What are companies doing with regards to 'Personal Growth'

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Godalming College

Managers provide tea and coffee at morning break in order to encourage staff into the staff room where they can meet and chat and get away from the pressures of the classroom. They socialise with staff during morning and lunch breaks and have an open door policy. They hold regular departmental meetings and encourage six monthly progress reviews, reviewing training and development opportunities for staff. It is also their job to listen and respond in a timely fashion. Managers are confident in seeking advice from senior managers in more difficult or challenging circumstances. They also lead from the front and promote active consultation, communicating issues which will affect staff.

The organisation seeks to reward employees for their efforts. The Principal handwrites letters of congratulations on exam performance to all Heads of Department and subject departments in September and follows up with handwritten Christmas Cards to all teams and departments.

They plan to share the outcomes of the survey with staff, celebrate the things that they do well, and address issues of concern summarised in an appropriate action plan. This will form an important part of the Staff development Self-Assessment Report (SAR). The SAR is reviewed and validated every year and a new action plan developed in response to the results of the previous action plan and any developments in education and government policies.

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EDP Drug and Alcohol Services

Staff Networking Day which was the first opportunity for all staff to step away from the day job and hear about the strategic direction of the organisation and share their views on shaping the future. It was also an opportunity for staff to work in groups looking at specific areas of the business and make suggestions for improvements. There was also some time to kick back and have some fun.

Managers give time during appraisal to ensure that the individual is heard and follow through on needs. They promote each tool and encourage staff to provide feedback reassured there is no reprisal for honestly and openness. They set and manage expectations of the organisation and are able to articulate the vision of the organisation and how people fit into it. They share best practice through their own teams and the wider organisation. Wellbeing is important and managers monitor employees working hours, ensuring individuals are encouraged to go home on time. They hear and commit to the principles outlined in management development regarding duty of care and understanding the importance of empathy.

Staff Networking Day which was the first opportunity for all staff to step away from the day job and hear about the strategic direction of the organisation and share their views on shaping the future. It was also an opportunity for staff to work in groups looking at specific areas of the business and make suggestions for improvements. There was also some time to kick back and have some fun.

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Edge Hill University

Communication is the life blood of any organisation and the regular weekly email and termly addresses by the Vice Chancellor are commended by the staff each year in the annual staff survey. During the current year and with the significant amount of uncertainty surrounding the future of the HE sector, the Directorate have made a conscious effort to spend even more time engaging with staff across all levels explaining both the realities of the policy framework within which the University will be conducting its business but also seeking to assuage concerns which should not exist and which were merely developed as a result of inaccurate press reporting. This has involved many hundreds of hours with staff groups both formal and informal. Difficult decisions have never been held back from staff nor have the challenges being faced along with our proposed actions. This open, honest and transparent way of working has undoubtedly positioned the University well to address the challenges of the coming years whilst ensuring everyone employed by the University remains engaged and committed to their core mission.

Communication is the life blood of any organisation and the regular weekly email and termly addresses by the Vice Chancellor are commended by the staff each year in the annual staff survey. During the current year and with the significant amount of uncertainty surrounding the future of the HE sector, the Directorate have made a conscious effort to spend even more time engaging with staff across all levels explaining both the realities of the policy framework within which the University will be conducting its business but also seeking to assuage concerns which should not exist and which were merely developed as a result of inaccurate press reporting. This has involved many hundreds of hours with staff groups both formal and informal. Difficult decisions have never been held back from staff nor have the challenges being faced along with our proposed actions. This open, honest and transparent way of working has undoubtedly positioned the University well to address the challenges of the coming years whilst ensuring everyone employed by the University remains engaged and committed to their core mission.

Communication is the life blood of any organisation and the regular weekly email and termly addresses by the Vice Chancellor are commended by the staff each year in the annual staff survey. During the current year and with the significant amount of uncertainty surrounding the future of the HE sector, the Directorate have made a conscious effort to spend even more time engaging with staff across all levels explaining both the realities of the policy framework within which the University will be conducting its business but also seeking to assuage concerns which should not exist and which were merely developed as a result of inaccurate press reporting. This has involved many hundreds of hours with staff groups both formal and informal. Difficult decisions have never been held back from staff nor have the challenges being faced along with our proposed actions. This open, honest and transparent way of working has undoubtedly positioned the University well to address the challenges of the coming years whilst ensuring everyone employed by the University remains engaged and committed to their core mission.

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East End Homes Ltd

The wellbeing of employees is supported in various ways. The private health insurance plan; provided by Simply Health; is paid for by the company for employees with six months' service and includes coverage of dental, optical, and some general medical costs. Free pieces of fruit are provided for all staff members to encourage healthy eating and massage sessions are offered periodically at all locations for all staff.

Directors have consulted heavily with staff during organisational restructures so that all employees were aware of and involved in the new structures and roles being discussed. Employee feedback on service delivery needs contributed to this process and some amendments to initial proposals were evidenced through the consultation process. Paul, the Leader of the organisation, has a very clear vision for the organisation and seeks to make sure that employees know how they can contribute to this. He takes a keen interest in the governance of the organisation and ensures that their residents, as their customer base; are steering the strategic and operational direction of the organisation. This customer focus streams through the organisation, creating a customer focussed culture for employees delivering their services at the front line.

Directors have consulted heavily with staff during organisational restructures so that all employees were aware of and involved in the new structures and roles being discussed. Employee feedback on service delivery needs contributed to this process and some amendments to initial proposals were evidenced through the consultation process. Paul, the Leader of the organisation, has a very clear vision for the organisation and seeks to make sure that employees know how they can contribute to this. He takes a keen interest in the governance of the organisation and ensures that their residents, as their customer base; are steering the strategic and operational direction of the organisation. This customer focus streams through the organisation, creating a customer focussed culture for employees delivering their services at the front line.

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CLS Care Services Limited

The organisation supports employee development and has adopted a ‘coaching for improved performance' approach to people management and development. This approach is understood to be an on-going process, not a series of one-off events and team members record their development journey in the ‘My Personal Development Journal'. Annual Performance Development Reviews focus on individual team members' achievements and development is encouraged by granting people responsibility and authority to take on projects that interest them.

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Borders College

The college normally holds staff events at Christmas and the end of June when staff break up for the summer holidays. Last year a group of staff led by the Head of HR, got together and organised an end of term event in June 2011. On the last working afternoon of term, staff got together in the Union for a Fun Afternoon. The College had dominoes, a pool competition, bingo and races (three legged, space hopper and egg and spoon). The bar was open and burgers and chips were on sale. This event lasted about four hours with a large number of staff continuing the party mood by going out to the pubs in the town. It was a great success and lots of fun.

As well as the formal processes implemented by the college the managers within the college are tuned into the college culture of recognition and praise for a job well done. The college also has a thank you card system and the Christmas Stars which allow managers to recognise outstanding staff members. Managers meet regularly with staff to ask for feedback both at a team level and on an individual basis. The teams are relatively small which allows line managers to be able to pick up on any issues quickly and discuss these and find workable remedies.

As well as the formal processes implemented by the college the managers within the college are tuned into the college culture of recognition and praise for a job well done. The college also has a thank you card system and the Christmas Stars which allow managers to recognise outstanding staff members. Managers meet regularly with staff to ask for feedback both at a team level and on an individual basis. The teams are relatively small which allows line managers to be able to pick up on any issues quickly and discuss these and find workable remedies.

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Wragge & Co LLP

The company offers a broad range of development opportunities and programmes. There are online programmes that are available to all staff, including a business development programme which was developed especially for their staff. Their online Skills Guide provides development help for all individuals in the firm who can both plan their development and access a range of media to use themselves or in their teams. All staff have access to learning portals with development resources. One of the learning portals is produced by one of the UK's leading business schools and they customise part of it for their staff. There are also conferences and away days which often involve an element of sharing vision, development, teamwork and fun. Each person has a minimum of twice yearly appraisal discussions with their line managers to talk about their achievements, appraisal objectives, performance and to set their objectives or development points for the forthcoming year. The majority of their people will also receive regular feedback following work with clients or regular one to one meetings.

They take a genuine interest in their people and want to encourage every individual to be the best they can be. If someone has a disability or medical concern they will look as far as is reasonably possible to support that person. They understand it can be daunting to speak out and some people could be worried about how the firm, or their manager, might react if they asked for help. Therefore, last year we introduced Disability Champions who are available to help fellow employees by offering confidential, non-judgmental support and encouragement. This support will vary depending on the individual's situation and wishes but may just be providing a sympathetic ear or offering practical support by knowing where they can get appropriate help and guidance. They also support employees who are going through fertility treatment, which is an exceptionally stressful time, by offering confidential support by way of someone to talk to who has some understanding of what they are going through and time off for treatment and flexibility for appointments.

They take a genuine interest in their people and want to encourage every individual to be the best they can be. If someone has a disability or medical concern they will look as far as is reasonably possible to support that person. They understand it can be daunting to speak out and some people could be worried about how the firm, or their manager, might react if they asked for help. Therefore, last year we introduced Disability Champions who are available to help fellow employees by offering confidential, non-judgmental support and encouragement. This support will vary depending on the individual's situation and wishes but may just be providing a sympathetic ear or offering practical support by knowing where they can get appropriate help and guidance. They also support employees who are going through fertility treatment, which is an exceptionally stressful time, by offering confidential support by way of someone to talk to who has some understanding of what they are going through and time off for treatment and flexibility for appointments.

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TIM Group

Quarterly Core Values Awards: The company ask for peer nominations of employees who uphold their Core Values. They recognise winning nominees in their newsletter and in company meetings. They give winning nominees a small reward, such as a gift voucher to Amazon.

The company provide staff with access to gyms at a discounted rate via PruHealth, their medical insurance provider. They have enrolled their company in the PruHealth ‘well-being' programme, through which staff can accrue points for living a healthier life-style. Staff can use these points to get discounts for holidays, cinemas, etc. The company also have a relationship with Occupational Health professionals and if appropriate will refer staff to these professionals at company expense (for example, to assist staffing in receiving specialist assistance relating to difficult-to-diagnose medical conditions).

The company organises bi-weekly 'retrospective' meetings where employees collectively look at what they have been working on - what went well, what could be improved and any other areas that employees would like to discuss. The company gives quarterly Core Values awards to staff members who demonstrate behaviours that are consistent with their Core Values.

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Summit Media

Each new member of staff at Summit Media, both at the Wolds and at the Farm, undergoes an initial four week intensive training period provided by their line manager and colleagues. A tailored personal development plan is put together which is then reviewed at weekly one to one sessions with their individual line managers. These sessions are designed to monitor progress and to provide guidance. They also have regular coaching sessions covering topics and disciplines specific to the industry. There are bi-weekly training sessions at group level specifically aimed at improving industry knowledge. External training is carried out by Google and MSN and the company's tracking and analytics provider. New staff are also encouraged to participate in online webinars and to undertake personal training in their own time to gain the Google GAP and Microsoft qualifications.

Each new member of staff at Summit Media, both at the Wolds and at the Farm, undergoes an initial four week intensive training period provided by their line manager and colleagues. A tailored personal development plan is put together which is then reviewed at weekly one to one sessions with their individual line managers. These sessions are designed to monitor progress and to provide guidance. They also have regular coaching sessions covering topics and disciplines specific to the industry. There are bi-weekly training sessions at group level specifically aimed at improving industry knowledge. External training is carried out by Google and MSN and the company's tracking and analytics provider. New staff are also encouraged to participate in online webinars and to undertake personal training in their own time to gain the Google GAP and Microsoft qualifications.

Each new member of staff at Summit Media, both at the Wolds and at the Farm, undergoes an initial four week intensive training period provided by their line manager and colleagues. A tailored personal development plan is put together which is then reviewed at weekly one to one sessions with their individual line managers. These sessions are designed to monitor progress and to provide guidance. They also have regular coaching sessions covering topics and disciplines specific to the industry. There are bi-weekly training sessions at group level specifically aimed at improving industry knowledge. External training is carried out by Google and MSN and the company's tracking and analytics provider. New staff are also encouraged to participate in online webinars and to undertake personal training in their own time to gain the Google GAP and Microsoft qualifications.

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Springfield Properties

They support local charities in their area. One example is that Springfield has, over the last two years, been working on constructing a £200k Moray Hydrotherapy Pool building in Forres. This has been a huge challenge, but extremely rewarding to now see the pool utilised and benefiting so many local people.

They support local charities in their area. One example is that Springfield has, over the last two years, been working on constructing a £200k Moray Hydrotherapy Pool building in Forres. This has been a huge challenge, but extremely rewarding to now see the pool utilised and benefiting so many local people.

They support local charities in their area. One example is that Springfield has, over the last two years, been working on constructing a £200k Moray Hydrotherapy Pool building in Forres. This has been a huge challenge, but extremely rewarding to now see the pool utilised and benefiting so many local people.

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