Officially a Very Good
Company to Work For
Officially a Very Good
Company to Work For
Officially an Outstanding
Company to Work For
Officially an Outstanding
Company to Work For
Officially a World Class
Company to Work For
Officially a World Class
Company to Work For
Officially a Good
Company to Work For
Officially a Good
Company to Work For
Officially a Global*
Good Company
to Work For
Officially a Good
Company to Work For
Globally*
I believe I can make a valuable contribution to the success of this organisation
CMBC are using innovative and creative digital approaches to communicate with their workforce. Traditionally they have displayed their primary purpose using policies and procedures, but they are now using augmented reality videos and YouTube videos to communicate CMBC's organisations Primary Purpose, Values and Outrageous Ambition. These video posters are displayed across the council and uploaded onto the council's intranet pages. Furthermore local college media students and apprentices record employee's stories to help deliver CMBC's outrageous ambition. The Chief Executive personally invited 500 Middle Managers who operate below Head of Service level to attend a half day Big Leadership Conversation workshop. Corporate Leadership Team shares CMBC's outrageous ambition to the Best Borough in the North and discusses with the Managers the organisation's three corporate priorities, how they fit with their values and behaviours and their role in making this happen. They also have a council Facebook page to deliver key messages to their communities and workforce on a daily basis.
People in my team go out of their way to help me
CMBC are using the 70:20:10 model of learning to provide a base for employees to shape their learning. The organisation is just about to publish a revised Learning and Development Policy for the first time in several years, which they will use to underpin the development of a culture of self-directed learning. The emphasis is on seeking out learning instead of relying on paid for structured programmes of learning. CMBC also have a coaching and mentoring programme which has been in place for three years. They have built their own pool of workplace coaches and mentors that anyone in the council can request to have time with. They also run a ‘Day in Your Shoes' campaign, which aims to get employees connecting with one another across teams and learning from others about what their services do. This is promoting cross-council networks and helps employees to understand what goes when it comes to delivering CMBC services to the public.
I feel that my manager talks openly and honestly with me
CMBC are using the 70:20:10 model of learning to provide a base for employees to shape their learning. The organisation is just about to publish a revised Learning and Development Policy for the first time in several years, which they will use to underpin the development of a culture of self-directed learning. The emphasis is on seeking out learning instead of relying on paid for structured programmes of learning. CMBC also have a coaching and mentoring programme which has been in place for three years. They have built their own pool of workplace coaches and mentors that anyone in the council can request to have time with. They also run a ‘Day in Your Shoes' campaign, which aims to get employees connecting with one another across teams and learning from others about what their services do. This is promoting cross-council networks and helps employees to understand what goes when it comes to delivering CMBC services to the public.
I believe I can make a valuable contribution to the success of this organisation
CMBC are using innovative and creative digital approaches to communicate with their workforce. Traditionally they have displayed their primary purpose using policies and procedures, but they are now using augmented reality videos and YouTube videos to communicate CMBC's organisations Primary Purpose, Values and Outrageous Ambition. These video posters are displayed across the council and uploaded onto the council's intranet pages. Furthermore local college media students and apprentices record employee's stories to help deliver CMBC's outrageous ambition. The Chief Executive personally invited 500 Middle Managers who operate below Head of Service level to attend a half day Big Leadership Conversation workshop. Corporate Leadership Team shares CMBC's outrageous ambition to the Best Borough in the North and discusses with the Managers the organisation's three corporate priorities, how they fit with their values and behaviours and their role in making this happen. They also have a council Facebook page to deliver key messages to their communities and workforce on a daily basis.
People in my team go out of their way to help me
CMBC are using the 70:20:10 model of learning to provide a base for employees to shape their learning. The organisation is just about to publish a revised Learning and Development Policy for the first time in several years, which they will use to underpin the development of a culture of self-directed learning. The emphasis is on seeking out learning instead of relying on paid for structured programmes of learning. CMBC also have a coaching and mentoring programme which has been in place for three years. They have built their own pool of workplace coaches and mentors that anyone in the council can request to have time with. They also run a ‘Day in Your Shoes' campaign, which aims to get employees connecting with one another across teams and learning from others about what their services do. This is promoting cross-council networks and helps employees to understand what goes when it comes to delivering CMBC services to the public.
I believe I can make a valuable contribution to the success of this organisation
CMBC are using innovative and creative digital approaches to communicate with their workforce. Traditionally they have displayed their primary purpose using policies and procedures, but they are now using augmented reality videos and YouTube videos to communicate CMBC's organisations Primary Purpose, Values and Outrageous Ambition. These video posters are displayed across the council and uploaded onto the council's intranet pages. Furthermore local college media students and apprentices record employee's stories to help deliver CMBC's outrageous ambition. The Chief Executive personally invited 500 Middle Managers who operate below Head of Service level to attend a half day Big Leadership Conversation workshop. Corporate Leadership Team shares CMBC's outrageous ambition to the Best Borough in the North and discusses with the Managers the organisation's three corporate priorities, how they fit with their values and behaviours and their role in making this happen. They also have a council Facebook page to deliver key messages to their communities and workforce on a daily basis.
Companies where at least 40% of the staff have worked there for more than five years.
Companies offering a final salary scheme to all employees, or one in which the employer's contribution is at least 5%.
If you like what you see here and would like to know more about working for a
Ones to Watch
organisation, simply click the link for further information about careers with
Calderdale Metropolitan Borough Council
.
