Kaizen Primary School

Hidden mission statement
http://www.kaizen.newham.sch.uk/

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Featured Workplace Factors

My Company

84% of staff agreed

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

Kaizen works towards high expectations of both adults and children. To ensure the team is driving towards success they carefully recognise and reward individual's efforts. An example of where this is most effective is their extending schools provision - after school clubs. Adults who take on the responsibility of running an after school club are expected to organise, plan, manage the resources, including a small budget and run the club out of their normal working hours. Adults who take up this opportunity have professional support with planning and organisation if needed. This additional responsibility is rewarded by one day's paid leave which can be taken at any point throughout the school year. By introducing this reward Kaizen have found that it encourages more adults to step up and lead an after school provision which in turn means that they can offer a wide variety of out of hours learning opportunities to the children.

My Team

86% of staff agreed

People in my team go out of their way to help me

The best example of how the organisation supports employee development is through Kaizen's ‘Professional Learning Framework'. This document was created collaboratively to establish ways of working, for all staff, at all levels, in order to take ownership of and direct their own learning through the support and coaching of their line manager. A key part of Kaizen's support comes from utilising staff skills and strengths to support those who need help in particular areas. This often takes the form of observing other staff members at work, work shadowing or team teaching, with reflection taking a vital role between the two members. They carefully plan the outcomes of their partnership and evaluate the impact of their work together to shape future learning. Kaizen develop coaching skills with all staff, as well as having allocated staff members as designated coaches. Staff attend a range of external courses for a range of purposes in order to develop the individual and the school. This has seen staff training internationally in the USA, France and China, which they then used to impact the organisation. Courses closer to home have also proved beneficial. Kaizen find other organisations that have strengths to match their areas of development or to stimulate their thinking and visit, observe and share learning with them. By using the self directed nature of the ‘Professional Learning Framework', staff not only feel they are supported in their development, but it creates a positive environment for staff to be a part of.

Personal Growth

84% of staff agreed

The experience I gain from this job is valuable for my future

Kaizen works towards high expectations of both adults and children. To ensure the team is driving towards success they carefully recognise and reward individual's efforts. An example of where this is most effective is their extending schools provision - after school clubs. Adults who take on the responsibility of running an after school club are expected to organise, plan, manage the resources, including a small budget and run the club out of their normal working hours. Adults who take up this opportunity have professional support with planning and organisation if needed. This additional responsibility is rewarded by one day's paid leave which can be taken at any point throughout the school year. By introducing this reward Kaizen have found that it encourages more adults to step up and lead an after school provision which in turn means that they can offer a wide variety of out of hours learning opportunities to the children.

Quick Facts

Organisation established in
Total number of employees
Number of UK locations
Employee average age
Male : Female employee ratio
Employees earning £35k+
Employee turnover (voluntary)

Benefits

Pensions

Companies offering a final salary scheme to all employees, or one in which the employer's contribution is at least 5%.

Women in Senior Management

At least 40% of senior managers are women.

List Positions

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