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THE RECOVERY GAMES was a fun event last September at which this small charity celebrated people overcoming drug and alcohol addiction. Cranstoun helps people reintegrate into local communities and gain employment, and its own management is a great strength. At least half its managers and leaders were promoted from within; they are seen as excellent role models (a 71% positive score). The organisation has training and supervision meetings, and bosses are quick to respond to signs of pressure (73%), and talk openly (82%). Three times a year, staff can nominate colleagues, managers or team members for an internal recognition scheme. At the end of last year, Esher-based Cranstoun, which has 200 staff operating in London, the Midlands and southeast England, joined forces with a similar charity, Swanswell, which has about 300 employees and is currently operating as a wholly owned subsidiary. www.cranstoun.org

Featured Workplace Factors

My Company

95% of staff agreed

I believe I can make a valuable contribution to the success of this organisation

Cranstoun's strategic vision and values are well known across the organisation and at every level. Their vision is simple and reflects the core reason that their employees work for Cranstoun, to beat alcohol and drug addiction. Their strategic vision is supported through action across four domains: Service User's, People and Performance and Growth. Each service / department formulates their annual business plan for the next financial year. Managers are responsible for holding business planning days, involving their whole team reviewing past performance and agreeing objectives for the year ahead. The business plans are linked to Cranstoun's strategic domains to ensure that all objectives support the business strategy and that every employee is aware of the contribution they are making to the performance and success of the organisation. Cranstoun's Staff Recognition Scheme rewards exceptional performance based on different categories, which mirror the strategic domains, again reinforcing the organisation's vision to all employees. The charity's values are core to everything they do, how they treat service users, staff and one another. The values are reflected in Cranstoun's policies and practices, as they recruit people with their values and measure individual and team performance against competencies aligned to their values.

My Manager

89% of staff agreed

I feel that my manager talks openly and honestly with me

All of Cranstoun's Managers have taken part in a management development programme. Following the programme, support is provided through management and supervision structures and also informally through peer-support. They have invested in an external coach to support their Senior Managers to hopefully affect positive change and support them to achieve to their potential. The coaching has been hugely beneficial and bought about noticeable changes, with follow up sessions being provided to enable Managers to revisit their goals and maintain momentum. The performance of Cranstoun's Managers is reviewed via monthly supervision meetings, which lead incrementally to an annual appraisal. Performance is assessed through a variety of Key Performance Indicators including service performance, where services are monitored monthly against agreed targets with commissioning bodies. Additionally residential and rehabilitation services are also assessed against occupancy levels and organisational KPI's, where Managers are assessed quarterly against a number of organisational KPI's including staff retention, staff attendance, volunteer numbers etc and audits, where internal Quality, Performance and Results teams carry out annual audits on a range of working practices broadly in line with the Care Quality Commission standards. Performance is 'traffic lighted' and shared at a senior level, with supportive action plans agreed amongst Managers.

Personal Growth

88% of staff agreed

This job is good for my own personal growth

All of Cranstoun's Managers have taken part in a management development programme. Following the programme, support is provided through management and supervision structures and also informally through peer-support. They have invested in an external coach to support their Senior Managers to hopefully affect positive change and support them to achieve to their potential. The coaching has been hugely beneficial and bought about noticeable changes, with follow up sessions being provided to enable Managers to revisit their goals and maintain momentum. The performance of Cranstoun's Managers is reviewed via monthly supervision meetings, which lead incrementally to an annual appraisal. Performance is assessed through a variety of Key Performance Indicators including service performance, where services are monitored monthly against agreed targets with commissioning bodies. Additionally residential and rehabilitation services are also assessed against occupancy levels and organisational KPI's, where Managers are assessed quarterly against a number of organisational KPI's including staff retention, staff attendance, volunteer numbers etc and audits, where internal Quality, Performance and Results teams carry out annual audits on a range of working practices broadly in line with the Care Quality Commission standards. Performance is 'traffic lighted' and shared at a senior level, with supportive action plans agreed amongst Managers.

Benefits

Holidays

Companies offering a minimum of 26 days annual leave to all employees.

Maternity

Companies offering at least 10 weeks’ full pay or generous alternative.

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