In partnership with 10


FRISKA In a nutshell A group of healthy fast-food restaurants and concessions


Locations 10 sites in Bristol, Manchester and Luton Employees 115 Average staff turnover Undisclosed Annual sales turnover £5m


Friska believes that its staff should have fun at work, while also striving to improve their per- formance. To incentivise employees, the com- pany recently implemented a values awards scheme called the A-team awards, to recognise employees who embody values and go above and beyond to make Friska’s customers – and colleagues – feel great. Nominations can be made by anyone and are shared in Friska’s monthly Feel Good News newsletter, with a winner picked every quarter. An overall winner receives a cash prize at the Christmas party. “We’ve received nearly 100 nominations and they make for very uplifting reading,” says people and development manager Ellie Steers. “They sum up the positivity and friendly nature of our team.” Friska is a three-star member of the Sus- tainable Restaurant Association, and being a good employer is as central to its ethos as low waste and good food. Its approach includes a good work-life balance, fair pay, benefits such as Simplyhealth healthcare, childcare vouch- ers, free lunch and coffee, and opportunities for development and progression. “On a personal level, I have had access to a huge amount of personal development and feel valued in the company,” is one comment that reflects the company vibe. Another is: “Great work-life balance for the


hospitality industry – most people have week- ends off due to the nature of the business, and there isn’t the expectation that managers will be working 50-plus hours a week as is com- mon in the industry.” Not least, team members get to celebrate


their annual Friskaversary with a meal out for two courtesy of Friska. It all pays off, with 92% of Friska staff want- ing to do a good job.


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THE SAVOY In a nutshell This historic 267-room, five-star luxury hotel is run by


Fairmont Hotels & Resorts Location The Strand, London Employees 557 Average staff turnover 27% in 2017 Annual sales turnover Undisclosed


A recent colleague engagement survey under- taken by the Savoy revealed that individual and team recognition needed attention. Ever nimble, its HR team took advantage of National Employee Appreciation Day on 2 March this year and went one better by hold- ing a colleague appreciation week. For five days, managers were encouraged to do something special for their teams. For


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Friska


example, an appreciation station was set up at the hotel’s staff entrance offering a different surprise to team members every day. These included doughnuts on the Monday and a bagel bar and coffee station on the Wednes- day, staffed by the executive team. “The energy that week was amazing and


we feel confident that our extension of this national celebration for a whole week touched every one of our colleagues,” says learning and development manager Rachel Banks. It is just one initiative, but it exemplifies how managers at the Savoy work hard at keep- ing their teams motivated and engaged. The Best Places to Work survey results reveal their success: Savoy respondents gave the compa- ny’s inspirational leaders a 90% rating (the highest in the survey), and 88% feel they are part of a team that respects each other.


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DALATA In a nutshell Ireland’s largest hotel operator, with 39 hotels, including


the Maldron and Clayton brands Locations The UK and Ireland Employees 4,326 across the UK and Ireland Average staff turnover Undisclosed Annual sales turnover £300m


This year looks busy for Dalata as it is building three hotels in Ireland and opening a fourth in Newcastle. To build the necessary manage- ment teams, it aims to promote from within, so the focus is on developing staff to ensure it has a talent pipeline. To this end, there are 12 bespoke structured programmes to help employees at all levels to grow their careers with the group. It’s had proven success, with 160 managers developed last year. Employees also have access to a suite of personal and skills workshops and modules. During 2017, more than 250 face-to-face work- shops were delivered, as well as 40 webinars to 2,600 employees in subjects ranging from management, health and safety, and recruit- ment to service delivery skills.


The company has also made its food and beverage business a focus for development in


the past year, supported through skills train- ing and workshops for F&B managers. Cus- tomer service training is based on Dalata’s core values of service and individuality, and measured through customer feedback. One employee comment that sums up Dal- ata as an employer is that it is “a fantastic place to work with a real focus on people. Develop- ment of individuals and internal development is at the very heart of the organisation.” Should you need further persuading, take note that Dalata was recognised as Ireland’s best organisation for learning and develop- ment at the 2017 Early Career Awards.


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JUST HOSPITALITY In a nutshell A contract caterer focused on providing fresh


and healthy workplace food Locations Based in central London Employees 98 Average staff turnover 32% Annual sales turnover £7.3m


Just Hospitality


This contract caterer sets out its aim to inject fun into the workday through its Eat Happy! motto. It believes that to keep its clients’ work- forces happy, it needs to ensure that its own staff feel cared for and valued. This year, it has improved existing initiatives and developed new ways to engage with staff. Take its happiness week – a twist on well- ness week. It coincided with the International Day of Happiness, but at Just Hospitality the celebrations go on all week. This year, activities included a team gift exchange, a lucky dip and an interactive nutrition workshop. Staff were


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