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.
Audley has invested heavily in management development and launched a global programme for all managers called ‘Navigators'. The programme lasts for 12 months and will operate over the next few years. Two external suppliers are co-facilitating the programme with the People Development team at Audley. Costing c£4k pp, the programme is very comprehensive and consists of a welcome webinar, 4 x 2 day facilitator led sessions and a half day close event.
The structure of the programme is based on ‘Managing myself; Managing my team; Managing Audley'. At the start of the programme all managers complete a 360 degree survey so they receive feedback at the start of the programme knowing the areas they wish to develop. The feedback has been extremely positive and people like how the programme has been tailored to Audley focusing on practicality.
Audley has a mentoring programme, where all successors and top talent receive mentoring. They have also focused on matching managers/leaders with projects that are happening outside of their immediate areas, thus developing their knowledge and skills giving them a broader outlook and understanding of the business.
Their reward and recognition platform, The Globe allows employees to celebrate and share in each other's successes. Through The Globe their people can send e-cards to one another within and across offices. The Globe also tracks employees birthdays and displays company-wide events.
They have also introduced award vouchers through The Globe. At their monthly Company Meetings/Town Halls they have "Angel" award winners for upholding their Audley values. These Angel awards can be redeemed in The Globe for use at various hotels, shopping websites, etc.
Globally and locally, many teams use chat platforms to stay in touch and connected. They have a strong company presence through Instagram, Facebook and LinkedIn and encourage all employees to share their travels and stories about life at Audley socially.
Their reward and recognition platform, The Globe allows employees to celebrate and share in each other's successes. Through The Globe their people can send e-cards to one another within and across offices. The Globe also tracks employees birthdays and displays company-wide events.
They have also introduced award vouchers through The Globe. At their monthly Company Meetings/Town Halls they have "Angel" award winners for upholding their Audley values. These Angel awards can be redeemed in The Globe for use at various hotels, shopping websites, etc.
Globally and locally, many teams use chat platforms to stay in touch and connected. They have a strong company presence through Instagram, Facebook and LinkedIn and encourage all employees to share their travels and stories about life at Audley socially.
When new team members join, as part of their settling in process they all take part in a Welcome Fest which is designed to give them the background of the company, they talk about their purpose, their values and their behaviours so that they can live by these, as part of the Away Resorts family, and provide the best customer service possible to their guests. They also learn about the history the business, who is who and what they expect from each other. The sessions are very interactive, based around festival theme and are delivered by their Park Marvels who are in house trainers who have a day job which may range from accommodation cleaning through to F&B assistants and People Development champions.
A monthly recognition programme of awards celebrates a holiday hero of the month at each location, and there is an overall monthly winner. The award recognises not only the big things but importantly, the little things that make all the difference and align to their values. Each monthly overall winner is then considered for the sought-after Holiday Hero of the Year award. They also have their Awesome Awards, these are rewarded to individuals who have gone above and beyond, and live and breath their Values or have shown an exceptional level of service to their customers.
When new team members join, as part of their settling in process they all take part in a Welcome Fest which is designed to give them the background of the company, they talk about their purpose, their values and their behaviours so that they can live by these, as part of the Away Resorts family, and provide the best customer service possible to their guests. They also learn about the history the business, who is who and what they expect from each other. The sessions are very interactive, based around festival theme and are delivered by their Park Marvels who are in house trainers who have a day job which may range from accommodation cleaning through to F&B assistants and People Development champions.
Roadshow Events – They have continued their annual roadshow events this year in which members of the Senior Executive Board travel the country to meet with their employees to deliver key updates, messages and networking opportunities. This year the focus of the Roadshows has been to feedback to their employees on the results of an internal Transformational Diagnostic conducted to gain an in-depth understanding of their business from their employee's perspective, so that they can work towards change and transformation of their business. Everyone was invited to these events which occurred in various locations across the country, and for those that couldn't attend physically, they offered a virtual solution.
Personal Learning Networks with social learning becoming more popular, several of their employees naturally use PLN's to support their development at work, effectively using associates and peers on Twitter, LinkedIn and Facebook. Instant Messaging during the period under review, they have adopted a new company wide communication method to promote learning and development opportunities, internal vacancies and support with new system integration and learning. This platform also facilitates a new method of sharing information about beneficial training and development undertaken, sharing success stories etc. Information Sharing within their organisations intranet, they have developed a learning & development hub to share useful training and development material, documentation and content. As a number of these techniques are new, along with launch of the learning & development team, the true impact of the department and strategies are still to be evaluated, but as the above demonstrates positive pioneering steps at Babington are being taken to improve the opportunities for their people's growth and career aspirations.
Roadshow Events – They have continued their annual roadshow events this year in which members of the Senior Executive Board travel the country to meet with their employees to deliver key updates, messages and networking opportunities. This year the focus of the Roadshows has been to feedback to their employees on the results of an internal Transformational Diagnostic conducted to gain an in-depth understanding of their business from their employee's perspective, so that they can work towards change and transformation of their business. Everyone was invited to these events which occurred in various locations across the country, and for those that couldn't attend physically, they offered a virtual solution.
The Leadership Programme at Barton Willmore is designed to support Directors and Associates in their career and personal development. It consists of two courses of away days and action sets. The course involves high quality, high energy, bespoke workshops and an evening meal with Partners to support internal networking, plus a confidential external coaching session based on 360 degree feedback and psychometric profiling.
The Leadership Programme at Barton Willmore is designed to support Directors and Associates in their career and personal development. It consists of two courses of away days and action sets. The course involves high quality, high energy, bespoke workshops and an evening meal with Partners to support internal networking, plus a confidential external coaching session based on 360 degree feedback and psychometric profiling.
The organisation run interactive workshops in each of their offices, allowing all employees the chance to share ideas in relation to the Investing in People initiatives.
An annual staff awards programme is held where colleagues can nominate each other to receive non-financial rewards for their work.
They want to attract, recruit and retain the best people and one of the ways they do this is by investing in their staff's health and wellbeing to create a positive, professional place to work. Their Wellbeing Group promote numerous health and wellbeing initiatives including:
• Hosting tea and talk and wellbeing walk events for World Mental Health day, to share experiences over a cuppa and a cake;
• Providing a quiet and relaxing area where staff can take time out of the working day to relax and unwind. They encourage staff to log off from their electronic devices, listen to relaxing music, read or do a puzzle.
• Creative charity fundraising in support of national campaigns such as Jeans for Genes, Wear it Pink and Movember
• They also encourage staff to step away from their desks and walk in the fresh air when they have their team catch ups instead of sitting in a meeting room.
• They hold monthly, on-site massage clinics.
They want to attract, recruit and retain the best people and one of the ways they do this is by investing in their staff's health and wellbeing to create a positive, professional place to work. Their Wellbeing Group promote numerous health and wellbeing initiatives including:
• Hosting tea and talk and wellbeing walk events for World Mental Health day, to share experiences over a cuppa and a cake;
• Providing a quiet and relaxing area where staff can take time out of the working day to relax and unwind. They encourage staff to log off from their electronic devices, listen to relaxing music, read or do a puzzle.
• Creative charity fundraising in support of national campaigns such as Jeans for Genes, Wear it Pink and Movember
• They also encourage staff to step away from their desks and walk in the fresh air when they have their team catch ups instead of sitting in a meeting room.
• They hold monthly, on-site massage clinics.
BCW is committed to developing managers through the BCW Brilliance Academy. The Academy is designed to support the commercial strategy and is in line with the ongoing Learning and Development analysis and Personal Development Plan.
BCW is committed to developing managers through the BCW Brilliance Academy. The Academy is designed to support the commercial strategy and is in line with the ongoing Learning and Development analysis and Personal Development Plan.
BCW is committed to developing managers through the BCW Brilliance Academy. The Academy is designed to support the commercial strategy and is in line with the ongoing Learning and Development analysis and Personal Development Plan.
Recently, Berry marked Mental Health Awareness Week by holding a lunch for all employees. At this lunch they utilised prompt cards to stimulate conversations about mental health and general day-to-day life of colleagues. Employees felt that this was a great chance to get away from their desks and get talking to people that they usually wouldn't see.
There is a lot of emphasis at Berry on giving back to the local community. Employees have recently took part in the local Salisbury Bubble Rush event with their families in order to raise money for the Salisbury Hospice Charity. The business also sponsors the local football team with a 3-year deal in place to be their main sponsor, the funds from which has helped the Club to stay afloat.
There is a lot of emphasis at Berry on giving back to the local community. Employees have recently took part in the local Salisbury Bubble Rush event with their families in order to raise money for the Salisbury Hospice Charity. The business also sponsors the local football team with a 3-year deal in place to be their main sponsor, the funds from which has helped the Club to stay afloat.
Beyond created Future Planet, an Action on Google (AOG) designed to reconnect humans to the challenges the natural world faces. Their aim was to encourage environmentally friendly behaviour by stating the problem and posing challenges that people can complete in their day-to-day lives. Through emotive facts, an engaging tone of voice and easy to implement challenges, Future Planet helps people to take small actions that can have a big impact on the planet's future.
All employees are given 15 paid sick days a year. They advocate for them to use this for mental not just physical health. This means they offer the chance for people to take "mental health days" so that people can be transparent and it also means as a people team, the organisation can support people better as they really know their reasons for absence.
Beyond offer a comprehensive L&D programme, which is compiled of an internal leadership & management programme, external career coaching for those stepping in to senior roles and bespoke learning programmes for top talent. They also offer everyone the chance to switch roles or move through different skills in the business.
Each year every employee has £120 to spend towards their development which they call the Personal Development Fund. This can be work related or non work related e.g. gym, driving lessons.
Birmingham Hippodrome is committed to forging relationships with schools and colleges in the West Midlands and surrounding areas and developing the next generation of artists and audiences. They bring creativity into the curriculum, connect learning outcomes to exciting opportunities at the Hippodrome, and provide young people with the chance to experience and connect with theatre. Their schools network – Hippodrome Education Network (HEN) – is designed to allow schools and colleges to have as much flexibility as possible and to find the model that works best for them.
Birmingham Hippodrome is committed to forging relationships with schools and colleges in the West Midlands and surrounding areas and developing the next generation of artists and audiences. They bring creativity into the curriculum, connect learning outcomes to exciting opportunities at the Hippodrome, and provide young people with the chance to experience and connect with theatre. Their schools network – Hippodrome Education Network (HEN) – is designed to allow schools and colleges to have as much flexibility as possible and to find the model that works best for them.
