Company Profile

Searcy

Evidence of a positive working environment

Searcy has created a simple four prong approach to driving a better working environments for our employees: 1. Create a workplace that provides meaning and purpose for our employees. A place where they feel they are making a difference to the people they serve. 2. Show and tell your staff they are appreciated. Ensure you say thank you and show your appreciation, especially when team members go above and beyond. 3. Encourage staff to discover and utilize their talents. This includes spending time with individuals, and informing and reassuring them of what they excel at and where there are development opportunities. 4. Spend money on the work environment - it is a wise investment. Little things go a long way in improving the work environment and team morale. All team members have access to free fresh fruit, assisting in the Government 4 a day programme. Every single member of our staff have a free fully balanced meal during any seven hour shift. This four prong approach is slowly being established as part of the searcy culture and its' results are demonstrated in the decreasing turnover of staff at all levels and the demonstrable higher morale across the business.

Evidence of continued professional development

Searcy fully endorse and facilitate CPD to enhance personal growth and to improve the capabilities and realise the potential of individuals at work following recruitment.It is now clearly understood that CPD opportunities keep team members motivated and stimulated and in turn this encourages longevity and improved delivery standards. We facilitate CPD via cross training within units, unit exchanges, career counselling, core training opportunities, buddying programme and fast track training programmes for chefs and operational staff. We encourage dynamic working with continual development, learning and progression and commit to this by enabling support staff to be available to assist and guide. This is no more evident than during new unit openings which is considered perfect opportunities for development and learning for existing team players with drive for CPD, to partake in the opening operation alongside the core team. This also creates a buzz around both the opening operation and return unit once mobilisation is complete. Another example is taking the specialists from our business and allowing them the opportunity to share knowledge and best practice with their colleagues who share an interest or development focus in their field. From this new ideas, career focuses and skills development are borne.

Evidence of equal opportunities and work-life balance

Searcy as an organisation, aims to implement and continuously improve sustainable work life strategies which meet employee needs, corporate goals and enhance the quality of life for individuals. In 2006, a small project team was set up to outline the Company's view on alternative working practices. Employee opinions and needs throughout the organisation were fed back to the project team. From the outset, work life balance and equal opportunities was identified as an important factor and hence became part of our business strategy in order to support our staff. The strategy also had to reinforce the core company values - respect for people; integrity; and thirst for excellence. Hence Searcy's work life and equal opportunities programme was launched and focusses on flexible working practices and breaks from work. Flexible working patterns include job shares, home working, part time working, reduced hours, staggered hours. Leave options include "v-time" (voluntary time off for a short period), phased return to work after a long absence and reducing hours for team members approaching retirement. The company continues to encourage a culture of flexibility through its employee surveys and and by looking at ways of improving current policies.

Evidence of measures taken to assess effectiveness

The procees starts at recruitment where managers are trained in a complete selection process for staff of every category - getting the right people in the right roles. This is supported by the complete induction programme which allows new team members to really understand the Searcy Culture, expectations and their personal importance in our business. All are offered the opportunity to develop however those who excel are always considered for internal promotion as opportunities arise. The transparency of this process has resulted in a reduced turnover of staff and a notable difference in the drive and ambition of the people in our teams. where promotional opportunities are not avaialble alternatives are suggested such as exchanges and cross training so the individuals can continue in their development until the next opportunity arises. We have regular Q&A forums where all team members can attend and speak openly regarding their thoughts, ideas and concerns, not only does this empower them but it also gives middle management the opportunity to hear the "real" problems on the ground and to offer suitable solutions to aid morale, service standards and longevity of service and hence development.

Profile provided bySearcy

Back to Entrant Profiles list