My Team - Employees' feelings towards their immediate colleagues and how well they work together
My team benefits from a high scoring My Manager factor as the manager is key to creating and sustaining a productive and positive work environment.
An employee’s perceived team will be those they work with on a daily basis.
A newly refurbished office with employee breakout spaces and gardens encourages a social, friendly atmosphere and teamwork across the business. And Whitecode Consultancy takes on a fun family feel with a variety of social activities across the year, such as a summer party and quiz nights.
Questions and feedback are encouraged at the monthly business-wide breakfast meetings. Staff are updated on company progress and have the opportunity to make suggestions. Any issues raised are addressed asap, and progress updates are given at the next meeting. There are also weekly team meetings to discuss workload and any problems.
‘Whitcode Wishes’ is the consultancy’s own charity. It raises funds to make hampers and buy Christmas presents for underprivileged children to spread festive magic and support as many families as possible. And in terms of ‘giving something back’ to the environment, the company aims to be recognised as a leader in environmental design.
'Connectfest' aims to connect team members with the future of the business and each other. This year's event saw the launch of the new five-year strategy through CEO-led presentations, stories and café learning sessions. And there was time set aside for employees to socialise, eat and have fun.
Everyone's learning journey is unique and linked to the High-Level Learning & Development Plan to support Bron Afon's strategic aims. Depending on an employee's role, it may include regulatory and compliance training, core training such as safeguarding and inclusion, an induction to the business, systems training and professional and personal development.
Bron Afon follows Steve Radcliffe's approach to leadership training for its managers. One of Europe's top leadership experts and a best-selling author, his approach guides managers through establishing who they are as leaders, how to build teams and deliver through others and ways to develop team members to become leaders themselves.
Evolito runs a fitness challenge where departments compete against each other, with the winners receiving Nike vouchers. Many employees participate, with people walking at the weekend to add to their team's success. The organisation invited a bike doctor onsite and employees were able to bring up to two bikes each for a free service.
The organisation builds employee relationships through a number of social activities such as a weekly football, badminton, biking and walking groups, and an in-office social area with jigsaws, chess, and ping pong. It also has a company pet Tortoise, Donna. Employees share responsibility caring for her at work and taking her home at the weekend.
Employees have the opportunity to win prizes every week during Friday’s ‘Spin the Wheel’. If some employees work late, the organisation will order them food for free. The organisation also sends thank yous to employees’ families. It recently sent flowers to the partners of two employees who had been working late for several weeks.
There are many opportunities for employees to have their say and get involved, including monthly all-staff meetings and issue-specific away days. There's also a voluntary employee forum and ones for wellbeing and equality, diversity and inclusion. And cross-team projects allow staff to flex their skills beyond their daily roles.
caba's developing a leadership framework to help managers become confident leaders capable of meeting the charity's future challenges. It already gives its leaders and managers the freedom to be creative and innovative. It trusts them to challenge actions that aren't in line with the charity's values and behaviours.
caba gives all candidates the interview questions in advance to promote a level playing field, particularly for those who are neurodiverse. There's also a buddy system to ensure new starters have a familiar face to turn to outside their team and plans for a new starter network.
Employees enjoy a morale-boosting 'office dog day' where one owner brings their pet to meet the team. Staff also benefit from a health cash plan, employee assistance programme and full health checks from a local gym. The team is scheduled to return before year end to check progress and celebrate employee achievements.
From meals out to charity challenges, meet-ups are planned in advance to ensure everyone can make them. There's a Town Hall every quarter for business updates, staff awards, food and social time. And Christmas and summer events, including a ball, encourage colleagues and their partners to catch up and let their hair down.
There's a generous annual budget for learning and development, and employees are encouraged to request any training they believe would benefit their roles, from degrees to professional courses. And the company works with staff with specific career aspirations to formulate career pathways and development plans.
The ‘We are CBH’, 'Time to Talk' and 'Toolbox Talk' sessions provide opportunity for teams to communicate and allow colleagues to be heard. In addition to this, the People Manager group held 3 times a year provides a forum for colleagues to receive updates, understand priorities and work through any challenges collectively and collaboratively.
Business priorities and objectives have been set and clarified through the organisation’s HRA Business Plan and Performance Framework programme priorities. The Executive team filter messages down into the business via meetings with Heads of Service who then communicate these to their Managers, who then communicate to their teams.
To maintain culture regardless of where employees work, all colleagues are encouraged to live by the values of one team. Face to face meetings are encouraged throughout the course of the month so that colleagues interact with one another to assist with increased communication, collaboration and a sense of belonging to the team and organisation.
The organisation has introduced Express-O-Coffee Chats to help keep team members connected. It also brings team members together in its fundraising activities, allowing them to work together to raise money for worthy causes. Cox Automotive now hosts bi-annual 'Town Hall Meetings' so teams can gather to hear updates, share ideas and collaborate as a team.
Cox Automotive uses a reward platform, GearUp. On the platform, is its recognition scheme, Gear Up Grand Prix. This could be a simple thank you card or financial recognition where anyone can nominate a team member. Winners receive £50 into their GearUp account where they can spend it on rewards.
The organisation offers Bitesize learning across the business which is an on-line training library offering topics such as leadership, personal development, IT skills, customer service and sales mastery. It also runs an Apprenticeship programme which offers Apprentices training in automotive & logistics, leadership & management, sales administration, technology & digital and business support.
Every month, Durhamlane hosts a performance incentive day with the intent to increase employee motivation, morale, and productivity. The company also hosts themed days, i.e. in June there was a Pride day. Durhamlane celebrates employee successes and rewards them for all the hard work every quarter.
Durhamlane supports its managers with externally accredited programmes. Every employee has their own personal development plan that outlines the forthcoming opportunities available. The majority of managers started off as lower-level staff but were promoted to managerial positions off the back of their development and training plans.
The organisation has charities which it supports such as Tyneside and Northumberland Mind; if anyone in the company is fundraising the organisation will match whatever they raise. It also asks staff what charities they want to support throughout the year and holds ad-hoc charity days to raise money for causes close to employees’ hearts.
Eames Group regularly organise company-wide team events to bring the whole business together, but also recognise the importance of building relationships in smaller teams. Each business unit has their own budget for socials, team building exercises and reward programmes. Additionally, weekly team meetings take place face-to-face to maintain strong connections between employees.
Eames Group’s High Achievers Club rewards employees who have performed well over the last quarter with various fun activities, such as a day at Goodwood Races, Division socials at Crystal Maze and day trips to France. The organisation rewards those who have performed exceptionally over the last year with an all-expense paid trip abroad.
Every starter has an ‘L&D introduction’ meeting with the Head of People and Performance, to gain feedback on the interview process, review expectations set by their manager and understand what training they require. New starters also have an HR induction and meet the Operations and Marketing team to help create a culture of inclusion.
