym and a personal trainer who comes in once a week, employees can take an hour out of work time to attend the gym with the trainer.

Palletforce have recently introduced health benefits through Paycare which includes an employee assistance program. The company also have an onsite gym and a personal trainer who comes in once a week, employees can take an hour out of work time to attend the gym with the trainer.

Their managers encourage a mentoring relationship outside of their own relationship with an employee. Their managers always make sure that they set aside time for regular, individual catch ups with each of their team members. They also have methods in place to regularly feedback any information from departmental meetings to their employees. Their managers place a strong emphasis on focus groups and encourage all employees to get involved in order to share their ideas for improvement.

Their managers encourage a mentoring relationship outside of their own relationship with an employee. Their managers always make sure that they set aside time for regular, individual catch ups with each of their team members. They also have methods in place to regularly feedback any information from departmental meetings to their employees. Their managers place a strong emphasis on focus groups and encourage all employees to get involved in order to share their ideas for improvement.

All Management participate in training courses provided by the Learning and Development function where the importance of caring and understanding team members needs is explored. How to deal with difficult conversations and the understanding of the company policies and procedures. Managers will conduct after every occasion of absence a ‘return to work meeting' in which a conversations about the individuals wellbeing takes place for the manager to understand what, if any reasonable adjustments need to take place. Managers are integrally involved in Flexible working meetings and make decisions based on fact as to whether this can be accommodated or not.

All Management participate in training courses provided by the Learning and Development function where the importance of caring and understanding team members needs is explored. How to deal with difficult conversations and the understanding of the company policies and procedures. Managers will conduct after every occasion of absence a ‘return to work meeting' in which a conversations about the individuals wellbeing takes place for the manager to understand what, if any reasonable adjustments need to take place. Managers are integrally involved in Flexible working meetings and make decisions based on fact as to whether this can be accommodated or not.

Investing in leadership remains a key priority to ensure the delivery of high quality, safe and effective integrated services, with improved patient experience and outcomes. In a changing NHS landscape with increasing financial constraints, the organisation must remain in a strong position to respond to the challenges ahead. By motivating and engaging current leaders, and identifying and developing future leaders, this can be achieved. The Trust have held a series of five vibrant and thought provoking events. These included organisational development, understanding roles in achieving, maintaining and measuring success, and creating high performing teams with effective appraisals and motivated staff. They focused on ensuring patient safety and recovery remain at the heart of all they do and their individual and collective responsibility to ensure quality across services. They also equipped staff with the tools and techniques to ensure workforce resilience and well-being. The programme has provided an invaluable opportunity to build networks, share learning and gain an insight into the experiences of colleagues, service users, carers and partner organisations.

Investing in leadership remains a key priority to ensure the delivery of high quality, safe and effective integrated services, with improved patient experience and outcomes. In a changing NHS landscape with increasing financial constraints, the organisation must remain in a strong position to respond to the challenges ahead. By motivating and engaging current leaders, and identifying and developing future leaders, this can be achieved. The Trust have held a series of five vibrant and thought provoking events. These included organisational development, understanding roles in achieving, maintaining and measuring success, and creating high performing teams with effective appraisals and motivated staff. They focused on ensuring patient safety and recovery remain at the heart of all they do and their individual and collective responsibility to ensure quality across services. They also equipped staff with the tools and techniques to ensure workforce resilience and well-being. The programme has provided an invaluable opportunity to build networks, share learning and gain an insight into the experiences of colleagues, service users, carers and partner organisations.