John Lewis Partnership Handbook Template

Is John Lewis the best company in. All three main political parties to point to it as a possible template? John Lewis Partnership Handbook 2017. The John Lewis Partnership: partner's handbook. John Lewis Partnership. Published [London]: John Lewis Partnership 1951; Physical description 55 p. Read our featured insights. Offers news, comment and features about the British arts scene with sections on books, films, music, theatre, art and architecture.

John Lewis Partnership Application

John Lewis plc is an appointed representative (Financial Conduct Authority no. 416011) of Royal & Sun Alliance Insurance plc. John Lewis Home Insurance is underwritten by Royal & Sun Alliance Insurance plc (No. Registered in England and Wales at St. Mark's Court, Chart Way, Horsham, West Sussex, RH12 1XL.

. JLBIDW1200 Dishwasher Instruction manual. Contact your local repair agent, in order to avoid hazard. All sides of the dishwasher must never be drilled to prevent damage to hydraulic and electric components. This dishwasher is only intended for washing household utensils suitable for machine washing.

Do not put any solvents in the dishwasher. This could cause an explosion. Knives and other items with sharp points must be loaded in the cutlery basket with their points down or placed in a horizontal position in the upper basket. Do not use more detergent, dishwasher salt and rinse aid than is recommended in these operating instructions and by the manufacturer of the respective product. Delay start: When possible programme your dishwasher to run over night, to enable, for example, the use of economical overnight electricity tariffs.

The control panel The digital display Function buttons (A, B, C, D and E) Audible signals Washing programmes When the dishwasher is first installed The water softener Filling with dishwasher salt Filling with rinse aid Adjusting the rinse aid dosage. Description of the appliance 1.

Upper basket 2. Water hardness dial 3. Salt container 4. Detergent dispenser 5. Rinse aid dispenser 6.

Rating plate 7. Lower spray arm 9. Upper spray arm Optical signal Once the washing programme starts, a point- shaped optical signal shows on the floor beneath the appliance door. In addition to the programme indicator lights that allow you to see which programme is running or has been selected, other indicator lights will help you in the use and maintenance of your dishwasher. Indicator lights Comes on when the special salt Salt has run out.

It is possible to deactivate the audible signals, using the function buttons on the control panel. Press the On/Off button. The dishwasher must be in setting mode. Simultaneously press and hold function buttons B and C, until the lights of function buttons A, B and C start flashing. 45°C and 70°C. 5) Ideal for washing a partially loaded dishwasher.

This is the perfect daily programme, made to meet the needs of a family of 4 persons who only wish to load breakfast and dinner crockery and cutlery. When the dishwasher is first installed Before using your dishwasher for the first time:. Ensure that the electrical and water connections comply with the installation instructions.

Remove all packaging from inside the appliance. Set the water softener level. Turn the water hardness dial to position 1 or 2 (see table above). Replace the lower basket. Setting electronically The dishwasher is factory set at level 1.

Press the On/Off button. The dishwasher must be in setting mode. Adjusting the water hardness. Only use salt specifically designed for use in dishwashers.

All other types of salt not specifically designed for use in a dishwasher, especially table salt, will damage the water softener. Only fill with salt just before starting one of the complete washing programmes. Add the rinse aid in the container. The maximum level for filling is indicated by 'max'. The dispenser holds about 110 ml of rinse aid, which is sufficient for between 16 and 40 dishwashing cycles, depending upon the dosage setting.

Before loading the dishes, you should: – Remove all left over food and debris. – Soften remnants of burnt food in pans For washing in the dishwasher the following cutlery and dishes are not suitable:. Cutlery with wooden, horn, china or mother- of-pearls handles. The lower basket The lower basket is designed to take saucepans, lids, plates, salad bowls, cutlery, etc. Serving dishes and large lids should be arranged around the edge of the basket, ensuring that the spray arms can turn freely. The two rows of prongs in the lower basket can lie flat to allow you to load pots, pans and bowls. If the handles protrude from the bottom of the basket, obstructing the lower spray arm, load the cutlery with the handles facing upwards.

Mix spoons with other cutlery to prevent them from sticking together. For best results we recommend you use the cutlery grids. Maximum height of the dishes in the lower basket With upper basket raised With upper basket lowered To move to the higher position proceed as follows: 1. Pull out the basket until it stops. Carefully lift both sides upwards until the mechanism is engaged and the basket is stable.

20 = approximately 20 g of detergent 30 = approximately 30 g of detergent 3. All programmes with prewash need an additional detergent dose (5/10 g) that must be placed in the prewash detergent chamber (2).

This detergent will be used during the prewash phase. Multi tab function active. Activation/deactivation of the rinse aid dispenser 1. Press the On/Off button. The dishwasher must be in setting mode. Simultaneously press and hold function buttons B and C, until the lights of function buttons A, B and C start flashing.

Check that the water tap is opened. Press the On/Off button. The dishwasher must be in setting mode. Press the button corresponding to the required programme (see 'Washing programmes'. Open the dishwasher door. The indicator light of the programme just ended remains illuminated. Switch off the dishwasher by pressing the On/Off button.

Leave the dishwasher door ajar and wait a few minutes before removing the dishes. Open the door, remove the lower basket. The dishwasher filter system comprises a coarse filter (A), a microfilter (B) and a flat filter. Unlock the filter system using the handle on the microfilter. During this process ensure that the flat filter does not protrude above the base of the washing compartment.

NEVER use the dishwasher without filters. Incorrect repositioning and fitting of the filters will produce poor washing results and will result in damage to the appliance.

Close the water tap and contact our extended warranty administrators, refer to Repairs-After Sales Service on the following pages. Possible cause and solution. The dishwasher door has not been properly closed. Close the door.

The main plug is not plugged in. Insert the main plug. The dishes are not clean The dishes are wet and dull There are streaks, milky spots or a bluish coating on glasses and dishes Water drops have dried onto glasses and dishes The wash results are not satisfactory. The wrong programme has been selected. Width Height Depth Information on the electrical connection is given on the rating plate on the inner edge of the dishwasher door.

Minimum Maximum Warning! Carefully follow the instructions on the enclosed template for building in the appliance and fitting the furniture panel.

To a stand pipe provided with venthole, minimum internal diameter 4 cm. Max 85 cm min 40 cm The drain hose can face either to the right or left of the dishwasher. (A) must be removed.

Failure to remove all the membrane will result in food particles building up over time eventually blocking the dishwasher drain hose spigot. Our appliances are supplied with a security device to protect against the return of dirty water back into the machine. Electrical connection Warning! Safety standards require the appliance to be earthed.

Prior to using the appliance for the first time, ensure that the rated voltage and type of supply on the rating plate match that of the supply where the appliance is to be installed. S.No.Your dishwasher is covered by a 3 year parts and labour guarantee (see separate details given at point of sale).

John Lewis Partnership 171 Victoria Street London SW1E 5NN www. Johnlewis.com 117963430 - 00 - 072007 - Subject to change without notice.

With a core of popular and longstanding benefits, The John Lewis Partnership has a democratic structure that allows staff to have their say, giving management some frank and honest views. Staff are treated as partners, says Debbie Lovewell Article in full Imagine employees having a hotline straight to the top of your organisation that let them express exactly what they wanted, when they wanted to, without any fear of repercussions. I wonder how many employers would really like to hear just what staff think of them? This kind of practice, however, is exactly what the John Lewis Partnership encourages.

The organisation’s democratic structure includes a plethora of employee councils and committees where staff can have their say anonymously. Hence, all employees are known as partners and are certainly treated as such when it comes to sharing out the firm’s annual profits. Adam Brooke, manager, benefits projects, explains that the approach has some real advantages. 'What it does give us is the opportunity to get honest feedback and allow partners a real say in how the business runs. Pc signal generator download free software. We’ve got a number of different committees and councils.

There are groups of non-management partners, and whatever feedback comes from it is a direct channel to the chairman. This was one of the founder’s favourite committees.

It’s anonymous so they can raise whatever they want, the minutes are produced so everyone knows what’s been raised within it, but it’s not attributed to anyone so people can freely speak their mind. We really get an idea of what non-management partners are asking for in the business and have concerns about. And that’s why we target them because we want honest views.' It was such feedback that sparked the idea to redesign the Partnership’s voluntary benefits package. The organisation previously offered the scheme on a more ad hoc basis, often adding perks when given the opportunity to do so.

Brooke explains that this was largely due to each of the firm’s three benefits managers introducing and promoting benefits individually. 'We came to the conclusion, having listened to our partners, that we’d become quite fragmented in our approach to our voluntary benefits, especially leisure. And I think that really extends from a number of benefits managers being in the Partnership, and them all coming up with very good ideas but then promoting them in different ways. And the message was actually getting lost by our partners so the appreciation of what we were offering wasn’t there.'

But this ad hoc approach didn’t extend to the whole of the package. While some options are brand new, others are steeped in tradition. Several of the perks introduced by Speden Lewis, founder of the John Lewis Partnership, are just as relevant for employees today.

And the stories behind them all provide a fascinating glimpse into times past. The thinking behind its 50% theatre subsidy, for example, is telling of previous social structures. 'When you go back to the founder, his philosophy on ticket subsidies was that a lot of his employees were lowly paid and the society at the time was very much that people were either upper or lower class. Theatre-goers tended to be very well off, which is why he created the ticket subsidy saying ‘if you want to go to the theatre or opera, we’ll subsidise you, we’ll pay half of it’,' explains Brooke. The subsidy has continued in exactly the same way ever since. History also surrounds the Partnership’s subsidy for degree courses and its four residential estates, which staff can stay at as paying guests. 'He believed that if you manage to rest properly, you’ll work harder and you can play harder.

He wanted to give partners the opportunity to play hard and relax when they wanted to. The average holiday back then was a day trip to Southend and what he said was that a day trip was not proper relaxation.' While the structure of these benefits has an almost timeless quality, unifying the voluntary package, however, was not such an easy process. Not least because it meant removing some of its options. 'Bringing everything together was one of the biggest challenges.

We had got to the stage where in some ways we had too many benefits. We’d got into the habit where suppliers would contact us and we’d put the offers on there because it was an offer.

Some of the feedback we were getting was that there can be too many offers and it becomes confusing,' explains Brooke. The result of amalgamating its perks was Partner Choice, John Lewis Partnership’s new voluntary benefits scheme, which was launched in March this year. But this wasn’t where the challenges ended for Brooke. Despite having numerous channels in place for employees to communicate their views, when it came to getting messages through to staff the firm’s strategy was far from ideal. 'It is that issue that we’ve got problems surrounding so that’s what we’re now going to push. The way we have been communicating is fairly standard, through our internal publications, noticeboards and on our intranet. We’ve had feedback on an informal basis through our Councils and what came back was the confusion.

Staff were getting so much information – not just about benefits – it was becoming bewildering. They were not really understanding what components made up their benefits package and we wanted to do something to help them out,' he explains. And he is determined not to let the issue beat him. 'There’s still a long way for us to go and we’re trialling feedback on the intranet. It’s all about experimenting, we’re trying different ways to try and capture as much information as we can.' With more than 63,000 employees spread over nearly 200 sites, reaching them all was always going to be tricky.

This becomes even more difficult when it is considered that the majority are shop-floor workers with limited or no computer access and varying working hours. To overcome this, Brooke turned to three new methods of communication for the John Lewis Partnership. The first of these was the launch of a benefits booklet detailing each of the options included in Partner Choice.

Just like the scheme, when designing the brochure Brooke felt it was vital to separate it from the rest of the firm’s benefits. 'We have trialled a benefits booklet before. The first time we did it was about three years ago and I think one of the only issues we had with it was that it gave not a confusing message but a mixed message because there were contractual benefits in there as well as voluntary and leisure.

And I think partners just didn’t get the message.' To further increase employee understanding of the scheme, Brooke also plans to embark on a trial roadshow with some of the firm’s benefits providers later this year. This will initially visit 20 of the Partnership’s main sites and, if successful, will roll out further next year. But it is the development of a new extranet site due to be launched in June that he is most excited about.

'That really does give us a lot of scope because we can build in local offers within that as well. This has been a problem for us in the past when we say communication has been an issue. Benefits have been on the intranet but we’re only talking about a small proportion of staffthat have day-to-day access to it.' And after all, if its employees are not happy, then rest assured the firm will hear about it. So asking them what they do want to see makes perfect sense.

Just ask Brooke: 'This is definitely the area that we want to move forward, particularly bearing in mind the diverse workforce that we have and really thinking much more about the profile of our partners rather than coming up with ‘this is what we think an employee will want’. It’s about asking them.' Career profile Adam Brooke, manager, benefits projects, has been with the John Lewis Partnership for the past 11 years, after joining the company when he left school. He began his career on the shop floor as a retail management trainee before moving into human resources. Training was a significant factor behind this decision.

'I always wanted to go into teaching but ended up moving into retail instead and it was a nice mix of the two.' He entered his current role a year ago and is particularly proud of the voluntary benefits scheme Partner Choice. 'It’s a very exciting time for us, getting launched and then reviewing as the months go. We’re looking at many creative ways forward for this package,' he explains.

The structure of John Lewis Partnership’s benefits department has added to his sense of accomplishment. Different managers are responsible for specific areas of the package so Brooke has effectively managed the change single-handedly. John Lewis Partnership at a glance The first John Lewis shop, selling fabrics and sewing materials, opened on Oxford Street, London, in 1864. The family acquired its second store, Peter Jones, in 1905. In 1929, having taken over the firm from his father the previous year, Speden Lewis created the first Trust Settlement, which turned it into a partnership to enable profits to be distributed among staff, hence why Speden is seen as the founder to the modern-day John Lewis Partnership.

In 1937, the John Lewis Partnership acquired a chain of 10 Waitrose shops, followed by the Selfridges Provincial Stores Group three years later, which doubled its annual turnover. Fifteen years later, Waitrose opened the first of the supermarkets for which it is now known. In 2000, the firm took a 40% stake in the Ocado food internet shopping service. The John Lewis Partnership now operates 26 John Lewis department stores and 166 Waitrose supermarkets making it one of the UK’s largest retail businesses, employing over 63,000 staff. Case study Dance classes are in step with staff Rebecca Candy is an admin assistant although her title is soon to change to merchandising assistant.She has been with the John Lewis Partnership for five years and currently works for a buyer in the ready-made curtain department. The range of benefits on offer holds a particular appeal for her, especially its range of social and sporting clubs.

As well as belonging to the squash club, she also regularly takes advantage of activities organised by the head office’s social club, which are held at least once a month. The most recent of these was a salsa night, which included food and tequila shots in the £2.50 price tag. Other options have made a difference to Candy’s working life, such as the head office’s onsite occupational health department. 'I regularly suffer from a lower back problem. Usually they can fit me in on the day I phone up, so even if it’s really painful, I will still come into work because I know it’s there.' She has also experienced the impact of providing employee feedback firsthand after her suggestion for discounted dance lessons was included in the firm’s new voluntary benefits scheme.

'It was nice to make the suggestion and have it taken on-board and organised within a couple of months.' Benefits box Work-life balance policies Options include flexible working, carer’s leave, enhanced parental policies and up to six months paid leave after 25 years.

Pension Defined benefit plan for all. Employer contributions begin after five years. Catering Subsidised dining rooms at all John Lewis and Waitrose sites. Some subsidised bars. Social clubs Wide variety on offer covering activities such as riding, music and photography. Healthcare Private medical insurance for senior management, 25% discount through voluntary benefits for all other staff.

Dental, eye care and enhanced personal accident insurance available through voluntary scheme. Holiday Twenty days pro rata for non-management employees and 25 days for management as standard. Extra days for length of service up to a maximum of 28 days and 30 days respectively after 15 years.

» How to Apply The road to PartnershipWe’ve designed this area of our site to provide you with everything you need to know about becoming a Partner. Here you can learn about the Partnership’s recruitment process, useful hints and tips for the journey, and find answers to those frequently asked questions. You can even practice the kind of tests you might come across.If you have any questions that are unanswered on this page then to find more information on some of our most common queries.You can also explore the sections below to find out more about the application journey and the benefits that are on offer when you join us.Job PreparationWhen applying for a role in the Partnership, you want to give yourself the best opportunity to be successful. The following information will help build up your knowledge of what to expect during the application process, as well as the key behaviours we look for in our new Partners. There is even the opportunity to practise a few of our online tests.

As co-owners of the organisation, we take a great interest in the performance of our business. But we also take as great an interest in our own performance as Partners as it directly contributes to our success.This is why we’ve created a number of behaviours that we are all measured on whether we’re being assessed for a new position in the Partnership, or how we carry out our role on a day-to-day basis. These cover what we do in our jobs and how we behave as Partners. We place equal emphasis on the ‘what’ and the ‘how’ because we value both in our co-owned business.There are two sets of behaviours, Partnership and Leadership and they reflect the level you work at. Whilst slightly different, they each have the same purpose of providing some structure towards having meaningful career conversations that allow us to fulfil our potential. We expect our Partners to live out our behaviours.

By taking a look at the list below it will give you a greater understanding of what joining the Partnership is all about and whether we’re right for you and vice versa.Takes pride in ownership – you believe in what co-ownership is about and take an active part. You take responsibility for your actions and behaviours.Makes things happen – you know what needs to be done and you do it efficiently. You make proactive suggestions.Delivers excellent service – your customer service is exceptional. You understand customer needs and build lasting relationships.Works together – you work with honesty, respect and give encouragement. You challenge positively.Develops self and others – you look to grow your own and others confidence, knowledge, capability and ultimately performance.Is open to and adapts to change – you embrace change and are open to variety at work.

As a leader you are expected to work to Partnership Behaviours and beyond. You’re expected to set the direction, but it’s equally about enabling and encouraging Partners to embrace and live up to the responsibility that co-ownership brings.Sets vision and direction – you show strategic insight about our customers and business. You challenge the status-quo and keep an eye on the bigger picture.Shows strategic agility – you embrace change and adapt to improve performance.Drives performance – you can communicate goals through clear targets. You motivate.Takes decisive action – you balance reflection, analysis and decisive action.Inspires ownership – you encourage the active involvement of Partners to achieve success.Works across boundaries – you think beyond your realm to generate integrated solutions. You build relationships and share knowledge.Acts with courage – you take confident action, recognise and resolve conflict. You challenge non-Partnership behaviour.Develops Talent – you identify, attract, motivate and retain talent.

You realise Partners’ potential. For many of the roles we advertise we are looking for specific skills and experience and it’s essential that you think about these when you are filling in your application form, otherwise you won’t get past this first stage of the process.We use the desirable skills and experience to decide who to bring to interview and assessment.

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If you’ve outlined these clearly in your application form, you’ll be much more likely to reach the short list stage.Wherever we ask for qualifications, please provide details of the awarding bodies and the year so that we have the correct information to verify them if you’re offered the role. And it’s important to remember that membership of professional bodies must be up-to-date! It is the Partnership’s legal obligation to ensure that anyone we are looking to employ is legally entitled to work in the UK before their employment begins.We require all candidates to provide evidence of their entitlement to work in the UK when they attend an assessment or interview.

These documents will be checked and authorised by the Partner conducting the assessment. Failure to provide satisfactory evidence of your right to work in the UK will prevent your application progressing.For more information on what documents you can bring to show you have the right to work, and more details, please follow this link to the Government Website. For some roles here, we’ll need to verify your credentials – particularly ensuring you are legally permitted to take up an offer of employment. The requirements vary depending on the nature of the position and its level within the Partnership. And, where it is necessary, it will always be stated in the role profile that’s attached to the vacancy on jlpjobs.We only carry out these checks once you have accepted our offer of employment.

And we work with The Security Watchdog (TSW) to do this, the international employment screening specialist. Visit their website to find out more about them:Download our so you know what documentation to bring with you.

If you accept our offer for a role that requires a pre-employment check, you’ll receive an email giving you full instructions. You’ll be asked to log-in to The Security Watchdog site where you’ll complete a Declaration of Consent Form and an online screening form.

It should take no more than 30 minutes and needs to be done as soon as possible (maximum three days for completion). We can’t give you a start date until all the checks have been completed.Usually this process is very straight-forward. Occasionally, TSW may need to contact you to ask for additional information or documentation – they’ll do so by email or telephone. Every measure is taken to ensure that your data is handled in accordance with the Data Protection Act 1998 and the EU Directive 95/46/EC.TSW will hold all the information you provide for the purpose of background screening only.

The results will be sent to John Lewis Partnership who will inform you of the outcome.You can find out full details of how TSW will handle and manage your data on their website:The background screening results will be sent to John Lewis Partnership who will inform you of the outcome. John Lewis Partnership will hold your data in accordance with the Data Protection Act 1998 and the EU Directive 95/46/EC. You may be aware of our online testing for job applicants, which you may be required to complete as part of your application process. These are proven ways we can assess the key qualities required for a candidate to be successful in the role.As each role is different, so are the tests/questionnaires you will be asked to take, we ensure these are relevant to the job you are applying for and they are relevant to the skills/judgements you will require in order to perform in the role.Online testing for applicants is accessible for two days after receiving the invitation email.

To ensure we can progress your application as quickly as possible, we recommend you complete these as soon as possible to avoid missing the deadline and your application being withdrawn.We’ve made updates to our system, which means if you successfully pass the tests you won’t need to retake them if you apply for another role within a six month period.There are ways that you can prepare for these tests, in the same way you can prepare for an interview or an assessment. For roles such as Selling Assistant, Supermarket Assistant, Catering and Warehouse Assistant you will be asked to complete the relevant Situational Judgement Test.In these, you will be asked to read a scenario and choose what you feel is the best course of action, these will be based on the role you are applying for.Having a good understanding of the role from the profile will allow you to familiarise yourself with the types of activities you will be required to undertake and your responsibilities. Having time to read these, considering where you have had similar experience in the past or how you have acted in similar situations will help you answer the questions.As the questions are based on judgement on a situation, it is not possible to practice these types of tests, as each situation and judgement will be different. You will only be asked to complete one of these for certain roles and not for all positions we recruit for.If you are invited to complete one of these, you will be asked to answer a number of questions, and will be given a time limit in which to complete this.The type and level of test will have been determined by the requirements of the role, for example a role which requires the analysis and interpretation of information would have a numerical test as part of the recruitment process.