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.
SHI are dedicated to empowering their employees. From the very start, all employees are encouraged to make their own decisions about their work, without needing to refer to senior management, speeding up decisions and easing customer pain.
The company operates an open door policy where employees can talk in confidence to management about any issues they may have and vent constructively. Solutions to challenges often include flexible working arrangements, a change in workload or taking on different responsibilities.
SHI rewards employees with an annual performance-related salary increase, where staff are given a raise based on their contribution throughout the year. Employees are also given performance-related bonuses based on meeting specific goals.
One lucky sales-i employee, who is a keen runner, was allowed to work in the company's Chicago office so that he could take part in the Chicago Marathon. The trip was fully funded, with no annual leave required, and sales-i even contributed to his fundraising efforts.
sales-i ensures employees have time to relax and socialise by providing a table tennis table and equipment for use when taking a break from their desks. What's more, the company prides itself on its flexibility for parental requirements - including changing working hours to meet childcare needs.
One lucky sales-i employee, who is a keen runner, was allowed to work in the company's Chicago office so that he could take part in the Chicago Marathon. The trip was fully funded, with no annual leave required, and sales-i even contributed to his fundraising efforts.
Teamwork is promoted through various activities, including Thursday evening film club, lunchtime eat and meet exploring different topics, free breakfasts in their cafe and 'Random Coffee Trials' whereby staff can sign up to be randomly matched with a colleague every fortnight, and they go for a coffee together.
The last engagement survey led directly to the organisation developing a people values framework and initiating leadership and management development training with the aim of bringing alive its vision and passion and strengthening the psychological contract between the organisation and staff.
The last engagement survey led directly to the organisation developing a people values framework and initiating leadership and management development training with the aim of bringing alive its vision and passion and strengthening the psychological contract between the organisation and staff.
Robin Hood Academy have created an internal leadership programme delivered by our Executive Head Teacher. This is a programme delivered after work to middle leaders or those aspiring for leadership roles.
A strong moral compass and commitment to Robin Academy's core values of respect, innovation and equality are demonstrated by the senior management team. Every senior manager places the child at the forefront of their decision-making process and above all other factors.
A strong moral compass and commitment to Robin Academy's core values of respect, innovation and equality are demonstrated by the senior management team. Every senior manager places the child at the forefront of their decision-making process and above all other factors.
The company's values are Authenticity, Restless Minds, Purpose and Collaboration. These values are lived, not just laminated, and promoted across the business. Monthly meetings reinforce the values and highlight key examples where staff have demonstrated them.
ROAST encourage employees to stay fit and subsidise gym memberships to one of London's top gyms, with access to all Nuffield's gym facilities, swimming pools, multiple sites, regular health MOT tests and a free personal trainer session. There's a softball league in summer.
ROAST wanted to build a people-focused business. To help with this, they created ROAST Houses. Each member of the founding team is a House Captain, with people placed in Gravy, Stuffing, Horseradish, Mash or Cauliflower Cheese. This offers a deeper level of support.
An initiative called Bigger Picture Training invited a selection of employees to discuss the security industry. A question was displayed and everyone had to find someone new to interact with. The discussion continued until the background jazz stopped.
The team works shifts, but they do this at home so they help their work/life balance and don't lose travel time. Reliance are a family-friendly firm and try to offer as much flexible working as possible.
The team works shifts, but they do this at home so they help their work/life balance and don't lose travel time. Reliance are a family-friendly firm and try to offer as much flexible working as possible.
A training group includes members from all disciplines. They update a schedule that Quod employees have access to for any training requirements, reviewed monthly. This has improved the amount of training the company can provide as it's easier to book courses.
Quarterly bonuses are awarded to all employees based on team performance and company profit. Though these bonuses are not guaranteed and are at Directors' discretion, they are an effective reward for hard work.
Quarterly bonuses are awarded to all employees based on team performance and company profit. Though these bonuses are not guaranteed and are at Directors' discretion, they are an effective reward for hard work.
When new values were introduced, the company asked for 'culture champions' from each business area to bring them to life. Competitions, games and fun followed, with great examples of the right behaviours being rewarded.
When new values were introduced, the company asked for 'culture champions' from each business area to bring them to life. Competitions, games and fun followed, with great examples of the right behaviours being rewarded.
Managers' performance is measured against appraisals bi-yearly, with a one-to-one held weekly and bi-monthly, and KPIs on a monthly basis. The Kaizen League is also a measurement tool monitored on a quarterly basis.
Interactive training throughout careers involves theory, role plays, teamwork, one-to-one coaching and real-time run-throughs. Consultants present to others regularly and there's a compulsory knowledge exam on the pharmaceutical industry. Software called ‘Refract' allows people to set live challenges for overseas consultants.
Each new starter has the mission, values and vision described. At each quarterly kick-off, the values are referred to along with the ProClinical Ethos, which includes every principle by which they expect employees to behave and reminds staff of what they offer them as an employer.
Each new starter has the mission, values and vision described. At each quarterly kick-off, the values are referred to along with the ProClinical Ethos, which includes every principle by which they expect employees to behave and reminds staff of what they offer them as an employer.
A range of benefits include a wellbeing programme connected to the medical insurance offering incentives and rewards for healthy behaviours such as medical screening and physical activity. There's also an Employee Assistance Programme and flexible working.
A range of benefits include a wellbeing programme connected to the medical insurance offering incentives and rewards for healthy behaviours such as medical screening and physical activity. There's also an Employee Assistance Programme and flexible working.
The management organises regular social days. Recently, all staff were invited to a summer event that included an innovative group problem-solving activity.
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