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Prospectus' leadership team demonstrate in many ways their commitment to the values of the organisation. In the first instance they sit amongst their teams and have 'no fixed abode' which enables them to hot desk across their teams and the organisation which underpins and supports their values of trust, collaboration and community. The CEO shares his diary for the week ahead each week to the whole company so they can see what he is doing and contribute and request information. The senior management group and leadership team meeting every Tuesday morning to discuss business activity, share information and learning, identify ways to collaborate with clients and candidates and support the work of the community. All managers participate in networking externally and contribute to the workshop programme that support employee development. Several members of the team are trustees of charities. David is at the heart of the organisation passionately endorsing Prospectus' commitment to quality recruitment and desire to find the best people for the beyond profit sector. He has created a language that all employees use. David doesn't have an open door policy because he is rarely in the office but you will find him somewhere in the wider office personally appraising successes, enquiring about recruitment projects, sharing information, knowledge and experience, providing guidance, sharing his passion for people and the beyond profit sector and celebrating! Only last week they had the difficult task of closing part of a desk due to the need of the clients changing, and whilst this didn't lead to dramatic internal changes, David lead a celebration of that desk with a breakfast for everyone, recognising what was achieved and moving the company forward.
Prospectus is a community that participates and has an impact on the larger communities that are within the recruitment space, the beyond profit sector and society. Their impact can be felt in the way the Prospectus team work together to connect thousands of talented individuals with hundreds of beyond profit organisations every year. They work with a range of organisations, from small grass-root community-led local charities, to large-scale NGOs operating in hundreds of countries. All of these organisations and all of the talented individuals that the company place helps to bring about global change. This is reflected in the recent accreditation as a B Corp organisation. Other community initiatives include the fundraising that takes place including two upcoming events, the Big Sleep Out for the Big Issue and a team cycling for the British Asian Trust. The CEO is trustee and patron for several organisations, and the company are pioneers for the Trust Youth initiative. They a team run in the British London 10K raising money for various charities. Every employee gets 6 volunteering days a year. Examples of volunteering can be seen in the attached copy of Beat. Prospectus is a pioneer of Advantaged Thinking, a philosophy that underpins the Trust Youth movement, an alliance of organisations and individuals working to promote an asset-based approach to young people. As part of this they are dedicated to ensure young people are given the right opportunities to thrive and prosper. In addition, they have made a commitment to offer at least two weeks of work experience to young people each year. This reflects previous experience of supporting initiatives assisting this who might have difficulty gaining or regaining employment.
Prospectus is a community that participates and has an impact on the larger communities that are within the recruitment space, the beyond profit sector and society. Their impact can be felt in the way the Prospectus team work together to connect thousands of talented individuals with hundreds of beyond profit organisations every year. They work with a range of organisations, from small grass-root community-led local charities, to large-scale NGOs operating in hundreds of countries. All of these organisations and all of the talented individuals that the company place helps to bring about global change. This is reflected in the recent accreditation as a B Corp organisation. Other community initiatives include the fundraising that takes place including two upcoming events, the Big Sleep Out for the Big Issue and a team cycling for the British Asian Trust. The CEO is trustee and patron for several organisations, and the company are pioneers for the Trust Youth initiative. They a team run in the British London 10K raising money for various charities. Every employee gets 6 volunteering days a year. Examples of volunteering can be seen in the attached copy of Beat. Prospectus is a pioneer of Advantaged Thinking, a philosophy that underpins the Trust Youth movement, an alliance of organisations and individuals working to promote an asset-based approach to young people. As part of this they are dedicated to ensure young people are given the right opportunities to thrive and prosper. In addition, they have made a commitment to offer at least two weeks of work experience to young people each year. This reflects previous experience of supporting initiatives assisting this who might have difficulty gaining or regaining employment.
Positive Steps Leaders always consult and involve colleagues, clients and partners in all that they do. They are always thinking things through and reflect upon learning using their knowledge and experience to create and develop new ways of working; Everyone is collectively and individually accountable for Positive Steps targets and work together to achieve them. The Leaders also innovate and develop ways of working that make a difference to the people with whom they work alongside. The Senior Management Team are highly visible in the organisation and know all staff by their first name. They frequently have structured team meetings, the Chief Executive attends the quarterly Staff Forums and also provides regular full staff briefings. Bright Ideas are considered at each Senior Management meeting and ‘you said – we did' feedback is later provided by meeting minutes. These minutes are always disseminated throughout the organisation and staff then have the opportunity to comment or question at their team meetings.
Positive Steps Leaders always consult and involve colleagues, clients and partners in all that they do. They are always thinking things through and reflect upon learning using their knowledge and experience to create and develop new ways of working; Everyone is collectively and individually accountable for Positive Steps targets and work together to achieve them. The Leaders also innovate and develop ways of working that make a difference to the people with whom they work alongside. The Senior Management Team are highly visible in the organisation and know all staff by their first name. They frequently have structured team meetings, the Chief Executive attends the quarterly Staff Forums and also provides regular full staff briefings. Bright Ideas are considered at each Senior Management meeting and ‘you said – we did' feedback is later provided by meeting minutes. These minutes are always disseminated throughout the organisation and staff then have the opportunity to comment or question at their team meetings.
Positive Steps Leaders always consult and involve colleagues, clients and partners in all that they do. They are always thinking things through and reflect upon learning using their knowledge and experience to create and develop new ways of working; Everyone is collectively and individually accountable for Positive Steps targets and work together to achieve them. The Leaders also innovate and develop ways of working that make a difference to the people with whom they work alongside. The Senior Management Team are highly visible in the organisation and know all staff by their first name. They frequently have structured team meetings, the Chief Executive attends the quarterly Staff Forums and also provides regular full staff briefings. Bright Ideas are considered at each Senior Management meeting and ‘you said – we did' feedback is later provided by meeting minutes. These minutes are always disseminated throughout the organisation and staff then have the opportunity to comment or question at their team meetings.
Phoenix worked with staff to develop their new strengths framework, which underpins all of their recruitment and performance development and is understood as a way of achieving the corporate vision. Their strengths framework represents a cumulative understanding of ‘essential behaviours' at Phoenix. They believe that the behaviours are a unique perspective of current and future cultural aspirations and very much about a shared understanding of how to create a workplace that they love. The eight core Phoenix strengths complement and sit alongside their four core principles and values of Community, Customer, Consideration and Collaboration. The four C's, as they are known, are visible and salient throughout the organisation and within their offices. Posters are displayed prominently in resident facing areas and customer service spaces so that they are accountable to customers and partners. They have also used giant whiteboards on the stairwell, allowing staff to write up how their job roles help deliver corporate objectives. This has helped staff understand one another's contributions to the business and sparked further internal talks and working groups. All colleagues received a strengths toolkit, workbook and bespoke journals that reinforce the messages. Their new ‘thank you card' initiative prompts staff to celebrate and acknowledge outstanding examples of customer service and work against these core principles.
Phoenix's Community Chest project sees an annual fund of £100,000 made available to groups and organisations with ideas for projects that will improve the community and life chances for residents. Since 2013, Phoenix has awarded £300,000 worth of funding to projects that have benefited more than 3,000 Phoenix residents and local people and are set to reach even more. Community events include a Phoenix Festival, which attracts more than 3,000 people each year, a Summer Fun programme for children in their area and regular Community Links events where residents can get involved in what's happening in their locality. They supported a small village in Togo via the Dekamile charity through inkind support and also engaged with staff to raise £12,000 to support further essential construction. They offered an opportunity for one Phoenix staff member, along with an employee of the subsidiary Phoenix Repairs Service, to travel to Togo to support the construction project and see first-hand the impact of their contributions. Unemployment in Lewisham, London, is more than twice the national average. Phoenix offer a range of initiatives to support local people to take the necessary steps in or back to work. Their ‘Roots into Work' programme offers a weekly job club, one to one advice and coaching from dedicated careers advisors, plus CV and interview workshops and a broad range of flexible training programmes. In 2015-16 they supported 48 residents into long-term employment. Free training ranges from functional skills in English, Maths and IT to vocational programmes that include work experience/placements. They also offer apprenticeships each year and seek to maximise job and apprentice vacancies within contractors and broader supply chain. Since 2014 a total 33 Lewisham residents have benefited from apprenticeships.
Phoenix worked with staff to develop their new strengths framework, which underpins all of their recruitment and performance development and is understood as a way of achieving the corporate vision. Their strengths framework represents a cumulative understanding of ‘essential behaviours' at Phoenix. They believe that the behaviours are a unique perspective of current and future cultural aspirations and very much about a shared understanding of how to create a workplace that they love. The eight core Phoenix strengths complement and sit alongside their four core principles and values of Community, Customer, Consideration and Collaboration. The four C's, as they are known, are visible and salient throughout the organisation and within their offices. Posters are displayed prominently in resident facing areas and customer service spaces so that they are accountable to customers and partners. They have also used giant whiteboards on the stairwell, allowing staff to write up how their job roles help deliver corporate objectives. This has helped staff understand one another's contributions to the business and sparked further internal talks and working groups. All colleagues received a strengths toolkit, workbook and bespoke journals that reinforce the messages. Their new ‘thank you card' initiative prompts staff to celebrate and acknowledge outstanding examples of customer service and work against these core principles.
Oxford City Council offer Partnership Payments, which are paid based on Appraisal rating and Sickness absence during the year. As a result of organisational negotiations in 2013 a ‘Pay Deal' was agreed through Unions which encompassed several key employee benefits. One of these was to introduce a bonus scheme where, providing Council financial performance was met, any employee who attained certain annual performance criteria would receive a bonus payment. The amount depended on the level of performance and an additional amount was provided for staff who had a level attendance below a set figure.
Oxford City Council has invested heavily over the last two years in specific staff development. The first example is a comprehensive Health and Wellbeing programme, which covers a diverse range of subjects from nutritional health and health MOT's to resilience training and stress management techniques. As an addition to this a staff champion group was formed to put forward ideas about other aspects of development that would be popular. From this funding was provided for initiatives such as a Council Choir, City walking events, exercise bands and Fit Bits. The second example is the Leadership and Management Development Programme, where the fundamental principle was to move away from a ‘sheep-dip' training programme to an assessment centre where Leaders and Managers were able to identify personal strengths and developmental areas, as well as raise their own understanding of their emotional intelligence.
Oxford City Council is very conscious of its corporate social responsibility and recognises that there is a significant level of deprivation in the city. Many initiatives have and are being taken to tackle this, such as additional funding for education and support/mentoring for certain age groups in city schools. The has also been the redevelopment of community centres, a new swimming pool at Blackbirdleys, the Barton housing development and the new Westgate shopping centre. A team was also set up specifically to respond to the implications of welfare reform that impacted on several areas of the city. The Welfare Reform Team was specifically set up to respond to the implications of Welfare Reform on certain groups which included the homeless. The Council also works closely with charities such as Crisis to support homelessness and similar issues. Oxford City Council's apprenticeship scheme has been running for five years and has had a significant impact on ensuring vulnerable young people have a chance of employment and becoming ‘work ready'. One part of the organisation's Community Team has worked with a group of young people who were having difficulties at school and through various initiatives have changed lives for the better. One example of this has been the city garden, where these young people are responsible for managing and growing crops.
Every year Oxera hold a two-day Core Academy induction event for all new starters. They cover a session on ‘The Oxera Way' and the actual vision of the company. These sessions are presented by the company Partners, who explain the mission and vision of the company and how they plan to achieve and maintain them over the coming years through a five-year plan. There are always opportunities to ask questions and network with partners and Senior Management throughout the course of the event. Oxera also hold a Trade Fair each year, which is a company-wide information-sharing event. This is held offsite and everybody is invited to attend. It is a chance to find out more about the company's mission, vision and values in a fun and informative way.
Oxera provide a number of training courses run internally at all levels of the business. This ensures that the content is relevant and applicable to the delegates and that the information can be applied back to the workplace they operate within. Any questions or queries after the courses can also be directed back to the presenters as and when required. Oxera also encourage one-to-one training, which is provided by the highest level experts within the company. One of the pre-requisites in becoming a Senior Consultant at Oxera is Line Management experience. The company prepare consultants for this by allowing them the opportunity to line manage an intern or work experience person for a short period of time. They also hold a number of recruitment events which they encourage the consultants to take part in to develop their presentation, networking and interpersonal skills.
Oxera provide a number of training courses run internally at all levels of the business. This ensures that the content is relevant and applicable to the delegates and that the information can be applied back to the workplace they operate within. Any questions or queries after the courses can also be directed back to the presenters as and when required. Oxera also encourage one-to-one training, which is provided by the highest level experts within the company. One of the pre-requisites in becoming a Senior Consultant at Oxera is Line Management experience. The company prepare consultants for this by allowing them the opportunity to line manage an intern or work experience person for a short period of time. They also hold a number of recruitment events which they encourage the consultants to take part in to develop their presentation, networking and interpersonal skills.
OVO invested over £600,000 in their Customer Service department with their new reward initiative, OVO Reward Steps. OVO Reward Steps is a way of rewarding great performance and recognising people's commitment to OVO within the Customer Service and back office teams. OVO Reward Steps has introduced significant salary milestones alongside clearly defined knowledge and experience criteria, giving people clear career progression in this crucial part of the business. Addressing attrition, sickness and a perception that people were not getting a ‘fair deal', OVO Reward Steps resulted in a 4% decrease in sickness, 52% decrease in attrition and 39.8% increase in the company's eNPS score for ‘Reward'. The success of this project in its first four months represents savings to the business of £409,762.
OVO invested over £600,000 in their Customer Service department with their new reward initiative, OVO Reward Steps. OVO Reward Steps is a way of rewarding great performance and recognising people's commitment to OVO within the Customer Service and back office teams. OVO Reward Steps has introduced significant salary milestones alongside clearly defined knowledge and experience criteria, giving people clear career progression in this crucial part of the business. Addressing attrition, sickness and a perception that people were not getting a ‘fair deal', OVO Reward Steps resulted in a 4% decrease in sickness, 52% decrease in attrition and 39.8% increase in the company's eNPS score for ‘Reward'. The success of this project in its first four months represents savings to the business of £409,762.
OVO invested over £600,000 in their Customer Service department with their new reward initiative, OVO Reward Steps. OVO Reward Steps is a way of rewarding great performance and recognising people's commitment to OVO within the Customer Service and back office teams. OVO Reward Steps has introduced significant salary milestones alongside clearly defined knowledge and experience criteria, giving people clear career progression in this crucial part of the business. Addressing attrition, sickness and a perception that people were not getting a ‘fair deal', OVO Reward Steps resulted in a 4% decrease in sickness, 52% decrease in attrition and 39.8% increase in the company's eNPS score for ‘Reward'. The success of this project in its first four months represents savings to the business of £409,762.
A local charity of the year is chosen by the Ombudsman Services employees. The local charity the organisation is supporting this year is the Shannon Bradshaw Trust. Events in aid of the charity that have taken place in 2016 include a football fun day, a walking challenge and dress down days. Ombudsman Services also encourage staff to take individual leadership roles in the community, such as being a school governor. Teams have supported local charities such as a RSPCA site that needed some outside maintenance and decorating. Ombudsman Services is also committed to fair treatment of its employees, potential employees and service users. They actively promote equal opportunity for all with the right mix of skills, knowledge and talent and welcomes applications from a wide range of candidates, including those with criminal records.
Ombudsman Services employees are invited annually to vote for a local charity and have the opportunity to volunteer to be part of the charity crew with all areas of the business represented. One of the activities for the crew in 2016 was to organise a group to take part in the Yorkshire Three Peaks challenge. Later in the year the crew organised a Christmas fair. Throughout the year they encourage friendly team competition by running desk decorating challenges, with prizes including a meal out for the whole team. Also, Ombudsman Services foster team spirit through initiatives like ‘Women in the Workplace', taking part in Pride and running informal ‘Meet the Exec' sessions. Their employee voice group Novus works across the organisation with business leaders to support the cascade of information and gain consensus on key topics. The group played a pivotal role in the engagement of colleagues with the 2014/15 office move and are now working on consultation about supporting better attendance management and a wellbeing programme. Finally, there is the sports and social team who coordinate activities, including regular football sessions and an annual Halloween quiz.
There is an overall programme to support and develop Ombudsman Services Managers to be at their best. This programme includes refresher training sessions, as prior to mid-year reviews taking place a programme was provided for Managers focusing on the preparation and delivery of the review meeting, including dealing with challenges from employees. Managers also have access to online learning. This contains e-learning modules, guides and checklists around ‘Performance & Development', ‘Coaching & Mentoring' and ‘Managing People'. One to one coaching is provided to Managers using both internal and external coaches. An internal accreditation is awarded to those Managers consistently demonstrating effective coaching and observation is continued on a less regular basis to encourage maintenance of standards. Mentoring is supported within the organisation and a number of Managers have an internal mentor as part of their development. Objectives are set at the beginning of the year and are a basis for gauging progress and performance. Managers have a monthly conversation with their own Manager to discuss progress against their objectives and general wellbeing. Regular observations of one to one's and coaching sessions with team members also take place, with feedback and suggestions for development being provided to all Managers.
Out of Old Mill's total head count of 243, over 70 are currently training to be Accountants, Tax Advisers or Financial Planners. This represents a huge investment in the future of Old Mill and is all supported by the company's Coaching and Mentoring programme. Trainees are also rotated around Old Mill so that they can appreciate the different parts of the business when advising clients in the future. The Leadership Programme covers all employees from Trainee through to Partner level and increases self-awareness of how they impact on others. This programme has been designed in conjunction with the Centre for Leadership Studies at the University of Exeter.
Old Mill's Leadership Programme has made a big difference with the Managers. It focuses on how people impact on others and has been specifically designed to align with Old Mill's values and goals. The company have also had specific developmental issues with one or two Managers. The company culture encourages Managers and employees alike to want to change and develop. Old Mill have had some great results through individual coaching, all by using a mixture of both internal and external Coaches. The performance of the Managers is measured in financial terms on a month by month basis. The company's appraisal system also measures performance against specific objectives and organisational values. Finally, a very comprehensive psychometric and 360 evaluation of the Managers is repeatedly completed.
Old Mill's Leadership Programme has made a big difference with the Managers. It focuses on how people impact on others and has been specifically designed to align with Old Mill's values and goals. The company have also had specific developmental issues with one or two Managers. The company culture encourages Managers and employees alike to want to change and develop. Old Mill have had some great results through individual coaching, all by using a mixture of both internal and external Coaches. The performance of the Managers is measured in financial terms on a month by month basis. The company's appraisal system also measures performance against specific objectives and organisational values. Finally, a very comprehensive psychometric and 360 evaluation of the Managers is repeatedly completed.
NIX offer the following support to their Managers: Job Shadowing Internal Coaching / Mentoring. Specifically, a managers' forum takes place at the board meeting in which all managers are invited to discuss any concerns they have and to run ideas past each other and also seek the experience and expertise of other management team members. Board meetings take place once a quarter. Training in specific areas is offered by the management team as a whole to one another. Reviews are set Annually for all staff members regardless of grade. All staff are encouraged to discuss any concerns, or provide praise for any member of staff regardless of where they sit on the hierarchy.
Nix Communications offers discounted BUPA health insurance policies to staff after a period of employment of 12 months. Wellbeing is important to NIX for all its staff. Various activities including ‘Tone Up Tuesdays' take place in the office. A member of staff is also a qualified Personal Trainer so she leads the sessions. They also run Lunchtime Fit Clubs. An open and communicative approach is adopted to the mental wellbeing of their employees allowing staff members to talk and discuss any concerns or workload issues to members of the management team, without prejudice. A recent addition to the NIX office, is a Shiatsu Massage Chair, this chair is the real deal and cost several thousand pounds. It is free to use and is positioned in NIX's breakout area, along with all the movies, PS4, Pool Table, Sonos Music, and arcade games machines! They always have music in the office which everyone can change. The company have a fantastic breakout area and encourage people to use this. They also encourage people to be active, providing people with headsets so they are not tied to their desk when on calls.
Nix Communications offers discounted BUPA health insurance policies to staff after a period of employment of 12 months. Wellbeing is important to NIX for all its staff. Various activities including ‘Tone Up Tuesdays' take place in the office. A member of staff is also a qualified Personal Trainer so she leads the sessions. They also run Lunchtime Fit Clubs. An open and communicative approach is adopted to the mental wellbeing of their employees allowing staff members to talk and discuss any concerns or workload issues to members of the management team, without prejudice. A recent addition to the NIX office, is a Shiatsu Massage Chair, this chair is the real deal and cost several thousand pounds. It is free to use and is positioned in NIX's breakout area, along with all the movies, PS4, Pool Table, Sonos Music, and arcade games machines! They always have music in the office which everyone can change. The company have a fantastic breakout area and encourage people to use this. They also encourage people to be active, providing people with headsets so they are not tied to their desk when on calls.
NG Bailey utilise opportunities to work with external partners as part of their approach to employee development. The company's educational outreach activities are supported by employees from every level of the organisation, from apprentices to Executive Team Members. Individuals can find themselves undertaking the simplest of tasks, from organising a careers discussion with a class or year group to working as part of a team developing a day of STEM (science, technology, engineering and maths) related activities for 300+ students. This challenges them to use their existing management and leadership skills in a very different and unpredictable environment, as well as offering an opportunity to take part in something extremely rewarding. NG Bailey also work with existing clients to carry out “dragons den” type workshops, were they put forward a group from one of their talent programmes to work with clients who are looking for inventive ideas to tackling the problems they are facing in their own businesses. This provides a great opportunity to apply their strategic thinking skills to unusual problems whilst working to tight deadlines in a foreign environment.
Community forms part of NG Bailey's responsible business strategy ‘One Approach'. Last year the company launched their first charity partnership with Macmillan. Chosen by their employees via a company-wide vote, the aim was to raise £50k within 12 months. Due to the passion, enthusiasm and team spirit, NG Bailey extended the partnership by a further six months to enable employees to continue with their fundraising. By doing this, the company raised almost double its target and enabled teams to break down silos, creating new working relationships within many of their divisions. They have also continued to match funds for other charitable activities that have amounted to £9,560 so far this year. For every person NG Bailey employ they will have helped another two young people to be more successful in their future careers. They've also launched Inspire, their award-winning STEM (science, technology, engineering and maths) school engagement programme that aims to engage with over 5,000 young people by 2018. This year the company have engaged with 1,511 (3,007 in total) young people to encourage them to consider a career in engineering. Earlier this year, Cal Bailey the Sustainability Director was invited to join the Business in the Community (BITC) Yorkshire and Humber advisory board. As part of the board, Cal is working with businesses across the region to forge better relationships between business and society and looking at ways UK employers can create fairer opportunities for ex-offenders, disadvantaged young people, homeless and those recovering from addiction via a number of related programmes facilitated by BITC.
NG Bailey utilise opportunities to work with external partners as part of their approach to employee development. The company's educational outreach activities are supported by employees from every level of the organisation, from apprentices to Executive Team Members. Individuals can find themselves undertaking the simplest of tasks, from organising a careers discussion with a class or year group to working as part of a team developing a day of STEM (science, technology, engineering and maths) related activities for 300+ students. This challenges them to use their existing management and leadership skills in a very different and unpredictable environment, as well as offering an opportunity to take part in something extremely rewarding. NG Bailey also work with existing clients to carry out “dragons den” type workshops, were they put forward a group from one of their talent programmes to work with clients who are looking for inventive ideas to tackling the problems they are facing in their own businesses. This provides a great opportunity to apply their strategic thinking skills to unusual problems whilst working to tight deadlines in a foreign environment.
New Charter Group are committed to raising awareness of dementia within the community and have therefore adopted Dementia Friends and the Alzheimer's Society as their corporate charities. They have pledged to create as many new Dementia Friends as possible within their local communities by allowing any employee to attend a Dementia Friend awareness session during working time. This is achieved by enabling two colleagues to train as Dementia Friend Champions, allowing them to deliver awareness sessions and create new Dementia Friends. Every employee is entitled to an extra two days leave per year on top of their annual entitlement to give time back to working with charities or community initiatives of their choice. New Charter Group assist adults to help them become work ready and move them into secure paid employment or volunteering by delivering weekly work clubs. This enables New Charter to best support vulnerable individuals who are at risk of homelessness, ex-offenders and/or people who are recovering from addiction. They deliver this employment support in partnership with the local authority's Adult and Community Learning Programme and The Lifeline Project. Lifeline colleagues and volunteers accompany customers to the work club, offering one to one help and support with CV writing, job seeking and overcoming multiple barriers into employment.
New Charter Group are committed to raising awareness of dementia within the community and have therefore adopted Dementia Friends and the Alzheimer's Society as their corporate charities. They have pledged to create as many new Dementia Friends as possible within their local communities by allowing any employee to attend a Dementia Friend awareness session during working time. This is achieved by enabling two colleagues to train as Dementia Friend Champions, allowing them to deliver awareness sessions and create new Dementia Friends. Every employee is entitled to an extra two days leave per year on top of their annual entitlement to give time back to working with charities or community initiatives of their choice. New Charter Group assist adults to help them become work ready and move them into secure paid employment or volunteering by delivering weekly work clubs. This enables New Charter to best support vulnerable individuals who are at risk of homelessness, ex-offenders and/or people who are recovering from addiction. They deliver this employment support in partnership with the local authority's Adult and Community Learning Programme and The Lifeline Project. Lifeline colleagues and volunteers accompany customers to the work club, offering one to one help and support with CV writing, job seeking and overcoming multiple barriers into employment.
New Charter Group are committed to raising awareness of dementia within the community and have therefore adopted Dementia Friends and the Alzheimer's Society as their corporate charities. They have pledged to create as many new Dementia Friends as possible within their local communities by allowing any employee to attend a Dementia Friend awareness session during working time. This is achieved by enabling two colleagues to train as Dementia Friend Champions, allowing them to deliver awareness sessions and create new Dementia Friends. Every employee is entitled to an extra two days leave per year on top of their annual entitlement to give time back to working with charities or community initiatives of their choice. New Charter Group assist adults to help them become work ready and move them into secure paid employment or volunteering by delivering weekly work clubs. This enables New Charter to best support vulnerable individuals who are at risk of homelessness, ex-offenders and/or people who are recovering from addiction. They deliver this employment support in partnership with the local authority's Adult and Community Learning Programme and The Lifeline Project. Lifeline colleagues and volunteers accompany customers to the work club, offering one to one help and support with CV writing, job seeking and overcoming multiple barriers into employment.
The Senior Management Team is committed to the values of the organisation and communicate this throughout the business. They hold team meetings with staff involvement, listen to employees and hold one to one reviews for constant improvement. They also work long hours to ensure they are accessible. The team lead by example and are very hands on. The CEO engages with staff at all levels and attends both private and business functions. He leads by example, is motivating and always inspiring. He will spend time in various departments getting to know staff and how they work. He will also ensure all new staff are introduced to him personally to make them welcome into the organisation. The CEO is a people person and enjoys engaging and listening to his staff. Employee development is encouraged through personal development plans and one to one reviews. Network Telecom is also accredited Investors in People, which emphasises the company commitment to developing and investing in their staff.
Network Telecom encourages cross training, where staff spend time in other departments to see how they interact with the processes in other teams. The company also operates an employee suggestion scheme called 'Motivational Marvin', where high street vouchers are rewarded for the winning ideas/suggestions.
The Senior Management Team is committed to the values of the organisation and communicate this throughout the business. They hold team meetings with staff involvement, listen to employees and hold one to one reviews for constant improvement. They also work long hours to ensure they are accessible. The team lead by example and are very hands on. The CEO engages with staff at all levels and attends both private and business functions. He leads by example, is motivating and always inspiring. He will spend time in various departments getting to know staff and how they work. He will also ensure all new staff are introduced to him personally to make them welcome into the organisation. The CEO is a people person and enjoys engaging and listening to his staff. Employee development is encouraged through personal development plans and one to one reviews. Network Telecom is also accredited Investors in People, which emphasises the company commitment to developing and investing in their staff.
MHM's Leadership and Management Development Programme is an on-going strategy for developing key people across the business. It is continuous and focuses on specific individual needs during the year. The initial programme consists of sessions delivered as a Bite-Size programme, all endorsed by the ILM. Sessions are delivered by internal experts from across all business areas to increase exposure to all functions. Ongoing development and continuous improvement after the programme has been provided through an in-house mentoring programme with Senior Leaders. This is a vital component of the leadership development and is an effective way of sharing knowledge and experience. There are also positive psychology sessions delivered to all members of the Senior Leadership Team to enhance leadership styles and encourage positive outcomes both in work and at home. Managers also receive monthly one-to-one feedback and performance assessment, in addition to regular coaching from the Board Directors and Heads of Site.
My Home Move's social responsibility scheme, ‘Do the Right Thing' (DTRT), encourages its employees to raise money for the good causes supported by the My Home Move Charitable Trust. Each of the causes support people dealing with the issue of homelessness and are located in the areas in which My Home Move operates. Charity fundraising events take place at least once a month, as well as annual charity events such as the My Home Move Charity Trek, which regularly involves over 40 My Home Move employees giving up their spare time to take on hiking challenges. My Home Move's employees have donated over £43,000 since the launch of DTRT in 2011, which has been raised predominantly through employee events. The company undertake not to discriminate unfairly against any subject of a disclosure on the basis of a conviction or other information revealed, including past addictions or periods of personal uncertainty including being outside of employment or homeless.
My Home Move's social responsibility scheme, ‘Do the Right Thing' (DTRT), encourages its employees to raise money for the good causes supported by the My Home Move Charitable Trust. Each of the causes support people dealing with the issue of homelessness and are located in the areas in which My Home Move operates. Charity fundraising events take place at least once a month, as well as annual charity events such as the My Home Move Charity Trek, which regularly involves over 40 My Home Move employees giving up their spare time to take on hiking challenges. My Home Move's employees have donated over £43,000 since the launch of DTRT in 2011, which has been raised predominantly through employee events. The company undertake not to discriminate unfairly against any subject of a disclosure on the basis of a conviction or other information revealed, including past addictions or periods of personal uncertainty including being outside of employment or homeless.
The overall reward package at Moorhouse is unique because it is completely open and transparent. Salaries are set according to market rates, at the same level for everyone in a grade peer group and are published and available to all staff. Salary rises are awarded to all staff in the grade according to changes in market levels or to specific individuals on promotion to the next grade. New recruits are hired at the same salary as everyone else in their grade peer group. There are four bonus schemes. All employees are eligible for two bonus payments. The first is the Company bonus which incentivises collaboration by rewarding the business performance of Moorhouse. The second is the Personal bonus which recognises individual achievement by rewarding performance against objectives. Two further bonus schemes are in place for eligible staff. The Sales bonus which rewards contributions to business development to those involved in the sale of new client engagements. The Utilisation bonus rewards consultants for billable hours. The policies and processes around the four bonus scheme are published and distributed to all eligible employees. Potential bonus awards are clearly communicated at the start of the financial year so that everyone understands how their contribution will be linked to their reward. Individual eligibility is accessed and communicated at six month intervals through the performance review process. Bonuses are paid every six months, so reward is linked to achievement in a timely manner.
The overall reward package at Moorhouse is unique because it is completely open and transparent. Salaries are set according to market rates, at the same level for everyone in a grade peer group and are published and available to all staff. Salary rises are awarded to all staff in the grade according to changes in market levels or to specific individuals on promotion to the next grade. New recruits are hired at the same salary as everyone else in their grade peer group. There are four bonus schemes. All employees are eligible for two bonus payments. The first is the Company bonus which incentivises collaboration by rewarding the business performance of Moorhouse. The second is the Personal bonus which recognises individual achievement by rewarding performance against objectives. Two further bonus schemes are in place for eligible staff. The Sales bonus which rewards contributions to business development to those involved in the sale of new client engagements. The Utilisation bonus rewards consultants for billable hours. The policies and processes around the four bonus scheme are published and distributed to all eligible employees. Potential bonus awards are clearly communicated at the start of the financial year so that everyone understands how their contribution will be linked to their reward. Individual eligibility is accessed and communicated at six month intervals through the performance review process. Bonuses are paid every six months, so reward is linked to achievement in a timely manner.
Moorhouse's people are their biggest asset. They are committed to building and nurturing talent, and harnessing their ambition to be the best they can be. They believe that this commitment stands them apart from their competitors. They have introduced a new competency framework based on the Zenger Folkman Extraordinary Leader model. This explains behaviours expected across the competencies for each grade. This complements their grade descriptions and the business metrics. The alignment and ‘common language' of competencies and expected behaviours, grade descriptions and business metrics help them to better develop people and help them understand how to realise their full potential. They offer a comprehensive structured learning and development programme. There is a Manager Development Programme and the Leadership Development Programme. These programmes are based on the Zenger Folkman Extraordinary Performer and Extraordinary Leader frameworks and are at the forefront of non-linear and strengths based development. They work with ‘RADA in Business' and have created a set of courses that take an innovative approach to developing people in areas such as powerful presentations, personal brand, impact and storytelling. The Moorhouse Academy is a programme of structured learning and broad skills development focussed on business fundamentals, managing programmes, industry insight and other consulting skills. It is essential capability development for their people.
The office space that money.co.uk work in is real castle which has recently undergone a massive refurbishment to give the team the best working environment that they can possibly give them. An emphasis on staff welfare and the environment has been taken into account in all designs and the team members themselves were consulted on the designs to ensure they were right for them and the way in which they work. The innovation includes an intelligent lighting and music system which can be changed according to where you sit to suit individual preference, a choice of 5 different chairs to optimize comfort and minimize back problems, meeting areas designed to complement the way in which they work as company, an overhaul of our gym with state of art technology and an on-site cinema has been built to be enjoyed by our staff for out of hours' relaxation. In addition, kitchen facilities have been designed with a large area for staff to group and eat together, there is a unique chill out area for staff members to relax in and quiet rooms for silent, for highly focused work. They believe a healthy body is essential for a healthy mind and understand the importance of encouraging our team to lead healthy and active lives. They do this by providing a free state-of-the-art gym on site, free one-to-one consultations with nutritionists, offer of counselling sessions or psychotherapy if going through challenging times, a paid for weekly game of indoor football, squash or basketball at lunchtime at the local leisure centre and a workout room so team members can arrange group classes like yoga or Zumba. Additionally, they also pay for in-depth Bupa health assessments for anyone that is struggling with a health issue.
money.co.uk offer 3 days' paid leave for team members to volunteer for a charity or organization of their choice. They value community and believe that work should not prevent those who want to, to volunteer for organisations who need help. They have a number of people on the team who are involved in organisations and charities outside of work such as the Brownies Association and Soroptimists International. This policy allows these individuals to get involved with the community and give back to organisations set up to help those most in need. This supportive policy is a sign that they support community and believe that it's important for the team to have interests outside of work. money.co.uk has allocated £2 million to donate to local and national charities this year and all employees are involved in deciding which organisations the donations go to. The team recently voted to collectively sponsor the Young Enterprise's “Learn to Earn” programme. This year Chris has empowered his team further by giving £5,000 to every member of his team to donate to a charity of their choice and so far 48 employees have embraced the opportunity to support an organisation that has special meaning for them.
money.co.uk offer 3 days' paid leave for team members to volunteer for a charity or organization of their choice. They value community and believe that work should not prevent those who want to, to volunteer for organisations who need help. They have a number of people on the team who are involved in organisations and charities outside of work such as the Brownies Association and Soroptimists International. This policy allows these individuals to get involved with the community and give back to organisations set up to help those most in need. This supportive policy is a sign that they support community and believe that it's important for the team to have interests outside of work. money.co.uk has allocated £2 million to donate to local and national charities this year and all employees are involved in deciding which organisations the donations go to. The team recently voted to collectively sponsor the Young Enterprise's “Learn to Earn” programme. This year Chris has empowered his team further by giving £5,000 to every member of his team to donate to a charity of their choice and so far 48 employees have embraced the opportunity to support an organisation that has special meaning for them.
The Møller Centre are committed to the health and wellbeing of their team and have several practices in place designed to support staff wellbeing. They offer onsite workplace massage for all staff at the end of the year. The HR and Training Manager is booked on to the Mental Health First Aid course to offer further support to those suffering with mental health issues. They offer a free counselling service as part of their health care plan and the HR and Training Manager has access to a number of other resources and Counsellor's if required. They have run and will continue to run resilience training. They have run a series of Pilates classes in house. They also include a wellbeing tip in the monthly newsletter, which is always well received. They try to link the message to something topical such as National No Smoking Day, Stress Awareness Day or Mental Health Awareness Day. As above but in addition to this they have run a mental health first aid lite course for Manager's to enable them to spot the signs of mental health issues. Each month the HR and Training Manager also offers an open 2 hour drop in session which is available to all staff to discuss any issues which are personal or work related.
The Møller Centre are committed to the health and wellbeing of their team and have several practices in place designed to support staff wellbeing. They offer onsite workplace massage for all staff at the end of the year. The HR and Training Manager is booked on to the Mental Health First Aid course to offer further support to those suffering with mental health issues. They offer a free counselling service as part of their health care plan and the HR and Training Manager has access to a number of other resources and Counsellor's if required. They have run and will continue to run resilience training. They have run a series of Pilates classes in house. They also include a wellbeing tip in the monthly newsletter, which is always well received. They try to link the message to something topical such as National No Smoking Day, Stress Awareness Day or Mental Health Awareness Day. As above but in addition to this they have run a mental health first aid lite course for Manager's to enable them to spot the signs of mental health issues. Each month the HR and Training Manager also offers an open 2 hour drop in session which is available to all staff to discuss any issues which are personal or work related.
The Møller Centre staff nominated Charity of the Year for 2015/2016 was East Anglian Air Ambulance, which provides Helicopter Emergency Medical Services across the county. During their year of support, they provided various ways for team members to get involved and raise much needed funds. Some of the team joined in with a collection in the local market square. They held a race night and quiz night, inviting staff to join in, have fun and raise money. They encouraged staff to donate money at Christmas for a non-uniform day and donated money in lieu of sending company Christmas cards. They asked for volunteers to take part in running the Cambridge Half Marathon, with other team members supporting on the day. They donated their time and facilities by running an afternoon tea for the EAAA volunteers and had a Euro-themed football sweepstake, again, raising much needed funds. Throughout the year they also sold various merchandise with all proceeds going to EAAA and had collection tins throughout the Centre. During the lead up to the Quiz night they sold EAAA scratchcards, offering some light hearted competition to see who could win the most! They also contributed an amount to the Charity for every Delegate Feedback Questionnaire received at the Centre during the year.
In 2016 Michael Page launched a brand new internal communications strategy, moving from a reactive to a proactive approach. An audit looked at the number of messages being distributed, the channels used and the percentage of messages that pertained to the EVP. As a result, they devised a strategy and implemented new communications channels, including SMS and a brand new Leadership Pack, which is sent monthly to managers of people. These managers are then responsible with sharing the information with their teams. They also increased the use of their creative studio and implemented a quarterly update from the UK MD, which is distributed via the Leadership Pack. Earlier in the year, they provided all employees with branded headphones, giving them the tools they need in order to listen to video and audio communications. They are also launching an internal communications radio show in November 2016, which will showcase real people and real stories from across the business. This will replace wordy communications, which were not previously engaging. They are also planning a campaign to re-introduce PageConnect (Yammer) to the business in 2017, where they will host and signpost to key content. The objective is to increase engagement around important business messages and encourage the use of the platform as a key communication platform.
Michael Page's Talent Development Directors provide phone support and face-to-face coaching to those who need additional help with applying the techniques and approaches. This, alongside the follow-up and support they receive from their directors, is the best way of providing support and embedding the learning. The management development programme extends across 9 months and the managers are encouraged to utilise peer support and share successes. Action points, from each day of training, are recorded in workbooks that the managers also use as reference guides. The company online performance management tool enables managers to record their key actions and development points at any stage in the year and these are reviewed twice yearly as below. Twice a year there is a midyear review in June/July and an annual appraisal in Dec/Jan. This includes reviewing performance against both goals and KPIs as well as behavioural ratings linked to the company's behavioural framework. They provide guidance documents and support on how to develop specific behaviours via a personal development plan.
Michael Page employ a blended learning approach in line with the 70/20/10 principle. They utilise new technologies such as online business simulations, videos and Phone Coach. At-desk coaching, mentoring and shadowing are ingrained in the way they on-board and develop people to maximise the efficacy of their classroom training. Michael Page's online performance management system incorporates behavioural review and development, in line with their behavioural framework, as well as the normal goal and KPI metrics. They utilise the Myers Briggs Type Indicator for personal development purposes and increasing self-awareness. The manager and leadership training reflects current trends such as the importance of trust, authentic leadership, unconscious bias and engagement. They have also developed an in-house diagnostic tool which enables the Talent Development team to help managers and directors identify training needs and motivational challenges. This process then results in advice and guidance on providing additional training or support or an at-desk coaching session with a member of the TD team. Michael Page have always utilised e-learning as part of their training and development offering and this year they have scoped, researched and invested in a new digital learning platform which gives employees the opportunity to learn in a way that suits them. The platform is agile and dynamic with social learning, gamification, video and mobile device capability. They are currently designing and creating learning pathways and digital content for their launch in early 2017.
Merlin run various team building events throughout the year, but the highlight on the Merlin Events Calendar is the annual Cricket Day hosted by the company's very own children's charity Merlin's Magic Wand (MMW) at Chessington World of Adventures Resort (CWOAR). In its 7th year, this event brings together Merlin employees from the company's attractions all over the UK for a day full of fun, food and cricket! Four cricket teams from Merlin take on four teams representing their sponsors and business partners in a titanic battle to take home the coveted trophy, fondly nicknamed ‘the Plastic Plate'. Umpires are dressed in ‘inappropriate costume' and spectators cheer on their favourite teams. The local CWOAR team also puts on an amazing spread of food and drink throughout the day to keep the teams fuelled for all the games of cricket played. As well as a great opportunity to build great team relationships both within employees own team but also with those from other attractions, it's an amazing fundraising opportunity for Merlin employees to ensure even more children will be able to enjoy magical and life-changing spaces. MMW creates hospitals and schools for those with special needs. This year they have raised a staggering £22,000 thanks to the generous contribution and excellent support from all of Merlin's teams, volunteers and suppliers.
Merlin run various team building events throughout the year, but the highlight on the Merlin Events Calendar is the annual Cricket Day hosted by the company's very own children's charity Merlin's Magic Wand (MMW) at Chessington World of Adventures Resort (CWOAR). In its 7th year, this event brings together Merlin employees from the company's attractions all over the UK for a day full of fun, food and cricket! Four cricket teams from Merlin take on four teams representing their sponsors and business partners in a titanic battle to take home the coveted trophy, fondly nicknamed ‘the Plastic Plate'. Umpires are dressed in ‘inappropriate costume' and spectators cheer on their favourite teams. The local CWOAR team also puts on an amazing spread of food and drink throughout the day to keep the teams fuelled for all the games of cricket played. As well as a great opportunity to build great team relationships both within employees own team but also with those from other attractions, it's an amazing fundraising opportunity for Merlin employees to ensure even more children will be able to enjoy magical and life-changing spaces. MMW creates hospitals and schools for those with special needs. This year they have raised a staggering £22,000 thanks to the generous contribution and excellent support from all of Merlin's teams, volunteers and suppliers.
Merlin's mission, values and vision are a way of life for everyone in the company. Delivering memorable experiences is at the heart of what they do and their values are reflective of how Merlin employees at all levels work towards delivering those experiences to their customers. Consistency of message and regular reinforcement is given to employees to ensure everyone is working to the same goals. Key points are regularly reinforced by daily team huddles for operational teams, regular team briefs and also through the global quarterly newsletter. The ‘Merlin Way Film Competition' is a great way of keeping the Merlin Way front and centre for staff, as every year they get an opportunity to make a short film that brings to life how they and their team live and breathe the ‘Merlin Way'. The company are now in their fourth year of running this competition and the response has been fabulous, with over 100 entries globally each year.
This year MEC introduced ‘Town Hall' sessions to boost team interaction and communication. As part of the staff survey feedback employees provided the company with, it was clear that they get a great deal of value and enjoyment from the all staff ‘MEC in Motion' company meeting sessions. However, they asked for more regular company updates as the MEC in Motion meetings are 3 months apart and things move quickly around here. The Management Board thought quite hard about the best way to do this, not wanting to resort to email communication as the obvious route. As a result, they introduced Town Hall. This is a new update session held in the open office space covering off any pressing agency, industry, client and people news. No slides or fanfare, just senior people from the management team updating people on important and interesting news, real time. They also introduced Collaboration Coffees as part of their initiative to embed behaviours and improve perceptions of approachability of the Management Board, again responding to staff survey feedback. This is an opportunity for anyone at any level to sit down for a coffee and informally talk about the agency, obtain career advice, tips on leadership or anything else they wish to discuss. MEC ask people to share their Collaboration Coffee time with everyone on the MEC social media channels.
MEC offer learning and development opportunities at all levels throughout the organisation to appeal to all learning styles, from soft skill practical training in presentation and negotiation skills, to e-learning training on digital technical skills, to experiential learning through charity opportunities, language lessons and Thrive projects. They take their commitment to learning seriously in terms of budget investment and time, to ensure MEC offers opportunities to thrive. MEC have a focus on everyone educating each other, whether that's through Big Breakfast where teams share pitch work in an informal setting, or the annual EXPO, a day when the agency stops for a series of talks and workshops on different pieces of work, tech or learnings. Creative champions who attended ‘Upping Your Elvis' creativity training last year continue to run sessions for the agency on creativity and creative brainstorming. They want to ensure that everyone gets the opportunity to learn and develop their skills no matter what level they are. Everyone gets the opportunity to sit a variety of IPA qualifications and they offer leadership training at all levels throughout the agency. Graduates and apprentices have a full training programme to complement their journey with the company, which kicks off with an experiential team building exercise on the streets of London. MEC's management team spent a week at a residential course earlier this year learning advanced sales and influencing techniques to help them work better with clients.
This year MEC introduced ‘Town Hall' sessions to boost team interaction and communication. As part of the staff survey feedback employees provided the company with, it was clear that they get a great deal of value and enjoyment from the all staff ‘MEC in Motion' company meeting sessions. However, they asked for more regular company updates as the MEC in Motion meetings are 3 months apart and things move quickly around here. The Management Board thought quite hard about the best way to do this, not wanting to resort to email communication as the obvious route. As a result, they introduced Town Hall. This is a new update session held in the open office space covering off any pressing agency, industry, client and people news. No slides or fanfare, just senior people from the management team updating people on important and interesting news, real time. They also introduced Collaboration Coffees as part of their initiative to embed behaviours and improve perceptions of approachability of the Management Board, again responding to staff survey feedback. This is an opportunity for anyone at any level to sit down for a coffee and informally talk about the agency, obtain career advice, tips on leadership or anything else they wish to discuss. MEC ask people to share their Collaboration Coffee time with everyone on the MEC social media channels.
At Mcginley's, individual and team efforts are recognised and rewarded on a regular basis, with the most prestigious being the company's long-established Pinnacle Club. The Pinnacle Club is for the over-achievers and recognises and praises performance excellence across the business. It is certainly a key motivator, encouraging a little healthy ‘peer' competition and inspiring team performance. It is held every quarter and on an annual basis. This year's annual prize consisted of an all-expenses-paid trip to Vegas, with all winners staying in suites at the opulent Palazzo Hotel, dining at various exclusive 5 star restaurants and spending three VIP evenings at Omnia nightclub, Caesar's Palace, with world famous DJ Calvin Harris, all whilst being transported everywhere in a hummer limo. Some of the quarterly incentives included a private hospitality box at the Royal Ascot, Club Hospitality at Premier League football fixtures, the ultimate cook and dine experience at L'Atelier des Chefs, VIP box seating at the ATP Tour Finals, T20 cricket at the Oval, a unique human and sensory experience at the famed ‘Dans le Noir' and dinner at the chef's table at Gordon Ramsay's swanky Michelin star restaurant, Maze. As well as qualifying for the Pinnacle Club, each employee also receives uncapped commission and vouchers up to and including the value of £200.
At Mcginley's, individual and team efforts are recognised and rewarded on a regular basis, with the most prestigious being the company's long-established Pinnacle Club. The Pinnacle Club is for the over-achievers and recognises and praises performance excellence across the business. It is certainly a key motivator, encouraging a little healthy ‘peer' competition and inspiring team performance. It is held every quarter and on an annual basis. This year's annual prize consisted of an all-expenses-paid trip to Vegas, with all winners staying in suites at the opulent Palazzo Hotel, dining at various exclusive 5 star restaurants and spending three VIP evenings at Omnia nightclub, Caesar's Palace, with world famous DJ Calvin Harris, all whilst being transported everywhere in a hummer limo. Some of the quarterly incentives included a private hospitality box at the Royal Ascot, Club Hospitality at Premier League football fixtures, the ultimate cook and dine experience at L'Atelier des Chefs, VIP box seating at the ATP Tour Finals, T20 cricket at the Oval, a unique human and sensory experience at the famed ‘Dans le Noir' and dinner at the chef's table at Gordon Ramsay's swanky Michelin star restaurant, Maze. As well as qualifying for the Pinnacle Club, each employee also receives uncapped commission and vouchers up to and including the value of £200.
Mcginley's weekly fresh fruit drop and healthy treats like energy and cereal bars, which are always provided at meetings, encourages staff to eat healthily. The company provides clean and well-maintained areas for employees to prepare and store their own meals too. McGinley have embraced the notion of actively encouraging employees to take proper lunch breaks and hit the gym at lunchtime. The company also offers the flexibility of a slightly longer lunch break so it's definitely worth it! Moreover, for those that wake up early to squeeze in a morning workout session, the company is always accommodating to a slightly late start. Mcginley's have even partnered with Incorpore to offer all employees a discounted gym membership scheme across 2980 health clubs in the UK. They have also created a staff breakout area with pool and ping-pong tables where staff can relax away from the PC screen and unwind. There's even some good quality coffee and coffee machines, which helps to brighten the mood and is probably one of the quickest pick-me-ups! All of offices are given the option to listen to music whilst they work, as playing music instantly relaxes the mood and stress levels. The daily morning huddles also help teams and individuals to reach out to fellow colleagues to lend a helping hand, providing support, guidance and ultimately reducing stress.
The Wellbeing programme offers McDonalds employees a variety of support and helpful information to enhance their wellbeing both at work and at home. A dedicated Wellbeing Hub on ourlounge contains handy articles and information about what employees can do to maintain a healthy and balanced lifestyle. It has advice and support on topics like staying active, eating well, work/life balance and mental health. As part of the Wellbeing Programme, the team research and feature apps of the month, which have included apps like HeadSpace. Every employee receives a ‘How's it Going Chat' with their direct reporting Manager on a regular basis. This provides an ideal opportunity for the employee to have an open and frank discussion with their direct reporting Manager. Employees have the opportunity to discuss any issues that could be causing workplace stress and discuss what support or changes are needed. In recent Senior Leadership Engagement Drop In sessions, workload and workplace stress were some of the discussion topics to enable employees to openly discuss concerns and solutions with Senior Leadership.
McDonald's are aware that no single factor is more important to their success than the dedication and efforts of their employees. As a result of this the company operate the “Employee of the Month” (EoM) award in all restaurants. Every year 12 employees per restaurant have the chance to win this accolade and a gift box to go with it. Every employee of the month receives a range of prizes ranging from an Employee of the Month gold name badge and a personalised congratulations card to a specially designed ‘Make It Special' USB stick, an engraved black Congress pen in a presentation case and an engraved black A6 mole notepad to name but a few. Four times a year each restaurant will select an employee from the EoM winners to be their Employee of the Quarter and winners from all restaurants are then entered into a competition to find the “Employee of the Quarter” for each Operations Manager group. The winners of this quarterly competition are then considered for the Director of Operations “Employee of the Year”. Finally, each person selected as the Director of Operations overall winner will go forward to compete to become McDonald's Employee of the Year final, which takes place at McDonald's Head Office with the COO and Senior Vice President. As finalists they receive £250 worth of Love to Shop vouchers and the overall winner will also receive £2,500 worth of Travel Vouchers. All also receive recognition trophies.
The Wellbeing programme offers McDonalds employees a variety of support and helpful information to enhance their wellbeing both at work and at home. A dedicated Wellbeing Hub on ourlounge contains handy articles and information about what employees can do to maintain a healthy and balanced lifestyle. It has advice and support on topics like staying active, eating well, work/life balance and mental health. As part of the Wellbeing Programme, the team research and feature apps of the month, which have included apps like HeadSpace. Every employee receives a ‘How's it Going Chat' with their direct reporting Manager on a regular basis. This provides an ideal opportunity for the employee to have an open and frank discussion with their direct reporting Manager. Employees have the opportunity to discuss any issues that could be causing workplace stress and discuss what support or changes are needed. In recent Senior Leadership Engagement Drop In sessions, workload and workplace stress were some of the discussion topics to enable employees to openly discuss concerns and solutions with Senior Leadership.
Maxus know that communication and interacting are fundamental to their success. At Maxus they celebrate collaborative working. Their Agile Working policy drives collaboration in their day-to-day operations, encouraging people to move frequently around the office, working with different people. When they designed their new office, they built a Tannoy system into walls of the building. It's so fundamental to their culture that much of the interior design is envisioned around the pipes that power it. Whenever they have an all-staff announcement, rather than sending an impersonal email that clogs up everyone's inbox, they use the tannoy. It ensures that announcements are heard, and immediately triggers a series of conversations about the news, because everyone hears at the same time. To surface to the whole agency all the valuable stuff being talked about daily amongst Maxus' teams, they launched their weekly ‘Maxus Mind' bulletin. Every week they crowd-source from staff all their topics of conversation, and then publish them as a bulletin that is re-circulated to the entire agency. It ensures that no-one misses out on a topic of conversation, and provides an ongoing source of important industry news. And they supplement all of this with their Monthly Agency Meetings, followed by drinks. They find that these forums, compulsory for all staff, are essential for sharing news and creating a sense of community and togetherness. Plus, socialising together afterwards gives everyone a chance to catch up and build strong friendships outside the office.
Maxus believes strongly in professional and personal growth for employees. Their Never Stand Still programme offers a suite of initiatives for their staff under three core pillars; “For Work, For Life and For Growth". As part of the “For Growth” activity, they introduced an annual pot of money called the Growth Fund. The Growth Fund is their commitment to supporting employees in their own professional and personal development, offering sponsorship up to £250. The fund could be used flexibly for personal development and subsidise or pay for anything from a professional qualification to driving lessons or a wine tasting course. In 2016, to help inspire people to take advantage of the fund, Maxus facilitated a number of sessions including hosting language classes and a coding course in their offices. The fund is available on an annual basis for all employees with 12 months' service. Whilst Maxus ensure that the growth fund is ultimately supporting personal or professional growth, it is completely up to the employee to decide how they want to spend it. Maxus also offers professional coaching to all employees - coaching can be used for both personal and professional growth. From a professional development perspective, Maxus offer a suite of learning opportunities. In 2016, the focus has been on creativity and they hosted a number of sessions and events focused on creative excellence. Culminating in a week of activities across the agency, from internal subject matter experts giving talks to external companies showcasing their inspiring stories.
Maxus believes strongly in professional and personal growth for employees. Their Never Stand Still programme offers a suite of initiatives for their staff under three core pillars; “For Work, For Life and For Growth". As part of the “For Growth” activity, they introduced an annual pot of money called the Growth Fund. The Growth Fund is their commitment to supporting employees in their own professional and personal development, offering sponsorship up to £250. The fund could be used flexibly for personal development and subsidise or pay for anything from a professional qualification to driving lessons or a wine tasting course. In 2016, to help inspire people to take advantage of the fund, Maxus facilitated a number of sessions including hosting language classes and a coding course in their offices. The fund is available on an annual basis for all employees with 12 months' service. Whilst Maxus ensure that the growth fund is ultimately supporting personal or professional growth, it is completely up to the employee to decide how they want to spend it. Maxus also offers professional coaching to all employees - coaching can be used for both personal and professional growth. From a professional development perspective, Maxus offer a suite of learning opportunities. In 2016, the focus has been on creativity and they hosted a number of sessions and events focused on creative excellence. Culminating in a week of activities across the agency, from internal subject matter experts giving talks to external companies showcasing their inspiring stories.
The “Health angels” group is Marketing Sciences Unlimited's health and wellbeing team, who run health assessments several times a year to encourage staff to do a self-assessment and log with the company's EAP online programme. This provides hints and tips about lifestyle, exercise and diet that will impact on people's wellbeing. The team also organises lunchtime walks and tours to get people away from their desk in a social environment. Recently they organised guided tours of Winchester Cathedral and Winchester College. The company have shower facilities that enable staff to cycle to work and exercise at lunch time, with a large number of staff taking advantage of the cycle to work salary sacrifice scheme. They are involved in an annual Creston Cycle Tour and always have volunteers join for all or part of the weekend, supporting or cycling with colleagues from other agencies. They have run mindfulness training, which was well received, and put on weekly yoga or Pilates classes that anyone can join. Marketing Sciences have a large breakout room with kitchen facilities and seating. This leads out to a balcony area and staff are encouraged to have lunch away from their desk and use the communal area to take time out on a daily basis. They have access to training for managing workloads that staff can choose to attend and the company have previously organised an external consultant to talk about mindfulness with staff.
Marketing Sciences have monthly whole service meetings, in addition to regular team and individual meetings, where everyone gets together at the end of the day for drinks and nibbles. Directors and others provide a brief update of what has been happening and what is coming up within the business. As part of this they collect “shout-outs”, where colleagues and clients provide praise for a job well done, which is highlighted at the monthly meetings. They also have quarterly “values awards”, which recognises achievement and anyone who is working in accordance with company values and going the extra mile. The values are communicated and discussed with all staff via one to one meetings, as part of appraisals and on top of this all new joiners are given all information necessary. Meeting rooms are named to reflect the company values. Finally the Managing Director meets all new starters to provide an overview of the company and share the values.
Marketing Sciences Unlimited have an annual local charity that they raise money for, normally through team events and social evenings. People propose a new charity each year and everyone votes for this. In 2015 it was Muffin's Dream, a charity dedicated to helping families who have a child or young adult with a disability or illness. In 2016 it was Simon Says, a child bereavement support service. They are a sponsor of the Theatre Royal in Winchester and have been for many years. Jane, Marketing Science's MD, is an Honorary Fellow of The University of Winchester and they have an on-going relationship with the Business School. Jane recently sat as an external member of the validation panel, scrutinising two new degree programmes and sponsoring two apprenticeships for each of the programmes starting this year. Furthermore Marketing Sciences are involved in Southampton University's mentoring scheme and offer work experience placements from local secondary schools.
Motiv8 is Markerstudy's central point for charitable activity, coordinating events like Markerstudy Day, the annual group wide activity fun day where staff raise money for local causes. Staff are also able to apply to Motiv8 for a donation towards their personal charity achievements and fundraising targets, offering up to £1,000 per quarter to good causes. Group charity initiatives from the last six months have included but are in no way limited to ‘Margo the Mini', a £16,000 restoration project which will see the 1969 Mini auctioned at the Classic Motor Show in November with all proceeds going to Prostate Cancer UK. There is also National Pet Month, where employees collected hundreds of tins of animal food and donated it to their local pet charities. Staff are encouraged to take a paid working day to support a charitable cause once a year. They are also able to volunteer for a charity for a week without the need to use their holiday entitlement. Markerstudy have developed two free road safety awareness programmes supported by Kent County Council that prepare children for life as a driver. Delivered to more than 24,000 young people, the programme is being delivered to an average of 500 children per week in Kent, which the company are keen to expand. Markerstudy also take care of their staff, for example they have supported some medium term absences while the employees seek drug and alcohol rehabilitation services and have also provided welfare support as and when needed. In one particular case they've also supported an employee to get off the homeless list.
Motiv8 is Markerstudy's central point for charitable activity, coordinating events like Markerstudy Day, the annual group wide activity fun day where staff raise money for local causes. Staff are also able to apply to Motiv8 for a donation towards their personal charity achievements and fundraising targets, offering up to £1,000 per quarter to good causes. Group charity initiatives from the last six months have included but are in no way limited to ‘Margo the Mini', a £16,000 restoration project which will see the 1969 Mini auctioned at the Classic Motor Show in November with all proceeds going to Prostate Cancer UK. There is also National Pet Month, where employees collected hundreds of tins of animal food and donated it to their local pet charities. Staff are encouraged to take a paid working day to support a charitable cause once a year. They are also able to volunteer for a charity for a week without the need to use their holiday entitlement. Markerstudy have developed two free road safety awareness programmes supported by Kent County Council that prepare children for life as a driver. Delivered to more than 24,000 young people, the programme is being delivered to an average of 500 children per week in Kent, which the company are keen to expand. Markerstudy also take care of their staff, for example they have supported some medium term absences while the employees seek drug and alcohol rehabilitation services and have also provided welfare support as and when needed. In one particular case they've also supported an employee to get off the homeless list.
Senior Managers are role models and consistently represent Markerstudy's V10 (values), building the organisation and ensuring they have a legacy for the future. They do this by encouraging monthly discussions to praise and provide feedback and support in demonstrating V10 behaviours, linking reward and recognition across the group to consistently demonstrating V10 and introducing their customer charter principles that take the values beyond the office environment to external customers. Managers also listen to ideas from staff and actively encourage feedback during ‘team forum' sessions and ‘walk the floor' opportunities. Many new ideas are elevated to the Board and developed. They also actively encourage fun as a part of the Markerstudy company ethos. Kevin is passionate about communicating with staff on a personal level. He is a people person, fascinated by what makes his organisation tick, devoted to improving benefits and dedicated to building a legacy. He has implemented a monthly ‘Messenger' column called ‘View from the Top', consistently voted favourite in staff surveys. There are also regular emails from him on important business announcements and rewards including prizes for internal competitions such as finals tickets at Wimbledon, VIP tickets to football and a box at the Rugby World Cup. He participated in the MSG Football tournament, led his own Dragon Boat Team at MSG FEST Dragon Boat Racing and even judged competitions including Markerstudy's Got Talent, Stars in Our Eyes and singing competitions/dance offs with large cash prizes. These are just a selection of the ways in which Kevin is hugely involved with his employees, something that also strengthens his leadership and positive impact within Markerstudy.
Lush works on a flat structure, which allows all employees to access Leaders in the company. Board members look to their teams for leadership and encourage them to take the lead where possible. All support and Senior Management staff are visible and available at any time to discuss ideas or concerns staff may have. Mark is heavily involved in the day to day running of the company, helping to develop the teams whilst also inventing fragrance and products. Mark always attends the European Communication Meetings, as well as travelling to other Communication meetings around the world so staff are able to see and talk to him on a regular basis. He visits and works on the shop floor from time to time, which really gives the staff a buzz, as well as openly telling employees that they can contact him via his personal Facebook page.
Lush donate products good for multisensory purposes to a local charity that cares for the elderly suffering with dementia and Alzheimers. The company also have a staff member whose son has to attend a local special needs school. The children there love Lush products, so the company regularly donate products to them and their families to use. Products are also sent to Women's prisons to help build their self-esteem before coming out to the real world in hope that this kick-starts a new life for them. Regular donations are made to small local charities, campaigns and organisations working in the areas of environment, animal protection and human rights, with funds raised from Lush's Charity Pot hand and body lotion. During the last financial year in the UK, the company donated over £1.6 million. Lush's Green Team also volunteered at Livability in Holton Lee and helped to set up a composting bin made from recycled bottles. Livability is a charity that supports people with special needs or disabilities and at Holton Lee they have the opportunity to learn about gardening and to be immersed in nature. Last year Lush also fixed a solar dehydrator for them and will be helping to repair it this month for another year of service! The charity can use it to dry herbs.
Lush donate products good for multisensory purposes to a local charity that cares for the elderly suffering with dementia and Alzheimers. The company also have a staff member whose son has to attend a local special needs school. The children there love Lush products, so the company regularly donate products to them and their families to use. Products are also sent to Women's prisons to help build their self-esteem before coming out to the real world in hope that this kick-starts a new life for them. Regular donations are made to small local charities, campaigns and organisations working in the areas of environment, animal protection and human rights, with funds raised from Lush's Charity Pot hand and body lotion. During the last financial year in the UK, the company donated over £1.6 million. Lush's Green Team also volunteered at Livability in Holton Lee and helped to set up a composting bin made from recycled bottles. Livability is a charity that supports people with special needs or disabilities and at Holton Lee they have the opportunity to learn about gardening and to be immersed in nature. Last year Lush also fixed a solar dehydrator for them and will be helping to repair it this month for another year of service! The charity can use it to dry herbs.
All London Diocesan staff are invited to a Summer BBQ in June and a Christmas Party in early December. Both are open to all and are a great way for staff from different business areas to meet one another. The organisation have a social committee who oversee the event but departmental teams are invited to get involved in the set up and to help build teams by laying tables, preparing food and overseeing the BBQ. 60-80 people would attend dependent on holiday etc. In between these events the Social Committee organise smaller social gatherings around a specific interest. These are usually after work or in a lunch break, for example Cheese and Wine Tasting and the Theatre.
To celebrate livin's 52nd position in the Times Top 100 they ran 52 ‘Great People Moments.' The moments were designed to make staff feel good about themselves and their role in the business and ranged from fun activities to surprise treats. Examples include a One Direction ticket extravaganza, free health checks, free Starbucks, a hike in the Lake District and much more. In addition to the Great People Moments the company also invested significantly in the health and wellbeing of staff with the launch of the Every Penny Helps scheme. 85% of staff take part and the extra pennies from their monthly salaries has raised nearly £1400 for the Healthy livin Fund. Matched by livin, nearly £3000 has been raised to fund a range of activities, facilities and staff services. The funds are put towards fitness classes, fitness equipment hire, healthy lunches, bikes for use over lunch breaks, group walks, beauty and massage treatments and health checks. A telephone based Employee Assistance Programme is available 24/7 for all staff and their immediate families to access counselling and guidance on matters as diverse as financial worries, stress and household issues. Livin's commitment and approach to staff wellbeing was recognised last year with the award of the Better Health at Work bronze award and this year they've just been evaluated for silver status.
With a real focus on team interaction and to support the delivery of Plan A, livin's new business strategy this year launched 'Connected Leaders.' All participants undertake a transactional analysis questionnaire to identify individual behaviour preferences and how these effect relationships. Through a series of coaching sessions staff are then equipped with skills to effectively manage their own and others behaviours to improve relationships. Ongoing team interaction is supported through livin's internal social media platform, Yammer. 100% of staff have profiles and the platform has 98% engagement rate, with 44 subgroups of cross department teams working of specific projects. 'Eurofever' was a companywide employee engagement event which demonstrated livin's multi-cultural awareness at the height of the European football event in 2016. Teams were selected randomly at a FIFA-style grand draw, with the Chief Executive presiding. Departments were challenged to display not only their own football team's colours in their work areas but to also come up with innovative ways of promoting the countries culture. Flags were raised, fascinating weird and wonderful facts were presented in wall art, histories were written and fun was had through quizzes and interactive art. The Berlin Wall was raised once more and staff were encouraged to write slogans on it - even The Hoff was resurrected (but didn't appear for a visit). Staff even brought in sweet and savoury food they had made to share with their team from their 'countries', including German sausage, pizza, pasties and goulash.
With a real focus on team interaction and to support the delivery of Plan A, livin's new business strategy this year launched 'Connected Leaders.' All participants undertake a transactional analysis questionnaire to identify individual behaviour preferences and how these effect relationships. Through a series of coaching sessions staff are then equipped with skills to effectively manage their own and others behaviours to improve relationships. Ongoing team interaction is supported through livin's internal social media platform, Yammer. 100% of staff have profiles and the platform has 98% engagement rate, with 44 subgroups of cross department teams working of specific projects. 'Eurofever' was a companywide employee engagement event which demonstrated livin's multi-cultural awareness at the height of the European football event in 2016. Teams were selected randomly at a FIFA-style grand draw, with the Chief Executive presiding. Departments were challenged to display not only their own football team's colours in their work areas but to also come up with innovative ways of promoting the countries culture. Flags were raised, fascinating weird and wonderful facts were presented in wall art, histories were written and fun was had through quizzes and interactive art. The Berlin Wall was raised once more and staff were encouraged to write slogans on it - even The Hoff was resurrected (but didn't appear for a visit). Staff even brought in sweet and savoury food they had made to share with their team from their 'countries', including German sausage, pizza, pasties and goulash.
Lightsource moved from its former base at Old Bailey to a new custom-built office space to accommodate its in-house team. The fast-paced and dynamic nature of the solar industry means that team interaction is key to the company's success. The open plan office space of more than 30,000 sq ft allows for quick and easy communication between teams, including the Senior Management Team, ensuring everyone can work together closely in order to meet often tough deadlines. But the work hard/play hard ethos is echoed in the Lightsource Social environment. The offices large breakout areas, complete with retro arcade games and table football, are where you'll find table football tournaments in full-swing or maybe one of the Senior Management trying to hit top spot on Pac-man! Open and honest interaction between staff and teams is led by the CEO, who hosts regular company update events for all staff. These updates include the latest news on a business front, upcoming events and candid Q&A sessions, where all staff are encouraged to ask any question they like with the promise of an open and truthful answer from the Senior Management Team.
Since 2014 Lightsource have supported the community of Koh Krolor in Cambodia. Through payroll giving, the company donated £100,000 to Koh Krolor last year alone. The support Lightsource has provided to this project has meant meaningful and lasting change for the families and children of these 40 villages in the Koh Krolor district, as more than 11,000 people have directly benefited from work that World Vision is doing. In 2015 a Lightsource team and many members of the local community installed a 10kW solar array on the local high school, providing enough renewable energy to the school to power the sewer, a couple of computers, lights and fans. The solar installation further improved the local environment through also powering a water pump for the community, as well as providing a reliable and clean source of electricity. The company are committed to benefitting the host communities in which all their solar farms are developed, so offer a Community Benefit fund for all solar developments. So far Lightsource have committed over £7million to communities around the UK.
Lightsource moved from its former base at Old Bailey to a new custom-built office space to accommodate its in-house team. The fast-paced and dynamic nature of the solar industry means that team interaction is key to the company's success. The open plan office space of more than 30,000 sq ft allows for quick and easy communication between teams, including the Senior Management Team, ensuring everyone can work together closely in order to meet often tough deadlines. But the work hard/play hard ethos is echoed in the Lightsource Social environment. The offices large breakout areas, complete with retro arcade games and table football, are where you'll find table football tournaments in full-swing or maybe one of the Senior Management trying to hit top spot on Pac-man! Open and honest interaction between staff and teams is led by the CEO, who hosts regular company update events for all staff. These updates include the latest news on a business front, upcoming events and candid Q&A sessions, where all staff are encouraged to ask any question they like with the promise of an open and truthful answer from the Senior Management Team.
LCF Law understand that their people are their strength and as such they ensure that they support their development wherever they can. The company appraisal process is heavily geared towards personal growth and the development of skills both directly relevant to the employee's job role and those that are important for the individual. They fund courses for their team, ranging from soft-skills coaching all the way to professional qualification lasting several years. They have also embraced apprenticeships and currently support the development of seven, with three more being actively recruited for the Summer. They make sure that their employees have the time they need to fulfil their development goals with paid time off for studies, exams and activities in a wide variety of areas.
LCF Law encourage employees at various levels to spend a day or longer in the company's other offices to ensure that everyone works as one team, maintaining the feel of a family firm, despite multiple the locations. This has made collaboration easier, plus has led to new business opportunities. As well as this, the company have an active social scene involving colleagues from every office as a result.
The partners and heads of department exemplify the values of LCF Law and demonstrate this on a daily basis. This can be seen in a number of ways, including through hard work, going the extra mile for clients, promoting their values through charity events and community involvement and in their interaction with every member of staff. They hold themselves to a high standard and are ideal role models for the team. Simon the CEO takes the time to get to know every employee, welcoming new starters to the firm personally, greeting and conversing with everyone as he walks around the office and always being available for a conversation or to give encouragement.
At Kohler, each associate is given a paid volunteer day which they can use either as an individual or a team. Previous examples include the Marketing department spending the day at the National Star College redecorating a Sports Hall and the Operations Team helping at the Butterfly Garden. Every year, Kohler associates nominate a charity to support and the business doubles any funds raised. Throughout 2016 many sponsored events have taken place, including a head shave, sponsored walks and a Skydive. As a final fundraising engagement activity for the year, a 4-week long fundraising interdepartmental competition is held in aid of Stand up to Cancer. This provides a great opportunity to increase internal engagement as well as the profile of individual departments, with events including a charity golf day, star prize raffle and a sponsored cycle challenge.
At Kohler, each associate is given a paid volunteer day which they can use either as an individual or a team. Previous examples include the Marketing department spending the day at the National Star College redecorating a Sports Hall and the Operations Team helping at the Butterfly Garden. Every year, Kohler associates nominate a charity to support and the business doubles any funds raised. Throughout 2016 many sponsored events have taken place, including a head shave, sponsored walks and a Skydive. As a final fundraising engagement activity for the year, a 4-week long fundraising interdepartmental competition is held in aid of Stand up to Cancer. This provides a great opportunity to increase internal engagement as well as the profile of individual departments, with events including a charity golf day, star prize raffle and a sponsored cycle challenge.
At Kohler, each associate is given a paid volunteer day which they can use either as an individual or a team. Previous examples include the Marketing department spending the day at the National Star College redecorating a Sports Hall and the Operations Team helping at the Butterfly Garden. Every year, Kohler associates nominate a charity to support and the business doubles any funds raised. Throughout 2016 many sponsored events have taken place, including a head shave, sponsored walks and a Skydive. As a final fundraising engagement activity for the year, a 4-week long fundraising interdepartmental competition is held in aid of Stand up to Cancer. This provides a great opportunity to increase internal engagement as well as the profile of individual departments, with events including a charity golf day, star prize raffle and a sponsored cycle challenge.
KCTMO have recently launched the bi monthly 'Food for Thought' lunches. Each one is hosted by a different team, who are given a set amount by the company to host the event. The lunch is themed around their team and the activities that they carry out. The aim is to better inform other teams of what that particular team do on a day to day basis. All staff are invited and food and refreshments are provided for everyone that attends. These lunches are designed to be fun, informative and interactive. A good example is the Environmental Services team, who hosted a garden party complete with plants and fake grass. In July this year KCTMO also held their annual staff conference, with the offices being closed for the day so that everyone could attend. The delegates were also asked to consider some key business issues and tasks, which this year focused on current and future climate, different ways of working and finalising the new KCTMO behaviours to support and underpin their existing values.
The Chief Executive has an inclusive leadership style, with a strong ability to speak and engage with people at all levels. He "walks the office" and spends time with staff at their desks or work locations, getting to know both the individual and what they are working on. Staff know Robert's style and openly discuss his open door approach. They are also aware of his desire for staff to feedback to him on any issues or concerns they may have. Robert's Executive Team are also visiting different locations and staff who are outside their usual teams. This has enabled both staff and the Executive Team to improve both their leadership and visibility within the organisation. Robert has conducted town hall style briefings and without exception these have all been well attended. The most recent had over 60 attendees at one session.
The Chief Executive has an inclusive leadership style, with a strong ability to speak and engage with people at all levels. He "walks the office" and spends time with staff at their desks or work locations, getting to know both the individual and what they are working on. Staff know Robert's style and openly discuss his open door approach. They are also aware of his desire for staff to feedback to him on any issues or concerns they may have. Robert's Executive Team are also visiting different locations and staff who are outside their usual teams. This has enabled both staff and the Executive Team to improve both their leadership and visibility within the organisation. Robert has conducted town hall style briefings and without exception these have all been well attended. The most recent had over 60 attendees at one session.
The nature of their business as an agency means that sometimes clients do put pressure on their employees. It is their priority to ensure employees maintain a health work life balance and as such they continuously invest in the wellbeing programme that was introduced in 2013. Kantar's wellbeing mission is to support people in seven key areas: financial, physical, mind, social, environment, ethical and spiritual. The latest enhancement to their wellbeing portfolio saw the introduction of free on-site weekly yoga classes, on-site massages, smoothie making classes and physiotherapy sessions. Kantar also continuously market the programme to ensure it is in front of mind for employees and managers alike. As mentioned above they have a comprehensive wellbeing programme which has been put in place to ease workplace stress. Each employee is unique and as such the business has a flexible approach and an open mind when it comes to dealing with a stressed employee. This approach is only possible because of the trust culture that is advocated by the senior management. The majority of their managers have attended a mental wellbeing programme run by the charity Mind which helps them identify any factors that may cause stress to Kantar employees and tips on how to support or manage it. The business also has a strong partnership with their private insurance provider, occupational health practitioner and an EAP service to support all employees should they need specialist help. This partnership allows them to provide prompt and personalised support to Kantar employees.
The nature of their business as an agency means that sometimes clients do put pressure on their employees. It is their priority to ensure employees maintain a health work life balance and as such they continuously invest in the wellbeing programme that was introduced in 2013. Kantar's wellbeing mission is to support people in seven key areas: financial, physical, mind, social, environment, ethical and spiritual. The latest enhancement to their wellbeing portfolio saw the introduction of free on-site weekly yoga classes, on-site massages, smoothie making classes and physiotherapy sessions. Kantar also continuously market the programme to ensure it is in front of mind for employees and managers alike. As mentioned above they have a comprehensive wellbeing programme which has been put in place to ease workplace stress. Each employee is unique and as such the business has a flexible approach and an open mind when it comes to dealing with a stressed employee. This approach is only possible because of the trust culture that is advocated by the senior management. The majority of their managers have attended a mental wellbeing programme run by the charity Mind which helps them identify any factors that may cause stress to Kantar employees and tips on how to support or manage it. The business also has a strong partnership with their private insurance provider, occupational health practitioner and an EAP service to support all employees should they need specialist help. This partnership allows them to provide prompt and personalised support to Kantar employees.
They offer a variety of learning support for their managers and this can range from informal on job shadowing to formal secondment opportunities so the employees can put themselves in real situations. New for 2016 was the introduction of the e-learning programme which was created to allow their line managers to manage and focus attention on their people management skills in their own time, without disrupting other business or client priorities which also form a part of their roles in the business. The e-learning programme now hosts over 30% of their courses. They strongly believe that managers are the key to employee engagement. A third of the population are line managers and as such in 2014 Kantar committed to transforming their role in business through the introduction of their three Line Manager Principles of Leads, Motivates and Cares and the Ten Behaviours. Colleagues are now only promoted or moved to “people management” roles once they have demonstrated their ability against these line manager principles, and this forms a part of the decision-making process during assessments. Learning gaps and needs are also identified in advance of an employee moving into a “people management” role. They are provided with the necessary support through job shadowing, coaching, classroom learning and the e-learning programme, which is then monitored and measured during the mid and annual performance review process. The annual employee survey results provide Kantar with a good measure of their line managers' performance both as a business and at department or team level. The data also provides Kantar with rich information about which teams and department need special attention and where the gaps are, so that they are able to improve and influence employees' experience of and engagement with the business.
Senior Management frequently work extra hours, including weekends, to ensure consistent delivery of high quality services within SLA targets for all clients. They very much believe in "walking the talk". Having happy staff is vital to a successful business so employee engagement is key to the Senior Management Team. There is a weekly report to agents covering performance, upcoming forecasts, issues and anything else that is relevant. The Team Leader groups carry out team briefings on a weekly basis to inform individual teams of campaign specific matters and more detailed performance and forecast requirements. They also hold regular drop-in workshops where all team members are encouraged to contribute by making suggestions for improvements in respect of client services and processes. Journeycall even hold monthly Employment Engagement meetings, where elected representatives from each department meet and discuss issues and suggestions to improve services and the working environment. On top of this, Theresa Wishart was named Employer of the Year at the 2016 Scottish Business Women awards. In 2015 Theresa also collected the Dundee & Angus Chamber of Commerce award for making Journeycall the Most Enterprising Business of the Year.
Journeycall have a nominated charity which is decided upon by staff. This year it is Arbroath Infirmary Dialysis Unit. The company also do a lot to raise charitable funds for organisations like Macmillan Cancer Nurses. Most of the fun initiatives organised by the company Entertainment Committee have a charitable link, including charitable donations for dress down days. Last year Journeycall raised over £3200 for Angus Women's Aid. The company take part in careers fairs in the area and are one of the largest employers in Angus, being the biggest single employer in Arbroath. The company also have a longstanding and successful partnership with the Towards Employment Team, who they engage with to recruit candidates who have completed the Towards Employment programme. Further to this, Journeycall have an ongoing partnership with Triage, which supports those who have been unemployed for a long period of time getting back into work.
Journeycall have a nominated charity which is decided upon by staff. This year it is Arbroath Infirmary Dialysis Unit. The company also do a lot to raise charitable funds for organisations like Macmillan Cancer Nurses. Most of the fun initiatives organised by the company Entertainment Committee have a charitable link, including charitable donations for dress down days. Last year Journeycall raised over £3200 for Angus Women's Aid. The company take part in careers fairs in the area and are one of the largest employers in Angus, being the biggest single employer in Arbroath. The company also have a longstanding and successful partnership with the Towards Employment Team, who they engage with to recruit candidates who have completed the Towards Employment programme. Further to this, Journeycall have an ongoing partnership with Triage, which supports those who have been unemployed for a long period of time getting back into work.
JDX has consultants based on multiple client sites, meaning it is hugely important that they facilitate company-wide interaction in many different ways. As a result of this the company hold a ‘Townhall' every six weeks for all employees to attend. This is where JDX's performance and strategy are discussed, outstanding individual performances are acknowledged by Management and awards are also given. It is also a chance for new consultants to integrate with the JDX family. The SMT hold a number of initiatives throughout the year, including a quarterly ‘beers n ideas' forum. This gives employees a chance to put forward any ideas on how to further improve JDX. The best ideas are collated and presented to the MD's for consideration. The SSCC (Sports, Social and Charity Committee) is a peer-run committee dedicated to providing funding for events proposed by employees. Recent examples include Dodgeball, Salsa Dancing and Wine Tasting. The company also host a reoccurring movie night and poker tournaments throughout the year, which encourages healthy, if not ruthless, competition!
JDX has consultants based on multiple client sites, meaning it is hugely important that they facilitate company-wide interaction in many different ways. As a result of this the company hold a ‘Townhall' every six weeks for all employees to attend. This is where JDX's performance and strategy are discussed, outstanding individual performances are acknowledged by Management and awards are also given. It is also a chance for new consultants to integrate with the JDX family. The SMT hold a number of initiatives throughout the year, including a quarterly ‘beers n ideas' forum. This gives employees a chance to put forward any ideas on how to further improve JDX. The best ideas are collated and presented to the MD's for consideration. The SSCC (Sports, Social and Charity Committee) is a peer-run committee dedicated to providing funding for events proposed by employees. Recent examples include Dodgeball, Salsa Dancing and Wine Tasting. The company also host a reoccurring movie night and poker tournaments throughout the year, which encourages healthy, if not ruthless, competition!
From the start of an employees' journey with JDX the Senior Management Team is heavily involved throughout, from performing interviews and hosting training and induction courses to joining the “bootcamp graduation” drinks. Their involvement continues throughout staff's career, with management ensuring that at all levels employees feel involved and valued. Once consultants have completed their initial training and have progressed to a Senior Consultant they are enrolled into the Prodigy 35 training modules. These modules focus on developing consultants into the future leaders of the company, as JDX believe in promoting from within. Training sessions are run by Senior Management, as well as external trainers. JDX has two leaders, the co-founders JD and Tim. Both are energetic and passionate leaders who place high importance on socialising and building strong relationships within the company. JD is the driving force behind a number of innovative approaches to communicating important messages, such as his use of video content for the strategy night dinner. These videos subsequently provide a useful resource for recruitment and business development. Tim and JD believe that sport is extremely important in relation to developing skills in the workplace and general wellbeing, so actively encourage team participation in various sporting events, such as football and netball. They routinely organise companywide events such as the annual ski-trip to France, the Christmas party and they also provide tickets to Wimbledon and the Rugby World Cup.
JCT600 have introduced a new programme of "Energy Management" sessions this year. These run regionally for 1.5 hours each in a highly interactive and fun way. All colleagues are invited and multiple sessions run on one day. The Coach that runs these is hugely positive, down to earth and fits the company's culture well. He forces colleagues to think about what they put in their bodies and how this impacts on their energy at work and at home, all of which has really helped the workforce this year. Colleagues have given up caffeine, cut down on sugars or are simply considering their nutrition a lot more. Rob used fun techniques to get people thinking generally about their food, drink and energy levels. All of this has led to some true light bulb moments, great results and even greater feedback. JCT600 also provide full counselling via their OH or through their industry charity BEN for those that suffer in this area.
JCT600 have three separate Leadership Programmes. One is for fundamentals, one for introducing real Leadership Skills and one is a Potential Programme focused on emotional intelligence that is run in the Lake District and spans seven months. After programmes Managers re-group in Learning Sets to keep their relationships and form tight networks. The company's Talent Manager Sarah is taking a Coaching Diploma and provides internal Exec Coaching for some Managers following the High Potential Programme, along with coaching provided by an external facilitator. The company pays for groups of managers that have been through the High Po LDP in the Lakes to go back up for an overnight stay when they want to come back together, as they see this as a real investment in their long term development. One member of one intake was diagnosed with terminal cancer last year at 40 years old. His group met with him regularly and took him back up to the lakes before he died, a real demonstration of not only how they bonded but how they support one another long after the programme has finished. JCT600 also provide staff with quarterly in site and brand reviews and monthly one to ones with Managers. They also have a Year End Review Process. The company are a performance driven, target orientated business and this dynamic cycle is just part of the way they do things.
JCT600's new Patronage with Princes Trust has allowed them to support non work employee development through mentoring opportunities. The company have had a great deal of positive staff feedback from this, confirming how colleagues really feel. Within work, supporting employee development is a core part of JCT600's personality as a business. Their ‘Wired Talent' programme supports non Managers through nominations to have an individual Learning and Development plan pulled together between Sarah the Talent Manager, the colleague and their Manager, all of which is completely tailored to their needs. It can last one to four years and they have extra access to seminars, speaker events and learning resources by virtue of being on the programme. The Programme is an aspirational part of JCT600 and they have a 50% promotion rate. The company are hugely proud of this programme and the development it has provided for those on it.
'Skype for Business' was rolled out to staff earlier in the year to improve IPRS's communications channels at all levels across the business. As a result, staff are now able to instant message one another and have a platform to share screens and create Skype meetings. IPRS Group have remote workers all across the UK and the feedback from staff has been tremendous, as it is fundamentally changing the way they work as a team. Staff Bulletins are also cascaded monthly. During the Summer the company host themed barbeques, for example the Olympics (Finance Team) and the Curry Off (HR & IT Teams). In July the theme was ‘Barbieoke' and the team were invited to play a part in a musical video to raise money for IPRS's charities of the year. A new staff website called ‘your future' is being launched to provide staff with a fun site that they can go to for information relating to their health and wellbeing, family, social pages and also anything pinned on the noticeboard.
'Skype for Business' was rolled out to staff earlier in the year to improve IPRS's communications channels at all levels across the business. As a result, staff are now able to instant message one another and have a platform to share screens and create Skype meetings. IPRS Group have remote workers all across the UK and the feedback from staff has been tremendous, as it is fundamentally changing the way they work as a team. Staff Bulletins are also cascaded monthly. During the Summer the company host themed barbeques, for example the Olympics (Finance Team) and the Curry Off (HR & IT Teams). In July the theme was ‘Barbieoke' and the team were invited to play a part in a musical video to raise money for IPRS's charities of the year. A new staff website called ‘your future' is being launched to provide staff with a fun site that they can go to for information relating to their health and wellbeing, family, social pages and also anything pinned on the noticeboard.
The IPRS Group has always encouraged personal growth and career development and has therefore established this programme to complement their other career-development offerings. There is a qualitative difference between a manager-employee relationship and a mentor-mentee relationship and the mentoring programme is therefore open to all staff within the IPRS Group. Pairings and suitability are assessed and matched accordingly by HR. Psychometric testing was introduced in 2016 for all staff, with the purpose of the testing being to ensure that the company has the right skills and development potential in key roles. An in-house training package is delivered to all Managers within the company that covers a range of subjects, including but not limited to open discussions on management techniques and building Confidence in Management Skills. It is the opinion that all of these initiatives contribute individually to a robust management support package that has received very positive feedback from delegates. Being able to provide managers with direct staff feedback on positives and to discuss areas identified for improvement is a very powerful tool for the IPRS Group. Key Man Risk Tool has been created internally to identify the businesses key man risks, not only at management level but for Managers to be able to highlight key staff who they believe would have a significant impact on the business if they were to leave the organisation. Managers are then supported by HR to proactively manage the risk. As well as this training effectiveness is always monitored and analysed by the Group Training Manager as part of our ISO 9001 Quality Management accreditation.
Inntel offers all staff an annual bonus, which is paid out if the company achieves its targets. The bonus is made up of 50% company targets and 50% individual KPI's. Whilst this is not unique in itself, all staff attend a monthly company update with either the Managing Director or another member of the Senior Leadership Team, where the names of those who have achieved their monthly KPI target are put into a pot and if selected can have a spin on the ‘wheel of fortune' to win a prize. The prizes include cinema tickets, bottles of wine, vouchers for a meal for two or gift vouchers. This monthly meeting is called ‘Scores on the Doors' and not only serves as an opportunity for staff to be brought up to date on what is happening within Inntel during the month but also allows the company to reward staff for their efforts in a light-hearted and enjoyable way.
Inntel seeks to enhance the wellbeing of its employees in many ways. The most successful of these is a monthly health and wellbeing focus, aimed at giving staff access to information to help them live a healthy lifestyle. During the last 12 months the company have been sending out wellbeing updates to all staff, covering subjects such as Healthy Eating, which coincided with a weekly delivery of two boxes of fruit from the local farm shop to encourage staff to eat healthily. During the Summer Holidays there is information on sun care and preventing sun damage. Inntel used this month to promote their cycle-to-work scheme and discounted gym memberships. The company also have an Employee Assistance Programme, designed to give staff access to confidential support and advice from qualified professionals about personal or work matters, all completely free of charge. The business operate an open door policy and all employees can speak to their Managers if they feel they are suffering from workplace stress. Once this is identified, steps are taken to reduce this stress and make any reasonable adjustments necessary.
Inntel offers all staff an annual bonus, which is paid out if the company achieves its targets. The bonus is made up of 50% company targets and 50% individual KPI's. Whilst this is not unique in itself, all staff attend a monthly company update with either the Managing Director or another member of the Senior Leadership Team, where the names of those who have achieved their monthly KPI target are put into a pot and if selected can have a spin on the ‘wheel of fortune' to win a prize. The prizes include cinema tickets, bottles of wine, vouchers for a meal for two or gift vouchers. This monthly meeting is called ‘Scores on the Doors' and not only serves as an opportunity for staff to be brought up to date on what is happening within Inntel during the month but also allows the company to reward staff for their efforts in a light-hearted and enjoyable way.
In 2016 ISG launched a "Wednesday Walking Club" as part of a month long initiative to encourage employees to take proper breaks at lunchtime away from their desks and to stay active. The Walking Club has lived on beyond the initial month long campaign and now sees a regular group on intrepid explorers enjoying Guildford's picturesque views along the River Wey, Surrey Hills and sometimes even further a field. The company also have an EAP programme in place, where employees can call a helpline number 24 hours per day, 7 days per week. Their Cash plan policy even enables employees to access £210 per policy year for wellbeing. ISG offer treatments such as reflexology, Indian head massages, fresh fruit, water and drinks. Their office is also located next to the river in Guildford, Surrey, meaning employees have access to lots of open space and fresh air throughout the seasons.
The Chairman's Club Award is ISG's premier recognition programme. The award was established to recognise employees who, through their actions and results, have made major contributions to ISG during the past year. The contributions of Chairman's Club Award winners positively impact objectives, possibly by expanding business development, increasing revenues, innovating, improving the firm's products and services or contributing to the development and professional growth of colleagues. The recognition includes a custom-designed keepsake award and an offsite event held in honour of Chairman's Club Award recipients. This year it was held in New Orleans and previous years have included Barbados, Napa Valley and Portugal. Employees are also invited to bring their Partner to accompany then on the trip as an additional acknowledgement that reinforces the value of the award to the company's continued growth and success.
The 2016 charities ISG supported includes the North Guildford Food Bank, which supports members of the local community who are suffering financial hardship. Employees are encouraged to participate in fundraising events for this and any other charities they feel they would like to support. This year the Company have encouraged employees to donate food items to the Food Bank with a targeted donation drive. In addition, a number of employees have spent the day at the Food Bank loading and unloading, sorting the food items and boxing them up following donations received through Harvest Festival collections. On top of this, ISG also offers an equal opportunities policy.
As an organisation Immediate Media encourage everyone to have a good work life balance and to look after their physical and emotional wellbeing. At a company level they provide subsidised gym memberships, run mindfulness and yoga sessions and nutrition advice workshops. They also have an active social club which runs and promotes a range of activities to promote wellbeing. These include Zumba and Krav Maga self-defence classes, as well as seasonal activities during work like Pumpkin carving competitions and festive wreath making. Managers are trained in a model called 'Comfort, Stretch, Chaos', which teaches them how to keep a balance in people's jobs, when to recognise the signs of stress and the tactics to deal with it. At Immediate Media people are given the space to have fun and enjoy themselves so they come back refreshed and inspired from breaks. The company have a table tennis, table football and a garden area for relaxing outside, as well as break out areas across all the open plan offices. Employees can even leave at lunchtime on Fridays and are provided with an Employee Assistance Programme 24 hours a day.
Immediate Media's two programmes in management development framework are Integral Leadership Programme (ILP) and Integral Management Programme (IMP). ILP helps Leader's role model the company's values, coach, develop, delegate, collaborate and connect with teams to build success as well as a great place to work. IMP gives Manager's practical tools to grow as individuals and create great teams. Immediate Media see IMP as the foundation layer in their management development framework and whilst the company know they've got lots of good Manager's, this helps them become really great ones. Delegates of IMP join a Learning Set which starts during the course and continues afterwards. This helps people share their experiences, get help, advice and also creates a sounding board. It also allows for new networks across the business with people who wouldn't ordinarily work together. The IMP and ILP programmes teach Managers that feedback must be regular, timely and constructive; therefore discussions are open, praise and thanks are given and successes are shared and celebrated. When things aren't going so well this is where coaching, advice and support comes in.
As a highly matrixed organisation, effective communication across and within teams is essential and central to Immediate Media's communications strategy. From the company's inception in 2011 they've made this a cultural principle and there is no better example than the design of the head office. At its heart is an open space occupying the entire ground floor with a café, open plan and private meeting spaces, table tennis and pool tables, a bar and a 300+ seat theatre. This vibrant and permanently busy space provides a place where people come together to collaborate, eat, socialise and it's also the centrepiece of the company communications. In the theatre area the company run regular companywide and group Town Hall meetings. These are transparent, jargon-free updates on performance from the CEO, which are followed by a short show and tells celebrating success from different teams. Open communication lies at the core of the values, so every Friday the CEO sends out an update to everyone. He selects his highlights from around the company, covering everything from big commercial wins to brand news and initiatives. He then underlines the importance of the people with a welcome to all new starters, congratulations for those promoted or have good news to share and finally saying goodbye and wishing well to any leavers.
The Lifestyle Allowance Benefit is a small contribution (up to £150) from the Company towards you taking part in a life enriching activity which has a positive impact on your well-being outside of the work place. A few examples of what employees can claim the £150 on as follows; gym membership, cooking classes, membership to a cultural or sporting pastime and sports equipment. Health Assured Health Assured is an Employee Assistance Programme which provides employees with a confidential support service to help with the following issues; Family issues, gambling, domestic abuse, debt, legal, work etc. Employees are also provided with 8 face to face or telephone counselling sessions if needed. There is a subsidised canteen with a roof top area for employees to take some time out during their lunch break. The Company offers subsidised meals to all employees, the canteen is spacious and has an outside rooftop seating area which employees take advantage of during the summer days. The canteen turns into a bar on a Thursday and Friday evening. Subsidised yoga sessions are also offered to all employees.
For the first time, the organisation has nominated a number of charities to support through the course of this year. These were arrived at through consultation with employees in the agency – and supports both national charities and those that are proximate to each office site. The majority of fundraising activity is achieved through sweepstakes and bake sales in the office, but a number of individuals (including the Leadership team) are taking point in this year's Sleepout event for Centre Point. The agency supports the notion of giving something back to the community and wider society. This is demonstrated by the organisation's MD, who volunteers his time to support undergraduate and postgraduate students at the University of Leeds through their Nurturing Talent Mentor Scheme. This typically involves providing advice and guidance to a number of students – with a clear focus on gaining experience during their studies and employment at the end of their course. Typically, students who are nominated for the scheme are likely to be from a non-university background, and in some cases, from disadvantaged groups. Finally, the organisation continues to run both a formal ‘Academy' programme for graduates, alongside an informal internship or work experience programme in order to provide opportunities to young people looking to pursue a career in the industry.
For the first time, the organisation has nominated a number of charities to support through the course of this year. These were arrived at through consultation with employees in the agency – and supports both national charities and those that are proximate to each office site. The majority of fundraising activity is achieved through sweepstakes and bake sales in the office, but a number of individuals (including the Leadership team) are taking point in this year's Sleepout event for Centre Point. The agency supports the notion of giving something back to the community and wider society. This is demonstrated by the organisation's MD, who volunteers his time to support undergraduate and postgraduate students at the University of Leeds through their Nurturing Talent Mentor Scheme. This typically involves providing advice and guidance to a number of students – with a clear focus on gaining experience during their studies and employment at the end of their course. Typically, students who are nominated for the scheme are likely to be from a non-university background, and in some cases, from disadvantaged groups. Finally, the organisation continues to run both a formal ‘Academy' programme for graduates, alongside an informal internship or work experience programme in order to provide opportunities to young people looking to pursue a career in the industry.
Some teams have team circles where they update every one of their priorities for the day and any support they require from colleagues. Twice weekly Icelolly have 'stand-ups', their purpose being to keep people up to date with business performance, and ensure people are familiar with what's happening in all parts of the business. Every Monday the stand-up covers the previous week's business performance and highlights of what has gone well. They then cover the targets and challenges for the week ahead and specific activities of note that are taking place during the week. Every Thursday, a team gives an overview of the work which has taken place over the previous month, specific achievements and activities planned for the month ahead so that everyone, regardless of team, knows the focus of each part of the business. Icelolly have team days where everyone in the business participates. The aim of the team days is to develop relationships between colleagues and teams and for people to work alongside others that they wouldn't normally work with on a day-to-day basis, have fun, celebrate success and recognise the progress of the business and how the team have helped us gain these results. They also aim to raise money for a nominated charity. Activities they have successfully run to date include Cocktails and Cakes, Photo Rally, Ice cream Making, Geography Challenge and Treasure Hunt, Office Olympics and a Day Trip to Blackpool.
As part of Icelolly's private medical insurance, they have partnered with Vitality Health. Vitality rewards individuals for being healthy and provides incentives to help improve their overall health and fitness. This includes weekly rewards such as cinema vouchers and Starbucks if they achieve a certain level of physical activity in a given week such as walking, running, cycling, swimming or attending the gym. In addition, individuals receive points for undertaking a health check including weight, blood pressure and cholesterol, nicotine with additional points where the results are in the 'healthy zone'. Cash back is given quarterly to non-smokers. Since its introduction, there has been a definite change in peoples' behaviour and approach to a healthy lifestyle. Icelolly actively promote activities to support a healthy lifestyle and also believe that physical health and affect mental health. They have partnered with their local gym to offer reduced membership fees for all employees. As part of Icelolly's stand ups, they regularly have 'team energisers' which are usually short, fun activities which are not work related but they do get people interacting with others and help with alleviating any stress. They have an employee assistance programme which as well as offering a multitude of advice and fact sheets via their website, also provides counselling both over the telephone and face to face. The counselling includes CBT and is available for all employees and their immediate family. Flexi rewards encourages employees to treat themselves and suggested activities include spa days, massages and short hotel breaks. Icelolly are very supportive of employees who may be experiencing personal challenges outside of work and have offered adjustments to working hours to help individuals in their times of need.
Some teams have team circles where they update every one of their priorities for the day and any support they require from colleagues. Twice weekly Icelolly have 'stand-ups', their purpose being to keep people up to date with business performance, and ensure people are familiar with what's happening in all parts of the business. Every Monday the stand-up covers the previous week's business performance and highlights of what has gone well. They then cover the targets and challenges for the week ahead and specific activities of note that are taking place during the week. Every Thursday, a team gives an overview of the work which has taken place over the previous month, specific achievements and activities planned for the month ahead so that everyone, regardless of team, knows the focus of each part of the business. Icelolly have team days where everyone in the business participates. The aim of the team days is to develop relationships between colleagues and teams and for people to work alongside others that they wouldn't normally work with on a day-to-day basis, have fun, celebrate success and recognise the progress of the business and how the team have helped us gain these results. They also aim to raise money for a nominated charity. Activities they have successfully run to date include Cocktails and Cakes, Photo Rally, Ice cream Making, Geography Challenge and Treasure Hunt, Office Olympics and a Day Trip to Blackpool.
Hymans Robertson have a strong ethos of community support within the firm. There are two core strands to this, their financial literacy programme delivers workshops on financial literacy to disadvantaged young people by partnering with other charities and their local Helping Hands teams identify local charities who need support which the company then provide through volunteering, fundraising or ‘in kind' donations. They also offer matched funding to employees who have raised money for their own favoured charities. In total the firm allocates 2% of the firm's profits to these initiatives. This is in addition to employee's time and their fundraising efforts which include one day's paid volunteering day per employee each year to use to help a charity of their choice, previous initiatives include raising money each month through ‘Dress Down' day collections, supporting national events such as ‘Children in Need' and the Hymans Robertson Foundation which will provide focus and transparency on all charitable activities. Hymans have engaged an agency who specialise in finding placements for those that wish to work part-time. Now if they have a role that requires someone on a part-time basis they will work with them to recruit suitable candidates that cannot work a conventional Monday to Friday, 9 to 5 routine. To help in the general recruitment process, they have recognised that unconscious bias can play a role in how people managers review applications. So they have run Unconscious Bias workshops in the firm with almost 200 delegates attending. They have also worked with a government scheme called "New Starts" which aims to help ex-offenders return to work, they have taken on one new start attendee and this has worked well for the firm and we would be open to taking on more as a result.
The Partnership Council is in place to safeguard the “soul and conscience” of the firm and is responsible for overseeing 'how' things take place at Hymans, not just 'what' is done. The Partnership Council tests and has ultimate responsibility for who is promoted into the partnership, ensuring that these individuals role model company values as well as being technically competent in their specialist areas. They also test and measure how the company reach out to clients through the 'Voice of the Client' survey. This helps them to understand how each level of staff engaging with external clients and demonstrate behaviours in line with their values. Both Ronnie and John Dickson host annual staff meetings in each of the offices. The theme of their presentation this year was around how Hymans will grow and prosper while still adhering to the company values and principles. The senior management team make sure they are accessible whilst in the office and all senior managers sit in the open plan office environment within the teams in which they work. Both Ronnie Bowie and James Entwisle recorded videos that are embedded into the new start induction video that is shown to all news starters on day one of joining Hymans. As Managing Partner, connecting and engaging with everyone across the firm is an important priority for James. He's an open, accessible person and makes a point of stopping at people's desks and speaking informally to people around each of their offices. He also plays an important role in events such as the graduate and development programmes where he introduces the firm and its latest thinking to new starts and delegates and spends time getting to know them. Earlier this year James co-presented to the CIPD evidence in support of Hymans being shortlisted as 'L&D Team of the Year'.
Hymans Robertson have a strong ethos of community support within the firm. There are two core strands to this, their financial literacy programme delivers workshops on financial literacy to disadvantaged young people by partnering with other charities and their local Helping Hands teams identify local charities who need support which the company then provide through volunteering, fundraising or ‘in kind' donations. They also offer matched funding to employees who have raised money for their own favoured charities. In total the firm allocates 2% of the firm's profits to these initiatives. This is in addition to employee's time and their fundraising efforts which include one day's paid volunteering day per employee each year to use to help a charity of their choice, previous initiatives include raising money each month through ‘Dress Down' day collections, supporting national events such as ‘Children in Need' and the Hymans Robertson Foundation which will provide focus and transparency on all charitable activities. Hymans have engaged an agency who specialise in finding placements for those that wish to work part-time. Now if they have a role that requires someone on a part-time basis they will work with them to recruit suitable candidates that cannot work a conventional Monday to Friday, 9 to 5 routine. To help in the general recruitment process, they have recognised that unconscious bias can play a role in how people managers review applications. So they have run Unconscious Bias workshops in the firm with almost 200 delegates attending. They have also worked with a government scheme called "New Starts" which aims to help ex-offenders return to work, they have taken on one new start attendee and this has worked well for the firm and we would be open to taking on more as a result.
Huntswood has a range of wellbeing initiatives, including free gym memberships, massages during work time, health checks, free fruit, cycle to work, discount shopping vouchers, social activities, a fun and functional office environment and an Employee Assistance Programme service. HR have also recently engaged ‘wellbeing champions' from across the business who volunteered themselves to help enhance the wellbeing of Huntswood employees. The champions help with the organisation of wellbeing events and initiatives and provide feedback and ideas around what employees want in terms of their wellbeing at work. The HR team also monitors absence closely by accurately recording absence information, holding return to work interviews and offering appropriate support to employees where necessary. HR have an open door policy and employees always feel that they can speak to a member of the team should they need advice or guidance. Managers are given guidance on how best to manage employees that could be at risk of stress and often provide one to one catch ups to monitor these employees. As well as all this where possible flexibility with working hours is permitted to inspire a healthy work life balance.
Huntswood has a range of wellbeing initiatives, including free gym memberships, massages during work time, health checks, free fruit, cycle to work, discount shopping vouchers, social activities, a fun and functional office environment and an Employee Assistance Programme service. HR have also recently engaged ‘wellbeing champions' from across the business who volunteered themselves to help enhance the wellbeing of Huntswood employees. The champions help with the organisation of wellbeing events and initiatives and provide feedback and ideas around what employees want in terms of their wellbeing at work. The HR team also monitors absence closely by accurately recording absence information, holding return to work interviews and offering appropriate support to employees where necessary. HR have an open door policy and employees always feel that they can speak to a member of the team should they need advice or guidance. Managers are given guidance on how best to manage employees that could be at risk of stress and often provide one to one catch ups to monitor these employees. As well as all this where possible flexibility with working hours is permitted to inspire a healthy work life balance.
Every year Huntswood holds a New Year's party for employees and their partners. Although the concept itself isn't unique, the parties themselves are. The events are extravagant and employees often comment that the Huntswood parties are the best they have ever been to. This year's party was held at the Grosvenor hotel in London with a Great Gatsby theme. Employees and guests were treated to a three course meal, free bar and entertainment. This year's entertainment included Flavia and Vincent from Strictly Come Dancing and a big band with dancers. Last year employees received an all-expenses paid weekend in Paris, with entertainment including Michael McIntyre. At the parties the employees of the year award is presented. Throughout the year to celebrate key ‘wins' or events, the Founder and CEO often treat employees to lunch or gifts. For example, earlier in the year each Friday employees came into the office to find flowers, chocolate or champagne on their desks. Very recently, the Founder of the company hosted lunch for all employees to celebrate the company reaching its 20th birthday, which included Dominos pizza, burgers and Krispy Kreme doughnuts!
Hotcourses are developing their own internal coaches so that they can run their own coaching programme, along with additional workshops to support the programme when finished. They have a continuous approach to managing performance. July sees a ‘Main Review', there is a November ‘Mini Review', a February ‘Mini Review' and then in May a more in depth ‘Learning & Development Review', which identifies a personal development plan and identifies learning to be put into the training plan for July to August of the year.
Hotcourses put on a Dragons Den Team Competition which runs throughout the year. Following a new structure they wanted teams to interact, so this year have mixed up people in teams. This approach has improved team interaction and collaboration. Their programme has included a Dragons Den pitch (three out of four pitches won and implemented), a Trust game, obstacles and people paired with one blind folded, a helium pole game, a Sports Day and Culture lunch days. It has now become an annual programme every year and in results from a company based survey it was shown that communication within the business is now rated ‘great' by 78% of employees (in comparison to last year when only 48% rated it as such).
Hotcourses send out a monthly health and wellbeing bulletin. They also encourage team activities around sporting events. The company's Head of People is a qualified mediator who has resolved any grievances informally through this method. Hotcourses have a very paternalistic management team, as they manage many young people where this is their first place of work. The company train their Managers to deal with situations promptly and refer to the right person to give an individual approach to stress related matters.
The layout of Horwich Farrelly's offices is open plan in design and all teams occupy a floor or a section of a floor. Most teams participate in regular meetings or daily huddles run by Managers to facilitate team working. This year through the company's soft phone system they gave all employees access to instant messenger, all to enable more direct and effective communication amongst employees. The COO has also recently completed a tour of all offices, delivering a business update to ensure that all employees are clear on the company objectives and successes. Horwich Farrelly's are currently developing an ideas sharing platform to launch in 2017, which will allow all employees in all locations to make comments or suggestions about how they could improve the business.
The layout of Horwich Farrelly's offices is open plan in design and all teams occupy a floor or a section of a floor. Most teams participate in regular meetings or daily huddles run by Managers to facilitate team working. This year through the company's soft phone system they gave all employees access to instant messenger, all to enable more direct and effective communication amongst employees. The COO has also recently completed a tour of all offices, delivering a business update to ensure that all employees are clear on the company objectives and successes. Horwich Farrelly's are currently developing an ideas sharing platform to launch in 2017, which will allow all employees in all locations to make comments or suggestions about how they could improve the business.
The layout of Horwich Farrelly's offices is open plan in design and all teams occupy a floor or a section of a floor. Most teams participate in regular meetings or daily huddles run by Managers to facilitate team working. This year through the company's soft phone system they gave all employees access to instant messenger, all to enable more direct and effective communication amongst employees. The COO has also recently completed a tour of all offices, delivering a business update to ensure that all employees are clear on the company objectives and successes. Horwich Farrelly's are currently developing an ideas sharing platform to launch in 2017, which will allow all employees in all locations to make comments or suggestions about how they could improve the business.
The CEO treats all staff with respect and gives them the opportunity to speak to him directly if they have concerns regarding the business or themselves. He shows not only an interest in their time at work but in their families outside interests. In the short time he has been in post he has been very keen to seek to harmonise and improve terms and conditions for all staff. The MD ensures that he visits all sections of the business and speaks to as many staff as possible. He engages well and proactively with staff at all levels across the business. Due to the nature of the business a great amount of on-the job training takes place, particularly for field staff. This type of on-going training enables staff to maintain and develop their skills. There is on-going support available from experienced managers and staff. The business is proficient in providing support and guidance whilst business continues. For a small number of staff an MBO process is in place. The organisation is about to introduce a formal management development programme and to set up a number of supplementary support programmes, such as mentoring and coaching. There are also plans to implement a cross organisation performance management system in the next 6 months.
Throughout the Company posters and charts are proudly displayed on the walls to ensure staff are aware of the vision, mission and behaviours that are so dear to Hoppeckle's heart. These are even displayed in the reception area so visitors are also aware of the company's mantra. As Hoppecke are a relatively small company and approximately half their workforce are field based, the MD writes a blog to update all staff on changes and developments in the business and to celebrate success. For those staff who do not have access to a computer, their team leader meets with them to discuss the content, answer questions and obtain upward feedback, which is noted and as appropriate discussed with the wider leadership team.
The CEO treats all staff with respect and gives them the opportunity to speak to him directly if they have concerns regarding the business or themselves. He shows not only an interest in their time at work but in their families outside interests. In the short time he has been in post he has been very keen to seek to harmonise and improve terms and conditions for all staff. The MD ensures that he visits all sections of the business and speaks to as many staff as possible. He engages well and proactively with staff at all levels across the business. Due to the nature of the business a great amount of on-the job training takes place, particularly for field staff. This type of on-going training enables staff to maintain and develop their skills. There is on-going support available from experienced managers and staff. The business is proficient in providing support and guidance whilst business continues. For a small number of staff an MBO process is in place. The organisation is about to introduce a formal management development programme and to set up a number of supplementary support programmes, such as mentoring and coaching. There are also plans to implement a cross organisation performance management system in the next 6 months.
In November 2014 HomeServe launched its ‘2020 leaders' programme. The programme links directly to the 2020 strategy and offers an 18 month development programme to the 200 leaders that manage the front line customer facing teams. The programme is made up of a series of classroom events that develops the knowledge, skills and behaviours to be successful leaders, for example influencing, coaching and performance management. These classroom sessions are coupled with e-learning, action learning sets and work based assignments to embed the learning and measure the success of the programme outputs. Along with this each delegate has received 360 feedback at the start of the programme. In August 2015 HomeServe also began a Succession Planning exercise, which is undertaken every six months to identify key talent and offer appropriate additional development plans. HomeServe measure Managers and Leaders through pre and post skills assessments. Personal Development Reviews have also now shifted to focus on behaviour and development of leadership skills rather than technical. Lastly, the company now have a Leadership competency framework at all management levels.
HomeServe have supported over 150 community groups across the West Midlands. A share of £35k has also been put towards their partnership with Midlands' newspaper, Express & Star, on its ‘Cash For Your Community' initiative for the third year running. Volunteers across the business gave over 1,750 hours of volunteer time for the Sport Relief 2016 campaign, with HomeServe answering a phenomenal 2,369 donation calls and raising over £72,272 on the night. The company's people volunteered 14,000 hours, served 8,300 meals and made 6,900 food supply bags for The Midland Langar Seva Society, a local charity that provides food for the homeless. They have even provided the charity with a van to distribute food donations that HomeServe contribute to weekly from their own site. The company are also working with Career Transition Partnership and Armed forces, for example the company have recently taken on Gas Engineers who have worked with engineers to gain experience, even resulting in a job offer. To provide further opportunities for HomeServe's P&D engineers, a Level 3 Gas Apprenticeship is also available.
HomeServe have supported over 150 community groups across the West Midlands. A share of £35k has also been put towards their partnership with Midlands' newspaper, Express & Star, on its ‘Cash For Your Community' initiative for the third year running. Volunteers across the business gave over 1,750 hours of volunteer time for the Sport Relief 2016 campaign, with HomeServe answering a phenomenal 2,369 donation calls and raising over £72,272 on the night. The company's people volunteered 14,000 hours, served 8,300 meals and made 6,900 food supply bags for The Midland Langar Seva Society, a local charity that provides food for the homeless. They have even provided the charity with a van to distribute food donations that HomeServe contribute to weekly from their own site. The company are also working with Career Transition Partnership and Armed forces, for example the company have recently taken on Gas Engineers who have worked with engineers to gain experience, even resulting in a job offer. To provide further opportunities for HomeServe's P&D engineers, a Level 3 Gas Apprenticeship is also available.
Haygarth have recently reinvigorated Strata meetings and see these as an opportunity for employees at each level of the business, regardless of team, to come together on a monthly basis. Strata meetings encompass a finance and general business update, as well special interest presentations and group work. These sessions are great forums for cross-team working and communication, allowing employees to get to know those people that they may not necessarily work with on a daily basis.
Haygarth have a long-standing relationship with a local charity, The Wimbledon Guild, who do valuable work in the local Merton community. The Charity team work hard to plan a calendar of events to run throughout the year and are constantly coming up with new fundraising ideas. As a result, they run a large number of fund-raising initiatives for the Guild, from regular cake sales and sweepstakes, to themed breakfasts and charity raffles and auctions. One of the annual highlights is their charity auction which takes place at the Summer Away Day. This year the company raised over £350 at the event. Beyond fundraising, a team from Haygarth run a stall at the annual Wimbledon Guild Summer Fete – this year, Haygarth assisted with the jousting tournament, selling props and programmes, whilst in previous years, they have run the champagne tent.
Haygarth have a long-standing relationship with a local charity, The Wimbledon Guild, who do valuable work in the local Merton community. The Charity team work hard to plan a calendar of events to run throughout the year and are constantly coming up with new fundraising ideas. As a result, they run a large number of fund-raising initiatives for the Guild, from regular cake sales and sweepstakes, to themed breakfasts and charity raffles and auctions. One of the annual highlights is their charity auction which takes place at the Summer Away Day. This year the company raised over £350 at the event. Beyond fundraising, a team from Haygarth run a stall at the annual Wimbledon Guild Summer Fete – this year, Haygarth assisted with the jousting tournament, selling props and programmes, whilst in previous years, they have run the champagne tent.
Annually the Studio organises trips to a European City where £500 is paid towards flights, accommodation and food for each employee. This year staff had the option of going to Oslo, Lisbon. Arhaus, Eindhoven, Nantes and Rotterdam. In groups of 25 staff visit and explore various cities, reviewing architecture for the purpose of research and team building. The trips are led by a Partner and made up of a mix of people who don't normally work each other. The days include waking tours, visit to other architectural practice and cycle tours. While evenings are a time for everyone to socialise over dinner. It is said that Studio Trips are a highlight for staff and a calendar event much anticipated. Upon return staff are encouraged to share photos and present learning's from the trips to the wider studio.
Annually the Studio organises trips to a European City where £500 is paid towards flights, accommodation and food for each employee. This year staff had the option of going to Oslo, Lisbon. Arhaus, Eindhoven, Nantes and Rotterdam. In groups of 25 staff visit and explore various cities, reviewing architecture for the purpose of research and team building. The trips are led by a Partner and made up of a mix of people who don't normally work each other. The days include waking tours, visit to other architectural practice and cycle tours. While evenings are a time for everyone to socialise over dinner. It is said that Studio Trips are a highlight for staff and a calendar event much anticipated. Upon return staff are encouraged to share photos and present learning's from the trips to the wider studio.
Annually the Studio organises trips to a European City where £500 is paid towards flights, accommodation and food for each employee. This year staff had the option of going to Oslo, Lisbon. Arhaus, Eindhoven, Nantes and Rotterdam. In groups of 25 staff visit and explore various cities, reviewing architecture for the purpose of research and team building. The trips are led by a Partner and made up of a mix of people who don't normally work each other. The days include waking tours, visit to other architectural practice and cycle tours. While evenings are a time for everyone to socialise over dinner. It is said that Studio Trips are a highlight for staff and a calendar event much anticipated. Upon return staff are encouraged to share photos and present learning's from the trips to the wider studio.
Greenfield's have invested £100,000 into ‘Tendring Reuse and Employment Enterprise', or ‘TREE', a charity providing volunteer and work placement opportunities for people in the local community. In July the company's Area Forum in Witham held a Summer Fete for both employees and residents, which raised over £400 for their charity of the year. The annual garden competition and Edible Estates encourages residents to spend more time outside and to get active while being involved in looking after their gardens. Later this month Greenfield's are hosting a coffee and cake morning to encourage members of the community to come and talk about possible work opportunities in local organisations. In aid of Essex Air Ambulance Greenfield's recently organised a Go Yellow Day, where employees were encouraged to wear something yellow and provide only yellow food! The company's Digital Inclusion Co-ordinator runs free sessions to upskill residents with digital tasks, including applying for Universal Credit and searching for employment. Residents can even study for a City and Guilds qualification and borrow a laptop or tablet for home use. Employees can also volunteer to be digi-pals and provide additional support to the coordinator by assisting those attending the sessions. Furthermore Greenfield's can offer learners the opportunity to sit the Entry Level 3 Award and Certificate for IT Users, with 20 residents having already gained this qualification. On top of this, their Positive Engagement Coordinator does outreach work with young people in the community, with the aim of reducing ASB and drug/alcohol abuse. So far 500 people aged 15 – 25 have been involved and using football as an engagement tool the Coordinator has ‘kicked about' on local parks and joined in with games. He's even encouraged them to provide garden maintenance services to vulnerable, elderly and disabled residents. Five people have even worked with our Trades team to develop DIY skills over two solid weeks of work experience.
Despite last year's budget requiring that the company make cost savings of £12.5million by 2020, the decision was made to maintain their Learning and Development budget and continue to invest in employee development. Employees are able to request development at any point during the year, which could be in the form of shadowing, coaching, courses, conferences, roadshows etc. All employees are also invited to apply for funding for a formal qualification once a year, with all applications this year being approved. Greenfield's also run monthly lunch and learn sessions, where either an employee or external guest will discuss a specialist area. Recent topics include CPR training, Dementia Friends, Healthy Eating and Speaking with Impact, as well as other work related topics. These sessions encourage development in a range of areas, as well as providing opportunity for cross-team interaction. One of the most interesting things offered last year was coaching skills workshops for non-managerial employees. Whereas previously this was only offered to managers, this time round various employees from different teams attended the four workshops offered, where they found it helpful to discuss issues with people from different teams that they did not usually work with. One participant even said ‘I can't believe how well coaching works. I've just had a conversation with one of our residents who I was making no progress with. I used coaching and it really worked.'
Workplace Health Champions organise health and wellbeing activities quarterly for employees to participate in. This year these have included Mental Health Awareness, a Men's Health Week and a ‘Race to Rio' event in aid of the Olympics. During the Mental Health Week an employee ran an afternoon of 30 minute meditation sessions which were well attended. The week also offered posture checks and head and shoulder massages, which were popular among the Customer Services Team. For Men's Health week each male employee received a health check manual for men, written in the style of the Haynes car manuals. Employees also ran a Top Man Challenge, with prizes for all the winners. Using a Top Gear style Leader board men challenged one another to a range of activities, including bench pressing and weight lifting, aiming to be at the top of the leader board. The event was talked about for weeks afterwards. Health Champions organise various other initiatives, for example a six-week weight loss programme, health checks, flu jabs, a running club and even stop smoking hypnotherapy sessions. Following the running club four employees ran a half marathon, raising £1000 for Greenfield's charity of the year. Greenfield's Employee Assistance Programme is available through BUPA and employees can have six face to face or telephone counselling sessions to discuss in confidence any topics concerning them. What's next for Greenfield? Coming up they have a five-week programme focusing on Mental Health that will include Laughing Yoga, a Modern Jive taster session, a ‘lunch and learn' session delivered by an employee discussing their experience with Bipolar Disorder, plus a healthy festive bake sale. The company will also be promoting their Christmas present appeal, where they collect donated Christmas presents which employees then distribute to local residents just before Christmas Eve.
Global Aerospace's current community initiatives include employee volunteering, foodbank donations, a work experience programme, support to local charities through charitable donations and business mentoring. The recently launched Business Mentoring Scheme provides support to students in a local school who do not have a role model in work or may have difficulty relating to the world of work. Global Aerospace's local borough, Tower Hamlets, is only a stone's throw away from the financial heart of London that houses the richest concentration of economic business in the world. TH is the UK's most deprived borough, with 39% of people living in poverty and 55% of pupils qualifying for free school meals. There are high levels of unemployment and crime, plus low educational attainment in children. A team of eight volunteers will mentor children over a school year, with the aim of nurturing talent and encouraging the young people. These activities benefit not just society but Global Aerospace too, as they provide an opportunity to learn and good practice to be shared and built on.
Earlier this year Global ran a series of lunchtime guided City walks, held on a monthly basis. Walks were led by qualified City of London Guides and incurred no cost for attendees. As well as providing an opportunity to explore the unusual and hidden features that the City of London has to offer, the walks provided healthy moderate exercise, an opportunity for members of the PMI scheme to earn additional points from increased daily activity and the chance to socialise with colleagues. The lunchtime beginner group, offered by the store emphasises on participation and not pace. Feedback was received from one employee that from being a non-runner, after 7 weeks' attendance, they successfully completed a 5km run in 30 minutes. The Company funds massage therapy appointments which are delivered in-house, twice a year and are available to all employees. The massage therapist uses a combination of massage and acupressure techniques to the back, neck, shoulders, arms, hands and scalp while the employee sits in a specially designed chair. Each massage lasts for 20 minutes and takes place during the working day. Benefits include easing tense and knotted muscles, improves mobility and flexibility, relieves anxiety and stress, induces relaxation and wellbeing and increases mental alertness and clarity. On a day-to day basis, they provide employees with the use of a large kitchen with break-out seating area to encourage individuals to take time away from their desks to eat lunch and integrate with their colleagues. For those requiring a more tranquil area, a First Aid room is available for private reflection.
Earlier this year Global ran a series of lunchtime guided City walks, held on a monthly basis. Walks were led by qualified City of London Guides and incurred no cost for attendees. As well as providing an opportunity to explore the unusual and hidden features that the City of London has to offer, the walks provided healthy moderate exercise, an opportunity for members of the PMI scheme to earn additional points from increased daily activity and the chance to socialise with colleagues. The lunchtime beginner group, offered by the store emphasises on participation and not pace. Feedback was received from one employee that from being a non-runner, after 7 weeks' attendance, they successfully completed a 5km run in 30 minutes. The Company funds massage therapy appointments which are delivered in-house, twice a year and are available to all employees. The massage therapist uses a combination of massage and acupressure techniques to the back, neck, shoulders, arms, hands and scalp while the employee sits in a specially designed chair. Each massage lasts for 20 minutes and takes place during the working day. Benefits include easing tense and knotted muscles, improves mobility and flexibility, relieves anxiety and stress, induces relaxation and wellbeing and increases mental alertness and clarity. On a day-to day basis, they provide employees with the use of a large kitchen with break-out seating area to encourage individuals to take time away from their desks to eat lunch and integrate with their colleagues. For those requiring a more tranquil area, a First Aid room is available for private reflection.
Genuine Solutions strongly believe that their staff are their future. With this in mind, the company has several initiatives in place that give their staff the opportunity to develop. Every single employee has a personal development plan that is created between them and their manager and reviewed during their annual or half yearly appraisal. The company also works closely with the Duke of Edinburgh's charity and as part of their 60th anniversary they released the Challenge Award, which is given in recognition for achieving either a personal or commercial challenge or achievement. This innovative award and framework allows Genuine Solutions to give their people an opportunity to develop and gain prestigious recognition. Another example of how the organisation supports employee development is their monthly training courses. The company takes pride that they can offer every member of staff the opportunity to attend monthly training courses held at their offices by an external trainer. These courses are built around training needs and what is best for the business. They have also provided several training courses at Kingston College, which have been hugely beneficial for all staff and have allowed them to develop further within their specific job roles. Alongside these initiatives Genuine Solutions also run an Apprentice Programme, which has proved incredibly successful, as it has not only increased productivity but it has also strengthened the workforce and improved motivation amongst all employees.
Genuine Solutions strongly believe that their staff are their future. With this in mind, the company has several initiatives in place that give their staff the opportunity to develop. Every single employee has a personal development plan that is created between them and their manager and reviewed during their annual or half yearly appraisal. The company also works closely with the Duke of Edinburgh's charity and as part of their 60th anniversary they released the Challenge Award, which is given in recognition for achieving either a personal or commercial challenge or achievement. This innovative award and framework allows Genuine Solutions to give their people an opportunity to develop and gain prestigious recognition. Another example of how the organisation supports employee development is their monthly training courses. The company takes pride that they can offer every member of staff the opportunity to attend monthly training courses held at their offices by an external trainer. These courses are built around training needs and what is best for the business. They have also provided several training courses at Kingston College, which have been hugely beneficial for all staff and have allowed them to develop further within their specific job roles. Alongside these initiatives Genuine Solutions also run an Apprentice Programme, which has proved incredibly successful, as it has not only increased productivity but it has also strengthened the workforce and improved motivation amongst all employees.
Genuine Solutions truly believe that as a company their vision, mission and values are what makes them come alive throughout the business. There are several ways in which they communicate them to their staff, for example the large posters on the walls throughout the buildings to ensure visibility. Whenever there are new starters within the company, an induction is held for each and every one of them to ensure that they are all aware what Genuine Solutions vision, mission and values are. They are also available to view on the company's intranet, as well as them being discussed in the monthly management meetings, board meetings and departmental meetings, such as the All Hands Meeting. Genuine Solutions strongly believe that all of their staff are aware of what the company's vision, mission and values are, ensuring that they are then able to implement them successfully into the fantastic work they generate.
There is an SMD presentation at all staff meetings on the values of FTI. Values have been installed as a screensaver on all computers in the office, put on the website and is featured on all job specs. There is also a desk drop announcing the launch of the values. The Leader engages with employees on a daily basis through emails and also through Business Area Town Halls. The company supports employees development by providing resources for them to gain professional qualifications for both client facing and support staff. Coaching and mentoring is always offered to those who attend these programmes and there is also ongoing training in person or through online resources. On top of all this there is support of a competency matrix, coaching from external providers and further programmes run internally.
Away days are run by FTI Consulting for business areas abroad, where each employee goes away for a few days to discuss performance in the business area, as well as increasing skills like team building and networking. End of month drinks are run at the end of every month, providing free drinks and nibbles for any employee who wishes to attend. New joiners are allocated a buddy to be an initial point of contact in their first few weeks. The company puts on a Christmas Party, business area Summer parties and Young professional events. They also hold forums for various levels within the business and graduate induction events. Balance network run various events, including the use of high profile speakers (looking at diversity and equality network). The company get involved in various charity events and lunchtime briefings are also held based on various topics to encourage team interaction and communication.
There is an SMD presentation at all staff meetings on the values of FTI. Values have been installed as a screensaver on all computers in the office, put on the website and is featured on all job specs. There is also a desk drop announcing the launch of the values. The Leader engages with employees on a daily basis through emails and also through Business Area Town Halls. The company supports employees development by providing resources for them to gain professional qualifications for both client facing and support staff. Coaching and mentoring is always offered to those who attend these programmes and there is also ongoing training in person or through online resources. On top of all this there is support of a competency matrix, coaching from external providers and further programmes run internally.
Fichtner have a charity committee within the business made up of volunteers that manage all of the company charitable activities each year. The committee meets once a quarter and sets a budget every year, which is then used to support one main charity that is chosen by the employees, plus a number of smaller and more local charities. This year Fichtner are proudly supporting MIND via their local branch, as well as Cancer Research, BHF and a local children's hospice. Several of the engineering staff also actively involve themselves in the STEM projects with local schools and universities and the company have two 'women in engineering' university societies coming to the offices in September for networking and discussions around careers in engineering post qualification.
All Directors are committed to preventing injuries to both employees and also everyone else that Fichtner work with, hence their adopted policy of 'safety in everything we do'. Directors are committed to providing the highest possible quality of service delivery to their client base, commensurate with the expertise and experience that reside within the organisation. The Senior Team acts with integrity in all of their actions and interactions with colleagues, clients, contractors and suppliers. John the MD has an open door policy and will talk to any of the employees at any point during the day without a prior appointment. He drives health and safety behaviour, sits on the health and safety working group, chairs the monthly team leader's meetings and also the Friday weekly staff meetings whenever possible. He makes himself available to everyone and will provide support and guidance with both work and, where appropriate and with HR support, personal issues as well. John also continues to undertake an element of fee paying project work. Overall Fichtner has a flat structure and is not hierarchical in culture.
Fichtner have a charity committee within the business made up of volunteers that manage all of the company charitable activities each year. The committee meets once a quarter and sets a budget every year, which is then used to support one main charity that is chosen by the employees, plus a number of smaller and more local charities. This year Fichtner are proudly supporting MIND via their local branch, as well as Cancer Research, BHF and a local children's hospice. Several of the engineering staff also actively involve themselves in the STEM projects with local schools and universities and the company have two 'women in engineering' university societies coming to the offices in September for networking and discussions around careers in engineering post qualification.
Ethicall give 25% of their post-tax profit to charity, resulting in more than £1.25m being donated to various charities in the last 10 years. They are committed to supporting worthy causes in the local community where employees live and work. One such charity is One 25, a charity which works to get Bristol street sex workers off the streets and rebuild their lives. Ethicall have also funded the 50K cost of an ambulance to transport children from the local maternity hospital to the operating suite of the children's hospital. Staff are encouraged to get involved with charities and Ethicall will donate £250 to any staff fundraising. The company have also done “paint and fix” activities as part of vision days for local charities.
Ethicall have awards on a regular basis, a fundraiser of the quarter and a fundraiser of the year scheme. The fundraiser of the year has been running since Ethicall was established. The winning fundraiser of the year, who is selected by the Board of Directors, is able to volunteer for up to two weeks on any project they have chosen. Past winners have volunteered to build a school in Nepal, work teaching English in a school in Peru and volunteer on a wildlife reserve in Kenya. This year's winner is volunteering with ActionAid on an overseas development project in Cambodia. The fundraiser of the year initiative is the ultimate incentive for the company's top fundraisers and something that always seems to inspire new fundraisers when they first start.
Ethicall give 25% of their post-tax profit to charity, resulting in more than £1.25m being donated to various charities in the last 10 years. They are committed to supporting worthy causes in the local community where employees live and work. One such charity is One 25, a charity which works to get Bristol street sex workers off the streets and rebuild their lives. Ethicall have also funded the 50K cost of an ambulance to transport children from the local maternity hospital to the operating suite of the children's hospital. Staff are encouraged to get involved with charities and Ethicall will donate £250 to any staff fundraising. The company have also done “paint and fix” activities as part of vision days for local charities.
'#iMentor', Estee Lauder's reverse mentoring programme in the UK, is just one example of the company's commitment to offering the largest part of its workforce the best environment in which to grow, develop and engage with the organisation. The iMentor programme, welcoming anyone from interns to Managers, is designed to help employees embrace and epitomise inclusion and diversity. The programme was piloted in the UK and the first opportunity was for the millennials to work with the Executive Leadership Team, providing consumer insights and establishing a long term mentoring relationship to the benefit of both parties. Participants even have an opportunity to connect with iMentors from around the globe through a private community on DreamSpace called iShare. This programme is sponsored by Fabrizio Freda, President and CEO and also Phebe Farrow Port, Chief of Staff to the President and CEO.
'#iMentor', Estee Lauder's reverse mentoring programme in the UK, is just one example of the company's commitment to offering the largest part of its workforce the best environment in which to grow, develop and engage with the organisation. The iMentor programme, welcoming anyone from interns to Managers, is designed to help employees embrace and epitomise inclusion and diversity. The programme was piloted in the UK and the first opportunity was for the millennials to work with the Executive Leadership Team, providing consumer insights and establishing a long term mentoring relationship to the benefit of both parties. Participants even have an opportunity to connect with iMentors from around the globe through a private community on DreamSpace called iShare. This programme is sponsored by Fabrizio Freda, President and CEO and also Phebe Farrow Port, Chief of Staff to the President and CEO.
Estee Lauder's High-Touch Leadership Competencies are at the heart of their organisation's DNA. They provide a map of the behaviours and qualities the company believe enable their employees to lead themselves, their teams and ultimately the company itself. Estee Lauder's Senior Management Team demonstrate these behaviours and operate a leading from every chair model, which means every employee has the opportunity to voice their ideas and shape the future of the organisation. The organisation has a strong ethos of sharing and integrating at all levels. An example of how the company's Leader integrates with his colleagues is through regular Coffee Mornings, where by employees have a chance to ask questions, interact and learn more about the business from the Leader himself. He also chairs a TownHall every year which is broadcast across the whole UK and Ireland organisation by video, with the opportunity for live Q&A's at the end. He attends every brand conference and even records a personal video message when he is unable to attend.
eg offers a unique flexible benefit scheme. This allows colleagues to flex their benefits package to suit them. The comprehensive standard package includes 5% matched contribution in a leading pension's scheme, 25 days' holiday, Comprehensive Private Healthcare, Income protection policy and PHI cover. The individual can opt out of certain benefits and use the money equivalent to increase an alternative benefit. For example, opting out of the income protection policy and PHI cover in order to increase the employer's pension contribution and purchase additional holidays. The flexible benefits package is coupled with eg's “Let's get Healthy” scheme to provide colleagues with a fantastic basic package. The “Let's Get Healthy” scheme encourages individuals to improve their health and well-being. Whilst being closely linked to the Private Healthcare benefit, the scheme also encourages people to take part in company arranged or subsidised social activities in or out of the office. This includes activities such as running, walking, healthy cooking and eg's very own choir.
As part of eg's ongoing fundraising activities for the company charity, the Doornkop Needy Children's Centre in Soweto, South Africa, they now have their annual Great eg Bake Off. The Bake Off commenced Monday 19th September with a total of 8 bakers participating in this year's event. Each contestant will be baking something of their choice to be judged by the eg community based on Presentation, Creativity and Flavour on a scale of 1 – 10. Each contestant is to bake something of their own choice and of course, all submissions must be home cooked! A donation of £1 will be given for a sample of each of the baked goods and all proceeds will go towards the DNCC fund to help reach their target of £5,000 for a new play area and a further classroom. Ian Sparks, eg's Software Tester, started a gruelling 960 mile cycling challenge on 3rd August from Land's End to John O'Groats in just 10 days! Ian's mission is to raise £2,000 towards the £5,000 target to raise funds for the company charity. eg solutions are proud to announce their sponsorship of Aston Juniors FC, a newly formed local junior football team based in Staffordshire. The partnership has been formed to help further accelerate the team's rapid development, by ensuring the young squad has access to the best possible equipment, facilities and coaching. Aston Juniors FC is an under-10s team formed in May by a group of local parents, who saw an opportunity to create a more organised team than the ones their children had previously played in.
Each Monday eg have a large selection of fruit delivered. They are just at the end of a six week 'steps' challenge, the CFO collated names of everyone who wanted to be involved and put those employees into a variety of teams. They have a weekly score board and individuals who have made significant progress have received individual prizes. At the end of the six weeks the individuals in the team with the most steps will be awarded a prize. This has encouraged staff to go out for a walk at lunch time and to be far more active during the evening. They have had board members and the CEO involved - who have turned out to be the most competitive! The chairman of the board has scheduled his appointments in London so he can walk between them. There is also a running club each Wednesday evening which a few members of staff participate in. They have a healthy eating committee who are organising for someone to come in and give head and shoulder massages. eg have a 'break out' area in the kitchen with tables, chairs and a football table.
Each December Edenred celebrate ‘Eden for All', a company initiative designed to mobilise employees' support of local communities. Last December employees collected gifts for House on the Hill, giving their carers a much needed respite. As a company Edenred also supports Westminster Food Bank and help by donating food every month. To help contribute to the Food Bank, each month a different department organises food hamper collections. To date over 346 kilos of food has been donated by the employees of Edenred. Throughout the year, the company carries out fundraising events for its charity partner, Action for Children. Events organised have included dress down days, themed cake bakes and talent contests. For every employee involved in charitable fundraising activities, Edenred donate a set amount to the relevant charity. This year the company also worked with the ‘The Princes Trust', a youth charity that helps young people aged 13 to 30 get into jobs, education and training. They were able to be involved in their ‘Get Into' programme, which gives selected young people who are work-ready but do not have vocational skills the opportunity to develop the relevant skills to enable them to move into a sustainable job in a specific sector of work. With regards to employees, Edenred is committed to the principle of equal opportunity in employment, resulting in no job applicant or employee receiving less favourable treatment because of a protected characteristic like race, disability etc.
To promote the wellbeing of employees, office wellbeing awareness sessions are held, which all employees are invited to attend. Information is available to raise awareness on the link between sugar and obesity and diabetes. Refreshments of sugar-free and vegetable cakes are also widely provided. As a result of the wellbeing sessions a weekly lunchtime walking group called ‘Wednesday Walking' has been set up. A monthly healthy recipe of seasonal food is emailed out to all staff. The company have also implemented a dedicated wellbeing page on the company intranet, which promotes the importance of regular exercise and healthy eating. Earlier this year Edenred implemented external mental health awareness training for all Managers, with strategies for reducing Managers' own stress levels whilst supporting employees were also explored in the training. As part of the company's benefits package, all employees are provided with a Ticket Restaurant card, a prepaid, reloadable card solution that employees can use in a huge range of restaurants, cafés, food outlets, supermarkets and grocery stores as well. Facilitating flexible working is very important to the organisation and they also recognise and look to promote internally. Edenred also have a discounted gym membership option available to all employees as part of their flexible benefits scheme.
Each December Edenred celebrate ‘Eden for All', a company initiative designed to mobilise employees' support of local communities. Last December employees collected gifts for House on the Hill, giving their carers a much needed respite. As a company Edenred also supports Westminster Food Bank and help by donating food every month. To help contribute to the Food Bank, each month a different department organises food hamper collections. To date over 346 kilos of food has been donated by the employees of Edenred. Throughout the year, the company carries out fundraising events for its charity partner, Action for Children. Events organised have included dress down days, themed cake bakes and talent contests. For every employee involved in charitable fundraising activities, Edenred donate a set amount to the relevant charity. This year the company also worked with the ‘The Princes Trust', a youth charity that helps young people aged 13 to 30 get into jobs, education and training. They were able to be involved in their ‘Get Into' programme, which gives selected young people who are work-ready but do not have vocational skills the opportunity to develop the relevant skills to enable them to move into a sustainable job in a specific sector of work. With regards to employees, Edenred is committed to the principle of equal opportunity in employment, resulting in no job applicant or employee receiving less favourable treatment because of a protected characteristic like race, disability etc.
The company launched their innovative blogging platform dunnhumby uncensored last year. There is a webpart blog section on the intranet homepage that allows employees to post their own blogs for global readership. It is 100% user generated and 100% uncensored to encourage them to write about anything personal or professional. The aim is to connect employees, boost communication between teams and help dunnhumby get to know their people better to share learnings and experiences easily. They appointed blog champions and rewarded them with a blogging toolkit, which was sent in the post as a surprise and delight. This included a book on blogging tips, a moleskin notepad, pens, sweets and branded goods. They also ran training for these champions, joined by the CEO to endorse the channel further. They were asked to populate the first content and now act as advocates for blogging in their offices. They set topics occasionally to stimulate blogs such as 'tell us about your proudest dunnhumby moment', but they get a range of topics from people's pets to their biggest success at work. The company also started “pic of the day”. They set up an instagram account and asked employees to upload pictures using #dunnhumbypic to showcase what goes on in their day to day lives. This connects employees visually and gives an insight to other offices and cultures.
The company launched their innovative blogging platform dunnhumby uncensored last year. There is a webpart blog section on the intranet homepage that allows employees to post their own blogs for global readership. It is 100% user generated and 100% uncensored to encourage them to write about anything personal or professional. The aim is to connect employees, boost communication between teams and help dunnhumby get to know their people better to share learnings and experiences easily. They appointed blog champions and rewarded them with a blogging toolkit, which was sent in the post as a surprise and delight. This included a book on blogging tips, a moleskin notepad, pens, sweets and branded goods. They also ran training for these champions, joined by the CEO to endorse the channel further. They were asked to populate the first content and now act as advocates for blogging in their offices. They set topics occasionally to stimulate blogs such as 'tell us about your proudest dunnhumby moment', but they get a range of topics from people's pets to their biggest success at work. The company also started “pic of the day”. They set up an instagram account and asked employees to upload pictures using #dunnhumbypic to showcase what goes on in their day to day lives. This connects employees visually and gives an insight to other offices and cultures.
Every year dunnhumby employees receive a 'Treat Yourself' allowance, which they can redeem with a travel company on flights, hotels, spa breaks, Personal Trainer sessions, Osteopath appointments onsite or experience days such as tickets for the Shard. The only caveat is that it must be used for a 'treat' and not for mundane things such as weekly shopping. This means employees benefit financially on their holidays or enjoy a great experience that they may not otherwise have chosen.
The CEO of Dr. Martens recently shared the brand framework to the global workforce using a Vodcast. To reinforce this message, each employee has been given a vinyl record created specifically to explain the company's Ambition, Why They Exist, What They Believe In and Who They Are. Rather than a formal mission statement and values, Dr. Martens have this framework which defines what they stand for, how they behave and where they are going. It's their brand, on the record.
The CEO of Dr. Martens recently shared the brand framework to the global workforce using a Vodcast. To reinforce this message, each employee has been given a vinyl record created specifically to explain the company's Ambition, Why They Exist, What They Believe In and Who They Are. Rather than a formal mission statement and values, Dr. Martens have this framework which defines what they stand for, how they behave and where they are going. It's their brand, on the record.
Wellbeing is a high priority for Dr. Martens Culture Team, so they have introduced a series of lunch and learns that focus on “mindfulness”. To assist those who need a little more energy they have also launched a Couch to 5k running club, subsidised yoga and HIT training. The company also invite specialists to site to provide massage therapy to those employees who want it. They even provide a little extra motivation on a Monday with smoothies and free fruit and veg in all stores and offices. In addition, Dr. Martens have an EAP that all employees can access, which includes an online library of wellbeing knowledge and an independent telephone helpline with face-to-face counselling if required.
Employees are encouraged to raise funds for the Company Charity Account. The business sets employees a fundraising target which is then matched pound for pound by the Company. DPD also undertake various community initiatives, including Work Experience Programmes for schools across the country. This consists of students spending a week in various Departments centrally at the Head Office locations and also DPD Depot Network nationwide, where they will learn about aspects of administration to support the Network Depot Operation. The company also undertake an annual “Decorating Challenge” which, via the company Community Policy, allows every employee one paid day per year to work on a local community activity. The company have spent the last seven years decorating a local school. Due to government austerity measures, this school lost its funding for a rebuild, so DPD stepped in and with the support of their employees redecorated the whole of the Business Studies block. Unfortunately in 2016 the school was flooded so the decorating challenge is now focused on the redecoration of A block.
DPD's Senior Management Team supports a number of its strategic initiatives, which demonstrates its commitment to the values of the organisation, with the main two examples being the Corporate and Social Responsibility (CSR) Programme and the Corporate Induction. The SMT supports CSR through the work that they do with a local school called Phoenix Collegiate. The SMT attend a ‘Dragon's Den' competition where they meet and review students' business plan ideas that they have worked on during the year. The SMT then give marks on different aspects of the business plan and an overall winner is announced. As part of their Induction Programme new starters are invited to meet the SMT at an event called Corporate Induction, where they have the opportunity to discover more about the business. They are introduced to the company's DNA (core values) as well as meeting DPD's CEO, Dwain McDonald. Each member of the SMT delivers a presentation about their function, followed by a Q&A session to give new starters a better understanding of DPD. Dwain also engages with colleagues within the business through the Winter Conference and DPD's annual business communication cascade called DNA. At the Winter Conference, Dwain cascades upcoming strategies for the business. DPD's DNA is an annual cascade of information to all employees within the company. Its objectives are, like the Winter Conference, to communicate business priorities and strategies. Dwain records a number of videos that are played in meetings throughout the business. The message given is always clear, with key points and a focus on the benefits of the message. Dwain also uses the Company Newsletter to engage with staff, as all employees and pensioners receive a copy. As well as all this Dwain's ethos is about getting back to 'grass roots' and he has spent a day in the call centre and he also spent a day with a collection and delivery driver, all so he could experience these roles first hand.
DPD's Senior Management Team supports a number of its strategic initiatives, which demonstrates its commitment to the values of the organisation, with the main two examples being the Corporate and Social Responsibility (CSR) Programme and the Corporate Induction. The SMT supports CSR through the work that they do with a local school called Phoenix Collegiate. The SMT attend a ‘Dragon's Den' competition where they meet and review students' business plan ideas that they have worked on during the year. The SMT then give marks on different aspects of the business plan and an overall winner is announced. As part of their Induction Programme new starters are invited to meet the SMT at an event called Corporate Induction, where they have the opportunity to discover more about the business. They are introduced to the company's DNA (core values) as well as meeting DPD's CEO, Dwain McDonald. Each member of the SMT delivers a presentation about their function, followed by a Q&A session to give new starters a better understanding of DPD. Dwain also engages with colleagues within the business through the Winter Conference and DPD's annual business communication cascade called DNA. At the Winter Conference, Dwain cascades upcoming strategies for the business. DPD's DNA is an annual cascade of information to all employees within the company. Its objectives are, like the Winter Conference, to communicate business priorities and strategies. Dwain records a number of videos that are played in meetings throughout the business. The message given is always clear, with key points and a focus on the benefits of the message. Dwain also uses the Company Newsletter to engage with staff, as all employees and pensioners receive a copy. As well as all this Dwain's ethos is about getting back to 'grass roots' and he has spent a day in the call centre and he also spent a day with a collection and delivery driver, all so he could experience these roles first hand.
At DMH 10 minute massages are offered during lunchtimes twice a month at the Gatwick office. Weekly Yoga classes are held at the London office and Pilates classes are scheduled at the Guildford office. Three times a year there are subsidised team social events, where teams are able to choose the type of event and dates to suit. The company also offer free access to the Employee Assistance Programme. The EAP provides 24-hour personal assistance over the telephone where employees can talk to a qualified adviser. The service also includes counselling services and information services covering topics such as managing money, relationships, moving house and family life.
Each year DMH organises an AGM (Annual General Meeting) event that every member of staff is invited to. Unless staff are out of the business on a non-working day or annual leave then all employees are required to attend the afternoon part of the event. The AGM has many different elements to it. There is a Charity Committee raffle in aid of the staff charity on arrival at the event and there are some great prizes to win. The day starts with a presentation from the Managing Partner, which reflects on the firm's performance over the last 12 months, provides an overview of what the future of the firm may look like and details of the overall strategy. Following the presentation there is a fun team based activity which is organised by a different business group each year. This activity can range from a treasure hunt, quiz, fancy dress competition, ‘Mr & Mrs' game show and anything in between! Following the afternoon activities there is a dinner and dance. Each member of staff is able to invite a guest of their choice to attend with them should they wish. A live band is organised as entertainment and this year the Managing Partner joined the band on stage to play his guitar! Anyone who lives more than five miles away from the event venue is able to claim up to £40 towards the cost of travelling to and from the evening event or overnight accommodation.
Each year DMH organises an AGM (Annual General Meeting) event that every member of staff is invited to. Unless staff are out of the business on a non-working day or annual leave then all employees are required to attend the afternoon part of the event. The AGM has many different elements to it. There is a Charity Committee raffle in aid of the staff charity on arrival at the event and there are some great prizes to win. The day starts with a presentation from the Managing Partner, which reflects on the firm's performance over the last 12 months, provides an overview of what the future of the firm may look like and details of the overall strategy. Following the presentation there is a fun team based activity which is organised by a different business group each year. This activity can range from a treasure hunt, quiz, fancy dress competition, ‘Mr & Mrs' game show and anything in between! Following the afternoon activities there is a dinner and dance. Each member of staff is able to invite a guest of their choice to attend with them should they wish. A live band is organised as entertainment and this year the Managing Partner joined the band on stage to play his guitar! Anyone who lives more than five miles away from the event venue is able to claim up to £40 towards the cost of travelling to and from the evening event or overnight accommodation.
Darwin have developed a fully embedded learning and development culture. Every member of staff is encouraged to learn and develop at every stage of their career, from Trainee Consultant through to Management. The company call this the Darwin Career Academy. They have enlisted the expertise of an external recruitment training and development expert, who delivers the induction training for new consultants, as well as specific modules that help the recruiters to progress and achieve their own career goals. For Darwin's mid-level staff, they have developed a programme called 'Rising Stars'. Each module is delivered in person by Darwin's CEO and co-founder Paul Kirby. Darwin support Central Services functions to obtain bespoke qualifications to their profession and therefore give access to flexible working arrangements to attend ongoing Continuing Professional Development events. Most recently the company have supported Darwin's Systems Analyst to obtain the Microsoft Certified Solutions Associate qualification and for a member of the HR Team to obtain the Certificate in Human Resources Practice.
Darwin have developed a fully embedded learning and development culture. Every member of staff is encouraged to learn and develop at every stage of their career, from Trainee Consultant through to Management. The company call this the Darwin Career Academy. They have enlisted the expertise of an external recruitment training and development expert, who delivers the induction training for new consultants, as well as specific modules that help the recruiters to progress and achieve their own career goals. For Darwin's mid-level staff, they have developed a programme called 'Rising Stars'. Each module is delivered in person by Darwin's CEO and co-founder Paul Kirby. Darwin support Central Services functions to obtain bespoke qualifications to their profession and therefore give access to flexible working arrangements to attend ongoing Continuing Professional Development events. Most recently the company have supported Darwin's Systems Analyst to obtain the Microsoft Certified Solutions Associate qualification and for a member of the HR Team to obtain the Certificate in Human Resources Practice.
Darwin's CEO Paul sits on the sales floor amongst the consultants, this way he ensures that he is constantly accessible all day every day. Paul's sentiment and commitment is fully reflected in the new Darwin strapline; Collaborate and Evolve. The company collaborate with staff to help them evolve within the business. Every six months Darwin hold “15 minutes with Paul”, which takes place over a number of weeks. During this time, Paul travels around the Darwin offices and meets with every member of the business at every level. Staff are encouraged to speak to Paul about any concerns or questions they have and to offer suggestions for improvements to the working environment and business processes. The ideas and feedback is then shared with the board and Senior Management/operations teams who, in turn, take responsibility for driving through the relevant changes. This proves to staff that Darwin value their feedback.
Each year Carlson's locations are asked to choose a charity they would like to support throughout the year. They organise their own fun-raising activities around various themes and also collect money around the office. Such activities have been themed around ' The Great British Bake Off', where people baked cakes and brought them in. Slices were sold off and the money all went to the chosen charity. Branches have also run a fancy dress competition and Carlson really give the branches free reign with this to do as they wish.
Last year Carlson introduced Fish and Chip suppers, whereby their SVP and a member of the Leadership Team went to each location in the UK and Ireland network and had an evening of fish and chips and an open discussion forum. Staff members were very open about their likes and dislikes and were encouraged to be honest. The company also have a weekly update and two monthly updates that are sent to the network. The weekly one highlights what has been happening in the network, updates on staff and training and also roles that are available around the network as a whole. For the monthly updates, one is from the SVP and is called 'Catch up with Chris', providing a general business update. The other comes from the Marketing Director and is called 'Assets of the Month'. This informs staff what's new in the marketing world and also what CWT is doing in relation to marketing campaigns. Carlson used to use Yammer but have now changed this to Jive effective 1st January. Jive is a platform whereby staff can share ideas, suggestions, help colleagues and collaborate across a much wider network. People are encouraged to set up groups for different project and topics and use it as the go-to place for peer-to-peer support.
Last year Carlson introduced Fish and Chip suppers, whereby their SVP and a member of the Leadership Team went to each location in the UK and Ireland network and had an evening of fish and chips and an open discussion forum. Staff members were very open about their likes and dislikes and were encouraged to be honest. The company also have a weekly update and two monthly updates that are sent to the network. The weekly one highlights what has been happening in the network, updates on staff and training and also roles that are available around the network as a whole. For the monthly updates, one is from the SVP and is called 'Catch up with Chris', providing a general business update. The other comes from the Marketing Director and is called 'Assets of the Month'. This informs staff what's new in the marketing world and also what CWT is doing in relation to marketing campaigns. Carlson used to use Yammer but have now changed this to Jive effective 1st January. Jive is a platform whereby staff can share ideas, suggestions, help colleagues and collaborate across a much wider network. People are encouraged to set up groups for different project and topics and use it as the go-to place for peer-to-peer support.
Leaders and managers are easily accessible at CPPG and are always ready to listen. Team leaders are encouraged to discuss proposed new initiatives with their teams and feedback their comments. Working parties led by members of the management team are used with representatives from each department or location so that all views can be gathered. Regular meetings are held so that everyone in the company is kept up to date with such discussions. CPPG operate an open door policy to encourage discussion amongst team members and their team leaders and managers.
Crystal Palace Physio Group strive to make sure work life balance is achieved for all and they encourage all employees to take physical exercise by offering a subsidised gym membership. The company does not expect anyone to work on Bank Holidays and they finish early on Fridays. Employees have regular one to one meetings with their managers where they are encouraged to discuss their work life balance and wellbeing. They also encourage the use of standing desks in order to keep staff active.
Leaders and managers are easily accessible at CPPG and are always ready to listen. Team leaders are encouraged to discuss proposed new initiatives with their teams and feedback their comments. Working parties led by members of the management team are used with representatives from each department or location so that all views can be gathered. Regular meetings are held so that everyone in the company is kept up to date with such discussions. CPPG operate an open door policy to encourage discussion amongst team members and their team leaders and managers.
CNG constantly discuss the business vision. In the POW WOW the directors focus on the vision and how the departments contribute to this. A common focus on this helps to ensure everyone is pulling in the same direction and everyone knows how they contribute. On top of these monthly reminders CNG also hold an annual get together in a local hotel where the vision for the year is laid out, this is never a stuffy affair and is always done in the usual fun CNG way! CNG believes in keeping the values and vision at the forefront. To aid this CNG has visual representations of the values around the office, the values are the most important thing at CNG and they underpin everything that they do and every decision that is made, they are the backbone of CNG. The values are a part of the everyday dialogue at CNG. As departments, staff are asked how they feel they have lived and breathed the values and if there were circumstances in which they could have been better embodied through actions. Scores are reviewed by the Senior Leadership, who can then see where they need to start pulling together as a team. A section of each monthly POW WOW is set aside to discuss the company values and a dedicated section on PUP offers a space for people to share their values experiences. Values training in induction and values refreshers are also fundamental parts of everyone's employment journey.
CNG are a new and proud supporter of the Princes Trust. The Senior Leadership have just entered into a three-year partnership with the charity. Currently CNG have recruited and continue to recruit for volunteers to take part in the scheme. Roles are varied from short term roles, centred around a day on specific skills or more long term mentoring roles for which CNG will allow employee volunteers time away from their day role to meet with a young person on a regular basis to provide guidance on achieving goals, searching for jobs and supporting with interview processes. The CNG Charity Committee also come together regularly in conjunction with in-house events team to organise their part in numerous projects. Most recently the team were encouraged to support local charity shops by pairing up and purchasing an outfit for one another to wear in the office. The company have also done charity fund raising for Help the Homeless and Guide Dogs for the Blind. As detailed above the Princes Trust Partnership will provide an opportunity for CNG employees to support people who are struggling in the community to get into employment due to their past. The Works Charity are currently working on a project to build a solar school, this would be a space that would provide young people with a number of practical activities that will form their learning and skills to secure employment in the future. CNG have made an initial investment of £28,000 to the project in order to get the building and creation of the school underway. Volunteers and mentors at the works charity will then be working with young people who have struggled in mainstream education and find difficultly entering employment due to lack of qualifications.
It's important at CNG that all staff looks after themselves this is encouraged through a variety of practices including ensuring staff have a good work life balance. The introduction of a cashback health scheme is one of the main schemes that CNG has introduced to try and encourage staff to stop and think about their wellbeing. The business has successfully run a wellbeing week. The week's focus was centred on drinking enough water, yoga, and mindfulness. To follow this on there was a walking week held whereby everyone was encouraged to ditch the sit down meets and get active by having walking meetings. The Friday of this week even saw the introduction of a dog into the CNG offices and provided an opportunity to walk Millie the dog. This is something that will be encouraged throughout the CNG year with different CNGers dogs. CNG has also partnered with a local gym and can now provide discounted Gym Memberships. To reduce stress and encourage people to shout up if they begin to feel stressed CNG have a few practices in place. An open door policy, everyone can talk to someone, if workloads are too much or something is causing them stress people always have somewhere to turn. Great work life balance with people at CNG encouraged to leave at the end of the day and not log in from home. Flexible workforce so cross trained staff can support other areas of the business when busy this creating relief if one team is particularly busy. A DMM development course which helps individuals understand stress and use working practices in order to relieve this. CNG also has break out areas that are comfortable to sit in and have access to entertainment such as televisions and even a pool table.
During CityWest Homes management development programme action plans are created, redefined and developed. Action learning sets are then created and all Managers are taught to coach so that they can aid one another in their learning sets. They help to support one another with their action plans, both personal and professional and they also expand their cross-company knowledge and networks. In addition they provide eLearning wherever possible to support their training and use their intranet to store useful documents and resources for Managers who have been on training courses. All Managers are required to have one to one's with their Managers at least weekly or bi-weekly to measure their performance. At this meeting they receive feedback on management capabilities, culture and values. Additionally at the end of each financial year Managers are assessed formally against their objectives. They also have a 360 review completed by their peers and reports to determine how far they display the cultures and values.
During CityWest Homes management development programme action plans are created, redefined and developed. Action learning sets are then created and all Managers are taught to coach so that they can aid one another in their learning sets. They help to support one another with their action plans, both personal and professional and they also expand their cross-company knowledge and networks. In addition they provide eLearning wherever possible to support their training and use their intranet to store useful documents and resources for Managers who have been on training courses. All Managers are required to have one to one's with their Managers at least weekly or bi-weekly to measure their performance. At this meeting they receive feedback on management capabilities, culture and values. Additionally at the end of each financial year Managers are assessed formally against their objectives. They also have a 360 review completed by their peers and reports to determine how far they display the cultures and values.
CityWest have a number of initiatives that bring their people together so that they all get to know people outside of their teams. In 2014 CityWest Homes launched a new networking group called ‘creating balance'. This group aims to build a vibrant and supportive network to expand the opportunities for women at CityWest Homes. Meeting at their Head Office, all of their people have the chance to share experiences and learn from a range of guest speakers. The most recent speaker was the Arsenal Ladies footballer Danielle Carter. Danielle gave a fantastic insight on what it is like being a female footballer, the drive and determination needed to make it and she also gave some useful hints and tips on how to achieve your dreams. The CityWest Homes book club meets every six weeks to discuss a book over food and a glass of wine or a soft drink. The CityWest Homes Social Club runs subsidised events every month, which range from salsa classes and cocktail making to a Halloween walk through central London.
CarShop have a very clear development journey that arms colleagues with the right tools, training and support along the way. CarShop supports colleagues with studies and e,ployees are able to request study leave. CarShop will also assist in funding courses if there is a business need for someone to gain a qualification. There is an e-learning renovation project underway too to make this a blended learning approach. The company also work with some excellent third parties to tailor training for bespoke requirements, which makes them an industry leader in their training programmes.
CarShop have a very clear development journey that arms colleagues with the right tools, training and support along the way. CarShop supports colleagues with studies and e,ployees are able to request study leave. CarShop will also assist in funding courses if there is a business need for someone to gain a qualification. There is an e-learning renovation project underway too to make this a blended learning approach. The company also work with some excellent third parties to tailor training for bespoke requirements, which makes them an industry leader in their training programmes.
CarShop have a very clear development journey that arms colleagues with the right tools, training and support along the way. CarShop supports colleagues with studies and e,ployees are able to request study leave. CarShop will also assist in funding courses if there is a business need for someone to gain a qualification. There is an e-learning renovation project underway too to make this a blended learning approach. The company also work with some excellent third parties to tailor training for bespoke requirements, which makes them an industry leader in their training programmes.
CDP is an independent innovation partner who has completed over 1,000 product development assignments for businesses around the world. Members of their team are named inventors on many hundreds of patents owned by their customers. The company are based in two of the world's leading centres for science and technology. Their European office is in Cambridge, a city with an 800-year history in science and creative thinking. Their USA office is in Silicon Valley, probably the world's most successful innovation hub. CDP are happy for anyone in the business to hold up the company values as a mirror to any decisions the business makes and to then hold CDP to this account. Staff do this at the annual strategy day forum. This year the company is making several changes to the way they operate in response to this challenge from the staff, for example in their working conditions, structure and training investment.
CDP is an independent innovation partner who has completed over 1,000 product development assignments for businesses around the world. Members of their team are named inventors on many hundreds of patents owned by their customers. The company are based in two of the world's leading centres for science and technology. Their European office is in Cambridge, a city with an 800-year history in science and creative thinking. Their USA office is in Silicon Valley, probably the world's most successful innovation hub. CDP are happy for anyone in the business to hold up the company values as a mirror to any decisions the business makes and to then hold CDP to this account. Staff do this at the annual strategy day forum. This year the company is making several changes to the way they operate in response to this challenge from the staff, for example in their working conditions, structure and training investment.
CDP offer many employee rewards, including spot prizes for recognition of effort for individuals or a team. They are also known to give family tickets to Legoland and evening meal vouchers for two. CDP are keen to ensure employees associate their working environment with enjoyment, leading to events such as the whole company curry evenings and pirate themed barbecues.
CC give their people the freedom to pursue the projects that inspire them and to switch from one specialism to the other if that's where they feel they can do their best work. The company have no interest in trying to mould employees to fit a pre-existing role. Instead, they want free-thinking individuals who'll find original solutions to novel problems. On the back of having such unique employees, CC run a 'Nobel prize' scheme to reward extraordinary staff effort and achievement. Anyone in the company can nominate anyone else directly to the CEO, who in turn makes cash awards with an announcement of congratulations in the company's monthly in house magazine.
CC have an open air lounge area, which provides a quiet and tranquil environment for their employees to relax in, either at lunchtime or during other quiet times. The company also host free weekly yoga sessions after work. To ensure that mental health is looked after as much as physical, CC have a free and confidential counselling line available to all their employees 24 hours a day, 7 days a week. CC actively encourage employees to use this service if they are experiencing stress or other difficulties, whether work related or personal. Cycling is very popular and to ensure CC employees are safe whilst cycling to and from work the company provide reflective cycling jackets so they can be seen easily by other road users. They also provide them with drying facilities, showers and freshly laundered towels. CC organise for the bicycle ambulance to visit the site and undertake work on employee's bikes to ensure they are maintained properly and roadworthy. The company also pays for their time and the employees pay for any parts they use. They even provide a cycle workshop for staff to undertake minor repairs during the day and provide spare bulbs and other small items. CC also offer to pay £100 towards new glassed if needed for VDU work, which is in addition to paying for the eyesight test.
CC have an open air lounge area, which provides a quiet and tranquil environment for their employees to relax in, either at lunchtime or during other quiet times. The company also host free weekly yoga sessions after work. To ensure that mental health is looked after as much as physical, CC have a free and confidential counselling line available to all their employees 24 hours a day, 7 days a week. CC actively encourage employees to use this service if they are experiencing stress or other difficulties, whether work related or personal. Cycling is very popular and to ensure CC employees are safe whilst cycling to and from work the company provide reflective cycling jackets so they can be seen easily by other road users. They also provide them with drying facilities, showers and freshly laundered towels. CC organise for the bicycle ambulance to visit the site and undertake work on employee's bikes to ensure they are maintained properly and roadworthy. The company also pays for their time and the employees pay for any parts they use. They even provide a cycle workshop for staff to undertake minor repairs during the day and provide spare bulbs and other small items. CC also offer to pay £100 towards new glassed if needed for VDU work, which is in addition to paying for the eyesight test.
Blue Chip Holidays run companywide business updates and smaller team huddles regularly in the middle of the office to encourage communication. They divert the phones and give everyone the opportunity to be there or dial into a conference number; they know its successful because team members come in on their days off. Blue Chip Holidays took the decision to collate their two offices into one and break down the walls to create a big open plan space to help communication and team work. Face to face communication is encouraged rather than phone calls and email.
Blue Chip Holidays run companywide business updates and smaller team huddles regularly in the middle of the office to encourage communication. They divert the phones and give everyone the opportunity to be there or dial into a conference number; they know its successful because team members come in on their days off. Blue Chip Holidays took the decision to collate their two offices into one and break down the walls to create a big open plan space to help communication and team work. Face to face communication is encouraged rather than phone calls and email.
Blue Chip Holidays actively support the RNLI as a charity that means a lot to their team, owners and guests. The majority of their properties are in a coastal location so Blue Chip Holidays support them both locally and nationally. They have put RNLI water safety information in the welcome packs in each coastal property and they also go out to help in their annual yellow welly collection campaign. Blue Chip Holidays also maintain regular contact with PLUSS and St Loyes Foundation, helping those with disabilities to get into employment. They have just hosted a 6 month paid temporary contract in their Finance department via the St. Loyes foundation. Also, the company have provided several apprenticeships over the last 5 years to enable young unemployed people to gain work experience and in most cases full time permanent employment with them.
Because Blue Chip Customer Engineering's mission, vision and values are intrinsically inked to all business activities, they are always on the employees' minds. The mission and vision govern the key business objectives that are set out annually and reviewed quarterly. All new starters are educated on the Company's mission and vision during the induction and all employees receive updates on how the objectives are being met throughout the year. The company values, on the other hand, support the employee performance appraisal and personal development plans tools. These are reviewed quarterly for each employee and therefore every three months each employee revisits how they display the company values in their day to day work and interactions with the customers and colleagues.
Because Blue Chip Customer Engineering's mission, vision and values are intrinsically inked to all business activities, they are always on the employees' minds. The mission and vision govern the key business objectives that are set out annually and reviewed quarterly. All new starters are educated on the Company's mission and vision during the induction and all employees receive updates on how the objectives are being met throughout the year. The company values, on the other hand, support the employee performance appraisal and personal development plans tools. These are reviewed quarterly for each employee and therefore every three months each employee revisits how they display the company values in their day to day work and interactions with the customers and colleagues.
At Blue Chip Customer Engineering they hold events such as cake sales and dress down days. The company also regularly organise charity activities within the company to raise money and awareness for various charities, including Cancer Research UK, Macmillan Cancer Support, Parkinson's UK and the partner charity Keech Hospice Care, which is local to the business. There is also employee led fundraising activities and the company support and donates to many employees who undertake such work in their own time, such as Pretty Muddy, Wings of Life World Run and Brave the Shave.
BI Worldwide are presently leading the way through a process of refreshing the values and agreeing, through workshops with employees, what behaviours are driven by each of the values. This will ensure full engagement with the behaviours once they are launched. Furthermore this activity is being led by the MD. On a more regular basis, the company's mission, values and vision are embedded in all internal communications, all in-house training and in all briefings delivered by the Managing Director. Employees demonstrating the core values are rewarded through the internal reward recognition scheme, which itself is overtly aligned to the values. Examples of the above are the Internal Intranet, New Starter Inductions, Company Meetings, ENGAGE emails and Questionnaires.
BI Worldwide are presently leading the way through a process of refreshing the values and agreeing, through workshops with employees, what behaviours are driven by each of the values. This will ensure full engagement with the behaviours once they are launched. Furthermore this activity is being led by the MD. On a more regular basis, the company's mission, values and vision are embedded in all internal communications, all in-house training and in all briefings delivered by the Managing Director. Employees demonstrating the core values are rewarded through the internal reward recognition scheme, which itself is overtly aligned to the values. Examples of the above are the Internal Intranet, New Starter Inductions, Company Meetings, ENGAGE emails and Questionnaires.
BI Worldwide are presently leading the way through a process of refreshing the values and agreeing, through workshops with employees, what behaviours are driven by each of the values. This will ensure full engagement with the behaviours once they are launched. Furthermore this activity is being led by the MD. On a more regular basis, the company's mission, values and vision are embedded in all internal communications, all in-house training and in all briefings delivered by the Managing Director. Employees demonstrating the core values are rewarded through the internal reward recognition scheme, which itself is overtly aligned to the values. Examples of the above are the Internal Intranet, New Starter Inductions, Company Meetings, ENGAGE emails and Questionnaires.
The Firm has a Recognition Scheme which enables managers to reward employees instantly to recognise exceptional work they have done. Awards can be given for a range of reasons such as working on a specific project, recognising hard work through a busy period, providing exceptional service to a client or making a significant contribution to the department. The scheme is designed to be flexible so managers can either give vouchers between £10 to £200, or they can purchase a gift such as pay for dinner for two, home furnishings or champagne. The other point that makes the scheme unique is that it also provides for peer to peer recognition. So a peer can nominate another peer to recognise support, hard work or exceptional contribution they have made. It is designed to be informal and more of a thank you, so a gift up to £50 can be given in the form of flowers, chocolates or wine. As part of the scheme, the nominator gives the award and the Firm branded thank you card directly to the individual, and thanks them for their contribution. The reason it is particularly effective and unique is because awards can be given at any time throughout the year, there are a range of awards that can be given and also the presentation and card are designed to have the personal touch so the individual feels appreciated for their contribution
Recent fundraising initiatives for Baker and McKenzie's two office charities include a Boss in the Box Challenge, quiz night, inter-departmental walking challenge, 4 participants in the London Marathon, a 10k run, Christmas Jumper Day, abseil and a Bake Off. A Volunteer Day is offered to all staff. Departments are encouraged to use their day either as an individual or as part of a team. Recent group initiatives include a day of boat maintenance with Ahoy!, a day of building refurbishment with City Gateway, and a day of garden maintenance at Richard House. The company organise an extensive pro bono legal advice programme - regular clients include Save the Children, UNHCR, NSPCC, Breast Cancer Care, Oxfam, ARK (Absolute Return for Kids). Around 30 staff are involved in regular school-based volunteering and lunchtime volunteering with homeless charity The Connection at St Martin's. The company provide office space to Amicus (UK charity campaigning for justice for US prisoners on Death Row) and also participate in pro bono legal research and casework for the charity. They also support the Albert Kennedy Trust Youth, a homelessness charity supporting LGBT young people in crisis through sponsoring their annual youth conference. This attracts many and provides a mix of skills development workshops, networking and education to help increase confidence and employability. To ensure internal opportunities are actively promoted to disabled young people. In conjunction with the company's Career Ready partnership, they offered a six-week placement to an A-Level student with muscular dystrophy and covered the cost of a carer to travel to London each day. The scheme has significantly enhanced this young person's career aspirations and employability.
Recent fundraising initiatives for Baker and McKenzie's two office charities include a Boss in the Box Challenge, quiz night, inter-departmental walking challenge, 4 participants in the London Marathon, a 10k run, Christmas Jumper Day, abseil and a Bake Off. A Volunteer Day is offered to all staff. Departments are encouraged to use their day either as an individual or as part of a team. Recent group initiatives include a day of boat maintenance with Ahoy!, a day of building refurbishment with City Gateway, and a day of garden maintenance at Richard House. The company organise an extensive pro bono legal advice programme - regular clients include Save the Children, UNHCR, NSPCC, Breast Cancer Care, Oxfam, ARK (Absolute Return for Kids). Around 30 staff are involved in regular school-based volunteering and lunchtime volunteering with homeless charity The Connection at St Martin's. The company provide office space to Amicus (UK charity campaigning for justice for US prisoners on Death Row) and also participate in pro bono legal research and casework for the charity. They also support the Albert Kennedy Trust Youth, a homelessness charity supporting LGBT young people in crisis through sponsoring their annual youth conference. This attracts many and provides a mix of skills development workshops, networking and education to help increase confidence and employability. To ensure internal opportunities are actively promoted to disabled young people. In conjunction with the company's Career Ready partnership, they offered a six-week placement to an A-Level student with muscular dystrophy and covered the cost of a carer to travel to London each day. The scheme has significantly enhanced this young person's career aspirations and employability.
B3Living believe the key to people realising their potential is being self-aware and understanding what motivates them at work; therefore the organisation have adopted a strengths-focused approach to help staff identify what energises them at work and how they can stretch themselves to achieve peak performance. This is a different mind-set to traditional performance management, which is overly reliant on identifying and working on their weaknesses. A key theme for the Chief Executive Joe Chambers is "One team". B3Living use a strengths based tool in their team development to help teams identify individual strengths and how these map into the strength profile of the team. It helps them to identify how an individual can optimise their strength and how they can improve the team's effectiveness. This strengths based approach also aids in the development, plus it benefits the individual, the team and the organisation.
Last October B3Living launched a new annual staff award scheme. The organisation designed a campaign where they asked staff to nominate one another for a “B3Inspiring Award”. After a consultation exercise the Board have recently reaffirmed B3Living's values of being collaborative, respectful, creative, reliable and excellent. They have decided to use these as the categories to be clear that these are the behaviours they prize and want to encourage staff to model. With 50 nominations a team of Senior Managers selected 15 winners. These winners were announced at the staff conference and were presented with a certificate and gift vouchers by the Chair, as well as a special winners pin badge by Anneka Rice. The pin badges are worn with pride on lanyards and have quickly become coveted items! As the winners were announced at an event in front of the entire staffing group the applause and cheers that they got lifted the roof. It proved to be an uplifting and motivational way of rewarding star staff members for their exceptional performance against organisation values.
Last year B3Living rolled out a Resilience programme. This was open to all staff and focused on the proactive side of stress management. It includes a “strengthscope”, a strengths assessment which ascertained the key personality traits or activities that employees were energised by or had the capacity to become great at. Examples included emotional control, detail orientation and collaboration. There was also a one day Resilience Training course covering topics like managing your mindset, controlling the controllables, stretching yourself, using your strengths and being aware of stress. Where possible B3Living invite in guest speakers to address staff on the topic of wellbeing, as well as inviting brave colleagues who are willing to share their personal experiences. All staff are also invited to attend a course on Mental Health First Aid to help them identify when a colleague or a resident might be suffering from mental health issues and how they might go about supporting the individual.
Since 2010 Axiom has taken part in the Housing Diversity Network's (HDN) Mentoring Programme. The HDN Mentoring Programme was originally set up in 2002 due to a need for a better pipeline for minorities into leadership positions in the housing sector. Over 25 employees have benefited from taking part in the programme, which has helped them develop as individuals through one-to-one mentoring sessions, group workshops and events. The HDN have reported that from the 2015-16 cohort of mentees, 15% were promoted during the time they were involved in the programme. There is no eligibility criteria; the programme is open to anyone who feels they would benefit from extra support to reach their own objectives. The workshops cover a range of topics with the aim of broadening knowledge of the housing sector, as well as developing a self-awareness of themselves through psychometric profiling. Axiom's CEO is a real advocate of the programme and as well as encouraging employees to take this development opportunity he participates each year as a Mentor and is involved in delivering workshops.
Through a review of Personal Development Plans and the Senior Management Team identifying potential Managers in the Association, Axiom engaged the services of a local Consultant to deliver an Introduction to Leadership and Management programme. The aim of the programme was to assist participants in gaining the basic knowledge required by a Manager, to develop basic leadership and management skills and to apply the learning to the participant's job so they become more effective. At the end of the programme all participants were given the opportunity to attend one-to-one coaching sessions with the Consultant to identify any particular areas they would like further help to develop and set goals for the next stage in their personal development. Over a two-year period, the Association has helped 20 employees to develop their management skills. At the beginning of each year every employee is set individual and corporate objectives that are reviewed on a regular basis at one-to-one meetings with their Manager. At regular intervals throughout the year The Board Of Management are also given an overview of the Department Plans and progress made in each area of the business.
Axiom have a wealth of community initiatives in place, such as membership of the Homes for Cathy Group, Cardboard Citizens, Bretton Residents Association Group, week of action, every step counts, foodbank collection, volunteering and charity fundraisers. As a member of the Homes for Cathy Group the organisation has been able to contribute to a series of events to mark the 50th anniversary of the first showing of Cathy Come Home back in 1966. The group are highlighting the continuing needs of homeless people in the run-up to the anniversary of Ken Loach's seminal television drama, which highlighted the plight of a homeless family. Axiom is also organising a range of local events and is working with the Cardboard Citizens Theatre Workshop. The organisation is currently walking its way around the world virtually, raising money for Little Miracles and Axiom Homeless Action charities. So far the company have completed 9,225 miles and even managed to stop off at the Rio Olympics! Axiom also developed the Axiom Academy, which includes Skills and Development Centres at supported projects for the homeless. These were set up in recognition that homelessness rarely occurs in isolation and is often associated with poor educational attainment. It has helped to overcome barriers that these individuals face by ensuring that learning takes place in what is effectively their own home.
Aspect Capital work with a company called the Access Project. They are a charity who connect GCSE and A-Level students in London with people who can give them one on one tutoring for an hour a week. Aspect have about six people who regularly provide Maths and Science support to students from the King Solomon Academy on the Edgware Road. Their staff also regularly volunteer to help out with wrapping presents, serving food and manning stalls at St John's Hospice's Christmas and Summer fayres. Aspect Capital and it's employees raise money for a number of charities annually and on an ad-hoc basis. Charities that they have raised money for this year include Access Project, Sands, St John's Wood Hospice and the British Lung Foundation to name just a few. After a company survey about charity the company found that employees were particularly interested in raising money for medical research and so they company set out to donate to the Francis Crick Institute, a Cancer Research centre in near their offices in London.
Although the senior management team are always looking to meet the business goals, they don't compromise the corporate values in order to achieve them. This is regularly demonstrated, whether it be not hiring someone who wouldn't fit with the values of Aspect, doing day trips to far-flung destinations to help out a member of the Sales team at a particularly challenging meeting or getting involved in any of the community and charity events. Aspect's Board members regularly sit in the Staff Hub to have lunch with the wider company and ensure they are listening to issues and they each host two Director Breakfasts every year, these breakfasts are designed to provide an opportunity for staff to ask questions in a comfortable environment. There are usually around 10 attendees. The CTO, Anthony, randomly selects support tasks to take on in order to help out the IT team when they're busy and keep his skills fresh. Anthony has an open door policy, he chairs the weekly Company meeting, gives quarterly updates on progress against the business plan to the whole company and endeavours to introduce himself to new joiners as soon after they start work at Aspect. They also rope in him to push the beer trolley round the office a couple of times a year.
Although the senior management team are always looking to meet the business goals, they don't compromise the corporate values in order to achieve them. This is regularly demonstrated, whether it be not hiring someone who wouldn't fit with the values of Aspect, doing day trips to far-flung destinations to help out a member of the Sales team at a particularly challenging meeting or getting involved in any of the community and charity events. Aspect's Board members regularly sit in the Staff Hub to have lunch with the wider company and ensure they are listening to issues and they each host two Director Breakfasts every year, these breakfasts are designed to provide an opportunity for staff to ask questions in a comfortable environment. There are usually around 10 attendees. The CTO, Anthony, randomly selects support tasks to take on in order to help out the IT team when they're busy and keep his skills fresh. Anthony has an open door policy, he chairs the weekly Company meeting, gives quarterly updates on progress against the business plan to the whole company and endeavours to introduce himself to new joiners as soon after they start work at Aspect. They also rope in him to push the beer trolley round the office a couple of times a year.
This is Ashford Borough Council's second year of choosing a local charity to support. In 2015/16 the organisation supported Pilgrim's Hospice and this year they are supporting Retreat Animal Rescue. ABC's main fundraising event is their annual staff quiz night, where teams pay to join in and local companies donate prizes for the raffle. Last year the organisation raised £600 and this year £700 on this night alone. Staff donate when participating in fun staff events, such as their bubble football tournament. The organisation also participates in the Christmas tree recycling project that Pilgrim's Hospice run every year. ABC's volunteering policy enables staff to take one day per year to work with a local organisation of their choice. The organisation employs a member of staff to run a Job Club every Monday and will support any resident that is actively looking for work through this. They provide advice on interview skills and techniques, courses and training, support with job searching, voluntary work and job applications, plus careers advice and CV workshops. ABC also work closely with a local charity called Porchlight and fund a part time dedicated member of staff to work with and assist homeless people in Ashford (often including ex-offenders and those recovering from addiction). This year ABC has contributed £30k towards this.
This is Ashford Borough Council's second year of choosing a local charity to support. In 2015/16 the organisation supported Pilgrim's Hospice and this year they are supporting Retreat Animal Rescue. ABC's main fundraising event is their annual staff quiz night, where teams pay to join in and local companies donate prizes for the raffle. Last year the organisation raised £600 and this year £700 on this night alone. Staff donate when participating in fun staff events, such as their bubble football tournament. The organisation also participates in the Christmas tree recycling project that Pilgrim's Hospice run every year. ABC's volunteering policy enables staff to take one day per year to work with a local organisation of their choice. The organisation employs a member of staff to run a Job Club every Monday and will support any resident that is actively looking for work through this. They provide advice on interview skills and techniques, courses and training, support with job searching, voluntary work and job applications, plus careers advice and CV workshops. ABC also work closely with a local charity called Porchlight and fund a part time dedicated member of staff to work with and assist homeless people in Ashford (often including ex-offenders and those recovering from addiction). This year ABC has contributed £30k towards this.
Ashford Borough Council recognise the importance of physical, emotional and financial wellbeing. They run financial seminars, highlight the importance of good mental health and encourage physical activity. Each month their staff magazine has a ‘Wellbeing Wonders' article, which focuses on a different aspect of wellness. Every Spring they also conduct a ‘Workplace Wellness Week'. This year this included mini health checks, mindfulness sessions, cycle checks, free massages, encouragement to take part in ‘On your feet Britain day', body blast classes, information about Mental Health Awareness Week and a lunchtime run. Staff receive a discounted gym membership and every month a company comes and offers staff discounted wellness treatments over the lunch period, from massages to reflexology. They also offer smoking cessation courses annually. ABC's Employee Assistance Programme provides a proactive approach to wellbeing and the organisation also offer face-to-face counselling too (eight sessions and including CBT), couples counselling and telephone counselling for family members. ABC Identify all workplace stressors and conduct risk assessments to eliminate or control the risk from stress. These risk assessments are also regularly reviewed by Managers.
Arthouse support the local Rossendale Hospice charity and regularly hold Friends and Family days whereby they post letters to the local residents and business to encourage their attendance to the Arthouse showroom onsite where they can purchase products that were previously samples or gold mark items. All proceeds are then given to the Hospice. The company support the local college and are working with them to help their students develop their skills by providing materials for their studies. They hold open days for local university students and invite market players for them to meet and develop relationships with.
Arthouse use various mechanisms to ensure that their messages are communicated throughout the business. They have many projects running at any one time and ensure that they include various areas of expertise to run the project in order to bring both a different skill set but also help people to learn about more areas of the business. They feel that this helps to reinforce their messages of communication and growth/development as Arthouse are constantly testing people to learn different things and instilling in them the nature of their business. Arthouse operate a top down communication chain whereby they proliferate key messages from Board to Management Team Meeting to Wider Management Team Meeting to Team Meeting to 1:2:1's to Individual Projects/Individuals. Twice a month, they run briefings whereby the whole business is presented to from one/a couple employees. Arthouse task each of these presenters with sharing knowledge about the business and the area they work within and thus underpinning the culture of open communication that they have here in the business. They have very keen on encouraging activity within the Social side of the business. Using mechanisms such as Yammer they have been able to embrace the social scene even more and encourage the fun in the workplace. Arthouse run a quarterly company newsletter which they fill with messages from all parts of the business and from all of their principles. They operate approximately 16 away days per year across the whole company where staff are offsite completely for focussed workshops.
Arthouse use various mechanisms to ensure that their messages are communicated throughout the business. They have many projects running at any one time and ensure that they include various areas of expertise to run the project in order to bring both a different skill set but also help people to learn about more areas of the business. They feel that this helps to reinforce their messages of communication and growth/development as Arthouse are constantly testing people to learn different things and instilling in them the nature of their business. Arthouse operate a top down communication chain whereby they proliferate key messages from Board to Management Team Meeting to Wider Management Team Meeting to Team Meeting to 1:2:1's to Individual Projects/Individuals. Twice a month, they run briefings whereby the whole business is presented to from one/a couple employees. Arthouse task each of these presenters with sharing knowledge about the business and the area they work within and thus underpinning the culture of open communication that they have here in the business. They have very keen on encouraging activity within the Social side of the business. Using mechanisms such as Yammer they have been able to embrace the social scene even more and encourage the fun in the workplace. Arthouse run a quarterly company newsletter which they fill with messages from all parts of the business and from all of their principles. They operate approximately 16 away days per year across the whole company where staff are offsite completely for focussed workshops.
Managers work the closest to their teams, so they need to be able to have supportive conversations and look out for signs of stress or a general change in their behaviour; therefore Managers regularly have effective one to one's with their colleagues. The company also provide an Employee Assistance Programme for counselling, as well as all round physical and mental health care through health assessments. This covers areas such as weight, blood pressure, nutrition and diabetes. At these appointments employees also discuss exercise plans either for the gym or at home and ARM also signpost them to their Physiotherapist if required. The company also provide resilience training to help people cope during stressful times. ARM are also currently working on a wellbeing intranet page, where all global information will be held here, for example EAP, charities, daily desk exercises, mindfulness and a place where people can leave an anonymous questions if they don't want to talk about their stress to their Line Manager or the People team.
Managers work the closest to their teams, so they need to be able to have supportive conversations and look out for signs of stress or a general change in their behaviour; therefore Managers regularly have effective one to one's with their colleagues. The company also provide an Employee Assistance Programme for counselling, as well as all round physical and mental health care through health assessments. This covers areas such as weight, blood pressure, nutrition and diabetes. At these appointments employees also discuss exercise plans either for the gym or at home and ARM also signpost them to their Physiotherapist if required. The company also provide resilience training to help people cope during stressful times. ARM are also currently working on a wellbeing intranet page, where all global information will be held here, for example EAP, charities, daily desk exercises, mindfulness and a place where people can leave an anonymous questions if they don't want to talk about their stress to their Line Manager or the People team.
ARM support over 170 organisations in their communities. In 2015, the company donated £2,297,285 to community initiatives at varying scales around the world, from large projects with UNICEF to supporting small local charities. This represents 56% of their total cash and time corporate responsibility spending. ARM support a range of different charities with the purpose of supporting those most in need, including homelessness, addition, poverty, abuse and mental health. In particular their work in the UK with The Prince's Trust saw more than 80 ARM people volunteering a total of 345 hours during the first year of a new partnership, helping to inspire some of the UK's most disadvantaged young people through STEM. Colleagues helped deliver motivational 'Get Started with Technology' courses, 'Workplace Insight' days and 'Presentation Skills' workshops. 'Get Started With Technology' helped support 111 young people to take on immersive learning projects in areas ranging from robotics to apps and also transformed their prospects in life by building key employability skills and confidence.
The CEO delivers a session on the Adviza Vision and Values at all inductions for new staff. She also telephones five staff each week to find out how they are getting on in their job and listens to any feedback about the organisation. She even sends emails, cards and notes to thank staff for excellent work that demonstrates the organisational values. The CEO and Chair did a roadshow for staff to launch the Adviza five Year Strategic Plan. Other senior staff ensure that they are visible and accessible to all staff. They are very approachable and staff feel able to contact them directly at any time. The CEO and Senior Managers also have a positive relationship with the relevant Trades Union, working with them informally to identify particular issues and consulting through the appropriate committee structure when appropriate.
Adviza are currently fundraising for Help for Harry, who is the son of an employee who has Duchene's Muscular Dystrophy. The family need adaptations made to the home to help Harry live there comfortably, so the company have undertaken a number of activities to support this fundraising. Towards the end of 2015 Adviza also set up 'Against the Grain', a furniture upcycling social enterprise to support young people who are NEET. These young people have very limited opportunities for progression and due to low academic achievement and limited basic skills are unable to find work. The organisation's social enterprise employs them on a traineeship where they learn carpentry, upholstery, painting and sewing skills in order to produce beautifully restored furniture. Furthermore, Adviza have recently recruited two prisoners to join their staff team. Whilst finishing their sentence they are working with the organisation on providing support to their fellow prisoners on opportunities for training within the prison, as well as employment and training post release.
The CEO delivers a session on the Adviza Vision and Values at all inductions for new staff. She also telephones five staff each week to find out how they are getting on in their job and listens to any feedback about the organisation. She even sends emails, cards and notes to thank staff for excellent work that demonstrates the organisational values. The CEO and Chair did a roadshow for staff to launch the Adviza five Year Strategic Plan. Other senior staff ensure that they are visible and accessible to all staff. They are very approachable and staff feel able to contact them directly at any time. The CEO and Senior Managers also have a positive relationship with the relevant Trades Union, working with them informally to identify particular issues and consulting through the appropriate committee structure when appropriate.
Adactus has been awarded the Workplace Wellbeing Charter, which was carried out independently by Health@Work and is endorsed by Public Health England. The company holds an annual Health and Wellbeing week, where employees are given the opportunity to attend events such as an Alcohol Awareness Bar, where each employee receives a free ‘mocktail' and is able to sample a selection of non-alcoholic beers and wines, all whilst learning about alcohol consumption. 14% of employees attended the last round of sessions. Developing Resilience Training is recommended for all employees, stress awareness is available for Managers to ensure they appreciate what the triggers and signs of stress might be and even Mental Health awareness training. Yoga courses have been arranged at main offices for all employees to attend, along with Chair Yoga sessions being promoted within work time. Gyms have been installed in the three main offices for all employees to use. Adactus have also introduced a Healthy Living Fund, which gives people the opportunity to apply for funding towards healthy living activities up to a maximum of £100 per annum. These activities might include things like a fishing licence, tennis lessons, gym membership, diet club subscription fees etc. In addition, an Annual Personal Performance Review process and one to one meetings are held regularly so employees can speak to their manager about any areas of concern and also eliminate stress where possible, further emphasising Adactus's commitment to employee wellbeing.
The Breathe Team are responsible for the Social Investment Fund 'breathe investment grants', or ‘BIG's', where funding is available to small scale community projects across all the neighbourhoods up to a maximum of £2000. Since the fund was introduced Adactus have supported over 750 community projects, totalling in excess of £800,000. This year the company has £225,000 available to bid for across the Adactus Group. Each project must demonstrate how it supports a specific theme and the applications are judged by Adactus residents through the Adactus500. The company's Environmental Budgets support a number of community projects, such as community gardens, allotments and biodiversity projects such as Bee Keeping. Adactus hold different dress down days within the company to support a range of charities. They have completed food bank collections and sponsored sporting events, such as the Wigan 10K and Born Survivor to raise money for an Employee's son who required a sports wheelchair. The company's giving nature is uncapped, with 30 packs being made up for a local school to deliver to another school in Sowetto and 300 shoeboxes being delivered to a Manchester homeless charity. Adactus's employability programme ‘Step Forward' is to support residents and their families into training, employment and learning. The company is engaged in a range of programmes to tackle worklessness both internally and with other providers for their general needs housing stock, hostels and supported housing. The Adactus Young Unemployed Persons Project, jobs clubs, gradate schemes, apprenticeships and a work experience programme all add to Adactus's continued commitment to getting people into employment, with the team taking referrals directly from residents and also from other departments.
Having recognised that due to their roles within the business 200 remote workers didn't have access to the company intranet, which contains employee news stories, events, interesting articles and topics, Adactus's marketing team developed a Newsletter which is now emailed to remote employees on a monthly basis. The company's Equality Street Team also meets regularly and is designed to champion equality and diversity within the business. They meet to agree events and to come up with innovative ideas to ensure people are aware of their responsibilities. The events mentioned have included a transgender person coming into the group to discuss their experiences of the process and how friends and colleagues can support them, holding a Cake Stall at the Guide Dogs Open Day, visits to a local Mosque, Coin Counting at Trafford Centre and tenants from projects making Aids Awareness ribbons to sell within the workforce Education packs for a school in Sowetto. To help promote their Equality Street Group and show their support of the LGBT community everyone took part in the Manchester Pride event this year. Adactus had a walking entry made up of 40 employees and their friends and family from across the organisation. To promote the event afterwards a video from the day was play at the CEO briefing sessions, which everyone within the company attends twice a year. Along with this Adactus have the CEO monthly newsletter, voice meetings, Senior Management lunches and employee lunches with the Senior Team. The Asset Management department has a lot of lone workers who the company likes to bring together as much as possible in the form of awaydays, so they can meet with their colleagues, share their experiences and receive communication and updates. The last one was fun based to try and ensure interaction between different trade groups. It even had a sports day theme, with people competing against one another in a range of events.
Last year saw the introduction of a free healthy breakfast bar three days a week, where staff can consume juices, smoothies, fruit and even healthy breakfasts. Throughout the year on the remaining two days 4com offer a salad and noodle bar in the Summer and a soup bar in the colder months. These are free of charge to employees and all healthy options. The company also have had a masseur in the office to relieve back and neck problems and improve posture, as well as free flu jabs for office staff and flu jab vouchers for remote workers. More recently, as part of their annual '4Com's Biggest Loser' campaign, they have linked voluntary staff weight loss with money donated to the Foundation. They regularly invite a nutrition and weight loss coach to provide dietary advice to staff members. The latest initiative they have at 4Com is the introduction of a 'Chill Out' area away from the hustle and bustle of the business, where staff can relax in a quiet environment away from the canteen or pool table areas. They are flexible with break times and maintain an open-door management policy to promote communication at all levels. The staff healthcare package includes confidential counselling as required. As a first this year, the telesales staff have received emotional intelligence training from an external specialist to enable them to control their own mind set and resilience more effectively.
4Com plc's Senior Management Team have been part of the organisation for many years and still like to promote a family feel, despite a continuous increase in its staff base. There is a constant commitment to engagement at all levels and rewarding staff for the contribution towards the success of the business. The business has a culture of 'Excellence at Everything' and there is always the investment of funding or other resource-support for training, research and development, as well as any infrastructure required to do the very best they can. The Best Companies survey acts as a benchmark regarding engagement and wellbeing of staff is at the forefront of everything 4com do. The monthly 'Free Food Friday', company update and staff awards engage staff at all levels and the lunch that follows gives them exposure to senior management. The Chairman and MD Daron Hutt was present at Tough Mudder South West to witness 41 members of his staff tackle the gruelling course for charity, seeing first-hand the camaraderie and all-round effort required to be successful. Every three months a video card is produced and posted to employees and their families detailing the company's achievements over the last quarter, what the next quarter holds and any charity/community updates. This is particularly useful for those remote workers who rarely get the opportunity to attend the 'Free Food Fridays'.
4Com plc's Senior Management Team have been part of the organisation for many years and still like to promote a family feel, despite a continuous increase in its staff base. There is a constant commitment to engagement at all levels and rewarding staff for the contribution towards the success of the business. The business has a culture of 'Excellence at Everything' and there is always the investment of funding or other resource-support for training, research and development, as well as any infrastructure required to do the very best they can. The Best Companies survey acts as a benchmark regarding engagement and wellbeing of staff is at the forefront of everything 4com do. The monthly 'Free Food Friday', company update and staff awards engage staff at all levels and the lunch that follows gives them exposure to senior management. The Chairman and MD Daron Hutt was present at Tough Mudder South West to witness 41 members of his staff tackle the gruelling course for charity, seeing first-hand the camaraderie and all-round effort required to be successful. Every three months a video card is produced and posted to employees and their families detailing the company's achievements over the last quarter, what the next quarter holds and any charity/community updates. This is particularly useful for those remote workers who rarely get the opportunity to attend the 'Free Food Fridays'.
ZPG's Leadership Team are heavily involved in the induction process for new starters. The CFO attends the company's Sales Conference and helps the remote teams understand the values, focus and mission of the business. The Leadership team also run, "An audience with..." sessions, which help provide those who are interested with a greater understanding of, and insight into, other areas of the business and is great way for those within the Leadership team to share their knowledge. The HR Team, including the Group HR Director, have designed and run a first day induction to help staff understand the company's culture, values and ways of working so they can quickly integrate into the company. To ensure they hire people who fit their culture and values and develop onward through their career they utilise a psychometric tool, which provides us with indepth profiling and interview questions.
The regular All Hands meetings encourage adoption and alignment of the company's mission, vision, values and purpose. Together with teams working on these areas specifically relating to the work they do.
Staff have access to fresh fruit and healthy snacks in both kitchen areas. They also offer ergonomic office furniture and IT equipment to ensure everyone is comfortable in their working space. Yoga and Pilates classes are offered onsite to all staff 3 times a week. The company also has a football team.
Annual salary review is linked to individual performance as assessed by appraisal process. The have introduced a comprehensive industry-leading benefits package, and give managers considerable flexibility to celebrate success and recognise staff efforts. They have Payday Friday – a simple but highly effective monthly initiative. On the last Friday of each month, they close the office two hours early, gather the whole company in the meeting space and crack open the beers (and wine) for an informal round-up of agency news. They welcome new starters, toast product launches and bid farewell to people who are moving on. Staff are then free to start the weekend early or to socialise together – which often means over 100 people descending on a local bar or outside space.
Zone encourages a collaborative culture, where open conversation is at the heart of what they do. As a result of growth over the last 12 months they have placed a huge emphasis on making office space as dynamic as possible. A newly acquired state-of-the-art office for the Bristol team has provided a fun, open-plan space which has helped shape the Bristol team's identity and boost morale. They have redesigned the London office to create more breakout spaces and informal meeting spaces. In both locations, a large kitchen space and numerous meeting spaces have encouraged more regular informal interaction between teams. This year they also launched an internal instant messaging portal, powered by Slack, which all employees have signed up to and are encouraged to use across teams and locations to encourage constant knowledge sharing and team interaction.
All staff use TimeZone, the proprietary timesheeting and project management tool, to record the projects they are working on. This gives the company a real-time overview of everyone's workload, giving managers and the leadership team a good overview of any challenges to work/ life balance. TimeZone is also used to generate all of our project estimates and resource implications, which gives good forward visibility about resource requirements. They use this data to inform freelance and permanent recruitment strategies, and where unusually heavy demands are unavoidable, they offer time off in lieu. Also offered wellbeing benefits such as healthcare, bike-to-work scheme, on-site massage, early finish every pay day and winter flu jab which is taken up by over 70% of staff. They provide fruit, toast and a coffee machine in the kitchens, alongside FairTrade coffee, organic milk and herbal teas.
The second Wellbeing Event organised by YourCash was held in October 2014 for all employees. The company invited a number of guest speakers from various companies to talk to staff about their wellbeing needs. The event ran over three days with different topics and guests attending each day. The topics included; blood pressure checks, general lifestyle advice, stress management and counselling, nutrition advice, health coaching, holistic health coaching, Confidence with colours advice and belly dancing sessions. Healthy breakfast snacks were available throughout the three day event to all staff. The feedback received from employees regarding this event was very positive. Following on from our Wellbeing Event held in October 2014 the employee feedback gathered was that staff would like to have a series of sessions. Therefore, we engaged the services of a Life and Fitness Coach for a 12 week period earlier this year to provide weekly talks twice a week, on site, on a range of life and fitness issues. The topics covered included: Breakfast/Lunch/Dinner ideas, Goal setting, Desk Exercises, The importance of Protein, Natural Living, Office Nutrition, Stress Management, Positive Thinking, To do Lists, Top Apps, Gadets and Tools, Why Core is important, Why it is important to move while at work, The importance of sleep, The Importance of calories and How to deal with things when they are not going well. Overall feedback received from those employees who attended the sessions was very positive with a number of people deciding to sign up with the coach to continue their fitness and lifestyle programme in their own time.
YourCash provides all staff with the opportunity to be rewarded and recognised on a monthly basis. The unique approach awards 100% attendance for staff. This reward consists of entering all employees with 100% attendance within that month into a prize draw for a ‘Recognition Award'. An employee is randomly picked to have an additional paid half day holiday in addition to their normal standard holiday entitlement. This reward is announced through an email to the winning employee and to the rest of the company.
The second Wellbeing Event organised by YourCash was held in October 2014 for all employees. The company invited a number of guest speakers from various companies to talk to staff about their wellbeing needs. The event ran over three days with different topics and guests attending each day. The topics included; blood pressure checks, general lifestyle advice, stress management and counselling, nutrition advice, health coaching, holistic health coaching, Confidence with colours advice and belly dancing sessions. Healthy breakfast snacks were available throughout the three day event to all staff. The feedback received from employees regarding this event was very positive. Following on from our Wellbeing Event held in October 2014 the employee feedback gathered was that staff would like to have a series of sessions. Therefore, we engaged the services of a Life and Fitness Coach for a 12 week period earlier this year to provide weekly talks twice a week, on site, on a range of life and fitness issues. The topics covered included: Breakfast/Lunch/Dinner ideas, Goal setting, Desk Exercises, The importance of Protein, Natural Living, Office Nutrition, Stress Management, Positive Thinking, To do Lists, Top Apps, Gadets and Tools, Why Core is important, Why it is important to move while at work, The importance of sleep, The Importance of calories and How to deal with things when they are not going well. Overall feedback received from those employees who attended the sessions was very positive with a number of people deciding to sign up with the coach to continue their fitness and lifestyle programme in their own time.
YCH' commitment to employee development is reflected in the amount of budget allocated to a variety of learning and development activities. Over £280,000 is allocated to professional training, ad hoc training, management development and conferences. Some 707 days were invested in training for the last financial year ranging from ad hoc one day events to degree and master level studies. YCH is in the middle of a 3 year leadership and management training programme which on completion will have seen 48 senior officers and managers attend. The programme modules support the manager's competency framework which aims to align the performance of managers across the company. HR take responsibility for arranging and promoting learning events on a corporate level (i.e. Health and Safety, Equality, Diversity & Inclusion). All training events are evaluated and reported to HR Committee on an annual basis. YCH try to employ a variety of learning methods to be able to engage as many people as possible. The most popular has been the delivery of EDI training by a theatre company.
In June this year YCH took part in a #ChallengeYCH scheme. In support of the charity, Mencap, a 5 day challenge of soil clearing, wall mending, tree cutting, fence erecting and flagstone laying commenced to create a new area for the children and adults who use the centre. Over 30 staff were involved at some stage of the project often working way beyond their contracted hours to ensure the challenge was successfully completed. Mencap have congratulated YCH on having improved the lives of those who attend the centre. The YCH Sports Bursary Scheme has been launched this year to provide funding support for people within our communities who may be excluded from sporting activities for reasons of cost. Potential beneficiaries may include individuals who are wishing to engage in a sporting activity for the first time, or those who are already established within their sport but are hoping to progress to a higher level. The objective of the Bursary Scheme is to provide support to those who are prevented from achieving these objectives, due to their personal financial limitations. Most recently a member of staff has asked members of YCH to support the charity, Young Epilepsy. The staff member has a personal connection to the charity and his request has been fully embraced by the CEO who is personally promoting the work of the charity and selling the charities goods to raise funds. The CEO has selected this this charity for his next marathon.
In June this year YCH took part in a #ChallengeYCH scheme. In support of the charity, Mencap, a 5 day challenge of soil clearing, wall mending, tree cutting, fence erecting and flagstone laying commenced to create a new area for the children and adults who use the centre. Over 30 staff were involved at some stage of the project often working way beyond their contracted hours to ensure the challenge was successfully completed. Mencap have congratulated YCH on having improved the lives of those who attend the centre. The YCH Sports Bursary Scheme has been launched this year to provide funding support for people within our communities who may be excluded from sporting activities for reasons of cost. Potential beneficiaries may include individuals who are wishing to engage in a sporting activity for the first time, or those who are already established within their sport but are hoping to progress to a higher level. The objective of the Bursary Scheme is to provide support to those who are prevented from achieving these objectives, due to their personal financial limitations. Most recently a member of staff has asked members of YCH to support the charity, Young Epilepsy. The staff member has a personal connection to the charity and his request has been fully embraced by the CEO who is personally promoting the work of the charity and selling the charities goods to raise funds. The CEO has selected this this charity for his next marathon.
World Vision UK have a dedicated development programme for new and experienced managers and leaders, that aims to develop and support them in carrying out their roles within the organisation. The programme includes The Leadership Development Programme, which is designed to provide World Vision UK with a cadre of leaders who are aligned, equipped and enthused to deliver their organisational priorities, by consistently living out the company's values and Christian identity against a set of core behaviours. The Motivational Manager is a modular programme developed to support managers, at all levels, to become highly effective people managers and enable them to manage and lead their teams well. People Management Skills Workshop - a number of workshops are provided throughout the year that up-skill new managers in the use of the company's people management systems, and the way we do things, e.g. recruitment and performance management. Coaching: all senior managers are given the opportunity to receive coaching with a qualified external coach. In addition, internal mentoring and/or coaching is available for people managers at all levels. HR Business Partner Meetings: HR Business Partners provide support to all people managers through monthly one-to-one meetings. These meetings provide managers with the opportunity to seek advice, discuss development within their teams and raise any concerns they may have regarding people management. Acting Up & Secondments: when opportunities arise, managers are encouraged to act up into more senior positions and/or take up secondments into roles, which will enable and encourage their personal and professional development.
As a Christian organisation, World Vision UK encourages everyone to live their faith in the workplace and this helps to reflect the values of the organisation. People are free to speak their mind and give clear and accurate feedback. There are 17 senior leaders in the organisation, including The Executive Leadership Team (ELT), and they meet regularly to ensure alignment. All leaders are encouraged to lead an All Staff Devotions at least once a year and the ELT meets together on a weekly basis for a time of prayer and devotion. Directors attend drop-in meetings, along with the CEO, during which staff are invited to ask questions of the Senior Leadership. This encourages transparency in the way the organisation is run and how decisions are made. Each senior leader holds regular team meetings and one-to-ones with their direct reports; operating an open door policy and offering pastoral support for those in their teams. Leaders at World Vision do not ask of others things they are not prepared to do themselves and although some people have more authority and responsibility than others, the culture is not hierarchical.
World Vision UK have a dedicated development programme for new and experienced managers and leaders, that aims to develop and support them in carrying out their roles within the organisation. The programme includes The Leadership Development Programme, which is designed to provide World Vision UK with a cadre of leaders who are aligned, equipped and enthused to deliver their organisational priorities, by consistently living out the company's values and Christian identity against a set of core behaviours. The Motivational Manager is a modular programme developed to support managers, at all levels, to become highly effective people managers and enable them to manage and lead their teams well. People Management Skills Workshop - a number of workshops are provided throughout the year that up-skill new managers in the use of the company's people management systems, and the way we do things, e.g. recruitment and performance management. Coaching: all senior managers are given the opportunity to receive coaching with a qualified external coach. In addition, internal mentoring and/or coaching is available for people managers at all levels. HR Business Partner Meetings: HR Business Partners provide support to all people managers through monthly one-to-one meetings. These meetings provide managers with the opportunity to seek advice, discuss development within their teams and raise any concerns they may have regarding people management. Acting Up & Secondments: when opportunities arise, managers are encouraged to act up into more senior positions and/or take up secondments into roles, which will enable and encourage their personal and professional development.
Workplace Systems Ltd believe the key to communicating the vision is firstly to involve the entire company in the development of the vision in the first instance and secondly to regularly re-enforce the vision with both new starters and existing employees. Consistent with the company culture, Workplace Systems Ltd engaged the entire company in the development of their vision statement and values. They revisit the vision annually to evaluate whether they need to pivot in certain areas; again, feedback from the entire Company is considered when making changes. Workplace Systems Ltd believe the key to communicating the vision is to discuss it regularly and to make it available in multiple media formats. The company communicate it in a number of ways: Face-to-face: the vision statement and values are communicated at offsite company events, at CEO ‘All Hands Briefings' and as a core part of the induction process, on the company intranet: the vision, business plan and values are all available on the intranet (called ‘The Bridge'). Workplace Systems Ltd use other tools, such as TribeHR, to bring the values to life using a recognition/ feedback tool called ‘Kudos', which provides an ongoing opportunity for colleagues to publicly recognise each other's efforts and identify which of the company values those efforts align with by awarding Kudos badges. During the last quarter of 2014 Workplace Systems Ltd held a ‘Values in Action' initiative to promote and recognise the colleagues who had embodied/ delivered the values in the business. These were then promoted via an on-line ‘Values in action' advent calendar.
Workplace Systems Ltd believe the key to communicating the vision is firstly to involve the entire company in the development of the vision in the first instance and secondly to regularly re-enforce the vision with both new starters and existing employees. Consistent with the company culture, Workplace Systems Ltd engaged the entire company in the development of their vision statement and values. They revisit the vision annually to evaluate whether they need to pivot in certain areas; again, feedback from the entire Company is considered when making changes. Workplace Systems Ltd believe the key to communicating the vision is to discuss it regularly and to make it available in multiple media formats. The company communicate it in a number of ways: Face-to-face: the vision statement and values are communicated at offsite company events, at CEO ‘All Hands Briefings' and as a core part of the induction process, on the company intranet: the vision, business plan and values are all available on the intranet (called ‘The Bridge'). Workplace Systems Ltd use other tools, such as TribeHR, to bring the values to life using a recognition/ feedback tool called ‘Kudos', which provides an ongoing opportunity for colleagues to publicly recognise each other's efforts and identify which of the company values those efforts align with by awarding Kudos badges. During the last quarter of 2014 Workplace Systems Ltd held a ‘Values in Action' initiative to promote and recognise the colleagues who had embodied/ delivered the values in the business. These were then promoted via an on-line ‘Values in action' advent calendar.
Workplace Systems Ltd believe the key to communicating the vision is firstly to involve the entire company in the development of the vision in the first instance and secondly to regularly re-enforce the vision with both new starters and existing employees. Consistent with the company culture, Workplace Systems Ltd engaged the entire company in the development of their vision statement and values. They revisit the vision annually to evaluate whether they need to pivot in certain areas; again, feedback from the entire Company is considered when making changes. Workplace Systems Ltd believe the key to communicating the vision is to discuss it regularly and to make it available in multiple media formats. The company communicate it in a number of ways: Face-to-face: the vision statement and values are communicated at offsite company events, at CEO ‘All Hands Briefings' and as a core part of the induction process, on the company intranet: the vision, business plan and values are all available on the intranet (called ‘The Bridge'). Workplace Systems Ltd use other tools, such as TribeHR, to bring the values to life using a recognition/ feedback tool called ‘Kudos', which provides an ongoing opportunity for colleagues to publicly recognise each other's efforts and identify which of the company values those efforts align with by awarding Kudos badges. During the last quarter of 2014 Workplace Systems Ltd held a ‘Values in Action' initiative to promote and recognise the colleagues who had embodied/ delivered the values in the business. These were then promoted via an on-line ‘Values in action' advent calendar.
Wessanen UK encourage everyone at their Beaminster and Camberley sites to take part in our local community. At both locations the company have developed strong links with local schools. With Hawley Primary School, (Camberley), Wessanen UK link in with the school curriculum to run a variety of interactive classes for up to 90 children, teaching them about the importance of nutrition and where different foods come from and what they look like. The class where they learnt and tasted the difference between cow, soya, rice and almond milk was hugely successful! At Beaminster, the company regularly visit local schools and colleges to excite pupils about the world of food manufacturing, talking to them about what we do, the roles and types of careers available. Wessanen UK also take part in IGD's (a food and consumer goods-focused research and training charity) annual “Feeding Britain's Future” initiative, helping 16-24 year olds to find careers in food production. Other community initiatives include supporting local farmers by buying fruit for the offices, and taking part in local fairs. Wessanen UK respond to a wide range of requests and fund-raising activities, including the Bridport First Responder Unit, Scouts, and Cancer Research UK - our Company Charity 2015. The company's community reach extends beyond the UK. As a Fairtrade company they support charities work across the world; in particular on tea estates from where the company's raw materials are sourced. Wessanen UK are RSPO (Roundtable on Sustainable Palm Oil) accredited and they support three CarbonNeutral projects in Madagascar, India and Brazil, sharing regular updates with employees.
Wessanen UK encourage everyone at their Beaminster and Camberley sites to take part in our local community. At both locations the company have developed strong links with local schools. With Hawley Primary School, (Camberley), Wessanen UK link in with the school curriculum to run a variety of interactive classes for up to 90 children, teaching them about the importance of nutrition and where different foods come from and what they look like. The class where they learnt and tasted the difference between cow, soya, rice and almond milk was hugely successful! At Beaminster, the company regularly visit local schools and colleges to excite pupils about the world of food manufacturing, talking to them about what we do, the roles and types of careers available. Wessanen UK also take part in IGD's (a food and consumer goods-focused research and training charity) annual “Feeding Britain's Future” initiative, helping 16-24 year olds to find careers in food production. Other community initiatives include supporting local farmers by buying fruit for the offices, and taking part in local fairs. Wessanen UK respond to a wide range of requests and fund-raising activities, including the Bridport First Responder Unit, Scouts, and Cancer Research UK - our Company Charity 2015. The company's community reach extends beyond the UK. As a Fairtrade company they support charities work across the world; in particular on tea estates from where the company's raw materials are sourced. Wessanen UK are RSPO (Roundtable on Sustainable Palm Oil) accredited and they support three CarbonNeutral projects in Madagascar, India and Brazil, sharing regular updates with employees.
The management team at Wessanen UK recognise their responsibility to lead by example, aligning their behaviours and way of working with the company values. Trust is a ‘given'. The management team speak openly, honestly and directly even when the message is difficult; sharing ideas and information at the earliest opportunity; being inclusive and entrusting people with confidentiality. Wessanen UK aim to create an environment for break-through thinking, where people restlessly look for innovative thinking and approaches, seeking out new things; building on ideas; encouraging individuals to put forward new concepts and viewpoints. The company ask direct, challenging questions: encourage curiosity; inspire active participation and they like everyone to question the status quo. Everyone is treated as a unique person. Wessanen UK remember key events (birthday, anniversaries, holidays); people's families and holidays are considerate and the company are flexible about unique needs or circumstances, they provide help and support and listen to and respect what is said. Wessanen UK ensure they give timely recognition from a sincere ‘thank you' to public recognition and awards. The company feel their role is to inspire and motivate everyone to meet challenges head on and to succeed – to be the best they can. Whatever their role, they develop an in-depth knowledge of their internal and external customers so that they can speak with sincerity. The company treat their suppliers as trusted business partners working in mutual collaboration; setting and meeting high expectations, while being swift to respond to questions. Every day Wessanen UK talk proudly about their products, their quality, as well their company's sustainability credentials.
WaterAid's vision is clear, short and concise, and they frequently communicate it in the concise phrase of “everyone, everywhere by 2030”. This phrase is a constant presence across all internal and external communications, and a particularly effective way of embedding their mission in the consciousness of all WaterAid employees. In their most recent global employee survey, 95% of staff reported having “a good understanding of WaterAid's overall vision and mission”. The company share stories from their work on the ground in their bi-weekly newsletter, at their weekly meetings and via Yammer to ensure that all employees are kept informed of progress and see the impact of their work on achieving the company's mission. WaterAid's mission and vision, and particularly their values are reinforced constantly, for example in their physical office space via posters and other resources, through activities such as their values awards and My WaterAid Week. This is a celebratory week in May, which is themed around their values and including, amongst other things, a cake-baking competition.
WaterAid do a number of different activities as part of Giving Something Back and are currently considering a 'volunteering' day for their staff to get further involved with the local community. The company have a collection annually for the local food bank (this is usually close to Christmas) and many people use their office space to raise funds for their own charities and WaterAid allow the use of their communication channels. They are also part of the Business Improvement District for Vauxhall; this is a group of local businesses who support initiatives to improve the area. The company have recently had a payroll giving day, where they became the first charity to win a platinum award for their management sign up of employees on the scheme. They had 33 of their staff sign up to this on one day. This is a way for staff to contribute to a charity via their salary, under a salary sacrifice scheme, which is tax free. This can be any charity, not just WaterAid.
WaterAid do a number of different activities as part of Giving Something Back and are currently considering a 'volunteering' day for their staff to get further involved with the local community. The company have a collection annually for the local food bank (this is usually close to Christmas) and many people use their office space to raise funds for their own charities and WaterAid allow the use of their communication channels. They are also part of the Business Improvement District for Vauxhall; this is a group of local businesses who support initiatives to improve the area. The company have recently had a payroll giving day, where they became the first charity to win a platinum award for their management sign up of employees on the scheme. They had 33 of their staff sign up to this on one day. This is a way for staff to contribute to a charity via their salary, under a salary sacrifice scheme, which is tax free. This can be any charity, not just WaterAid.
All company staff has free access outside of office hours to the onsite gymnasium, with cardiac, weights and strength machines. Ok, other companies have a gym - but the real innovation at Checkatrade is that they also employ two full time Personal Trainers and every member of staff can have a free Wellness Session in work time every 2 weeks. The take up on gym and nutrition initiative is significant - anecdotal evidence suggests around 80%. Members of staff can chose their own activity at Wellness sessions which include: Personal Training sessions Individual eating plans and nutritional advice Shopping for the right food, Yes the trainer will take staff shopping! Fitness planning and home workout plans Sports injury and general massage Sea swimming sessions .Bike rides Circuits training and regular running sessions. There are Company cricket and football teams, spin classes and self-defence classes. The company have entered running teams into the Chichester Corporate Challenge and regularly organise staff sport challenges. A recent initiative was to open a Common room for employees, free PC and print access, table football, snooker, play station. People use the ‘Hub' for weekly therapeutic craft project evenings and just to relax. It brings people together, and many friendship groups have formed through the gym and the Hub. Mutual support is very strong in the company and doubtless underpins people's wellbeing.
This year the company completed a £350,000 project for Redwood Park School for mentally challenged young adults. It was a complete rebuild of sports changing facilities and swimming pool refurbishment. The company actively promote their generous charity leave policy whereby staff can volunteer for up to a week. One staff member has recently returned from a week at a holiday camp for adults with disabilities and said it was incredibly humbling, rewarding. Through the Checkatrade Foundation, the company support local, national and international causes; they funded a life-saving defibrillator and training for 12 staff at a primary school near their head office in Selsey. Seal School is where many staff went to school or have children there now and the company were delighted to help. They organised a football match at Crawley Town football ground raising money from staff and the public who wanted to play and spectators and raised £1280. This was divided equally between Chestnut Tree House children's hospice and the Nepal appeal following the earthquake. The cheques were presented to both at a recent game. North East: office took part in the Edinburgh 10k while there is a team running the Great South Run at the end of October. They have sponsored local football teams in Newcastle and Chichester with new kit. Staff play on the teams and it's great to see them come together and play regularly.
All company staff has free access outside of office hours to the onsite gymnasium, with cardiac, weights and strength machines. Ok, other companies have a gym - but the real innovation at Checkatrade is that they also employ two full time Personal Trainers and every member of staff can have a free Wellness Session in work time every 2 weeks. The take up on gym and nutrition initiative is significant - anecdotal evidence suggests around 80%. Members of staff can chose their own activity at Wellness sessions which include: Personal Training sessions Individual eating plans and nutritional advice Shopping for the right food, Yes the trainer will take staff shopping! Fitness planning and home workout plans Sports injury and general massage Sea swimming sessions .Bike rides Circuits training and regular running sessions. There are Company cricket and football teams, spin classes and self-defence classes. The company have entered running teams into the Chichester Corporate Challenge and regularly organise staff sport challenges. A recent initiative was to open a Common room for employees, free PC and print access, table football, snooker, play station. People use the ‘Hub' for weekly therapeutic craft project evenings and just to relax. It brings people together, and many friendship groups have formed through the gym and the Hub. Mutual support is very strong in the company and doubtless underpins people's wellbeing.
Values are communicated from first interview through to continuous employment. The Achieve More Together quarterly award is a constant reminder of the importance placed on the values. The values are appraised as part of the annual appraisal process. Posters displaying the values are present in all offices and meeting rooms. The company strategy is not only communicated to all employees, but employees are reminded at regular Communication Meetings of progress, updates and reminders.
Continual training throughout the year. Regular 1:1 meetings with feedback from MD. Team lunches prior to monthly management meetings. HR support to manage consistency and help managers with employee issues. Development Action Plan in place linked to succession planning including all key position in the Vetoquinol Group . Individual coaching as and when required.
The company have Achieve More Together Award which is a quarterly cash bonus of £500 net to reward an employee or team who best display the company values. Nominations are invited from all employees.
The company has participation in the Global Corporate Challenge with www.gettheworldmoving.com. Teams of seven from companies globally participate in the 16-week programme. GCC focuses on encouraging people to increase their daily step count from 3,000 steps a day to 10,000 steps per day. There was a marked increase in lunch time walks, weekend hikes and cycling to work over the summer. They have implemented a technology suite which enables extremely easy home working. Employees have a full range of telephony and video conferencing tools (UCOffice, Skype for Business) and webinar facilities (GoToMeeting) to enable them to work together remotely. Their remote access facilities are second to none, with no tokens/cards required, laptops simply link to employees' broadband with a direct link through to Version 1. Microsoft OneDrive and SharePoint tools allow them to share and work together on documents and proposals seamlessly. All of these tools mean that whether an employee is working from home, from a different office or from a hotel, they have the same easy Version 1 technology experience. This considerably reduces stress and time overheads.
The Version 1 Profit Share is paid quarterly to all eligible employees. This is dependent on them achieving quarterly targets on all three sides of the triangle, namely customer satisfaction, profitability and employee engagement. Maintaining the focus and momentum on these quarterly targets has been a key driver of their success. On average 95% of employees meet the eligibility criteria and payments translate into between 20% - 25% of net profit being shared with employees. The profit share scheme remains one of their biggest ways of saying thank you as each employee receives a letter outlining their quarterly profit share and the total for the year to date. In addition, each letter is personally signed by their COO includes some personalised messages. In 2014, they introduced the Version 1 Growth Share Scheme. This is a share scheme which allows managers to share in the company's growth and for them to become real shareholders. This provided them with extra meaning and connection and has led to 25 additional people actively engaged. In addition to paying for employee referrals, they also offer cinema nights, restaurant vouchers and concert tickets to those who refer someone who is interviewed (even if they don't result in a new hire).
The company has participation in the Global Corporate Challenge with www.gettheworldmoving.com. Teams of seven from companies globally participate in the 16-week programme. GCC focuses on encouraging people to increase their daily step count from 3,000 steps a day to 10,000 steps per day. There was a marked increase in lunch time walks, weekend hikes and cycling to work over the summer. They have implemented a technology suite which enables extremely easy home working. Employees have a full range of telephony and video conferencing tools (UCOffice, Skype for Business) and webinar facilities (GoToMeeting) to enable them to work together remotely. Their remote access facilities are second to none, with no tokens/cards required, laptops simply link to employees' broadband with a direct link through to Version 1. Microsoft OneDrive and SharePoint tools allow them to share and work together on documents and proposals seamlessly. All of these tools mean that whether an employee is working from home, from a different office or from a hotel, they have the same easy Version 1 technology experience. This considerably reduces stress and time overheads.
Earlier this year, every team in the company took part in a team building training session called 'Building Incredible Relationships'. The sessions explored team members preferred styles through Myers Briggs profiles in order to help them better understand themselves, others in their teams and how they worked. With a view to helping people better manage their stress levels and maintain optimal personal performance, the sessions also explored which behaviours, situations or interactions might provoke positive and negative responses in people. It encouraged people to share these with colleagues and helped them identify strategies for maintaining positive personal performance. The sessions also introduced a common language for people to use to help colleagues understand and support colleagues when they responded negatively to behaviour, situations or interactions with others.
UKTV's Management Academy is now in its fourth successful year. This is the company's bespoke 12 month programme for colleagues new to people management that gives them the skills, tools and confidence to be great people managers. This extensive programme covers topics such as coaching & feedback, employment law, diversity and developing teams. All participants have a 360 feedback process at the beginning and end of the programme which gives them the chance to reflect on their own progress during the year. There are 14 participants this year, which is the most yet, and the programme has gained real kudos across the company with people very keen to nominate themselves. Each year they celebrate the achievements of the participants with a 'Graduation Ceremony' at all staff meetings where they receive their certificates and a bottle of fizz!
The company's 'Bank of Me' programme started to rollout this year. This one day session is a highly experiential day and is all about reflecting on how much they invest in themselves and what they do that actually withdraws from the ‘Bank of Me'. UKTV has made an ongoing commitment to investing in people as part of their drive towards ensuring they have exceptional people in a brilliant workplace succeeding through incredible relationships. During the session, the facilitators explore how colleagues are managing their emotions when they might find themselves in challenging situations, and this builds on previous Building Incredible Relationships sessions. It's a unique opportunity to be part of a day that draws on the experiences of high performers, including those of Steve Williams OBE and twice Olympic Gold medallist. Colleagues explore what it takes to sustain high performance in business and ensure they're investing enough in themselves on a day-to-day basis to perform at their best and manage their own positive wellbeing. The holistic approach of the day involves elements which help support wellbeing, including tips on diet, sleep and physical exercise.
Travelzoo is very generous with time; there are multiple initiatives ongoing in the UK including an annual charity cycle from London to Paris, weekly volunteering at Suited and Booted; blood donations; Christmas gift boxes for children; refugee clothing collection; various races and competitions that sponsor the favoured company charity, Open Arms Malawi.
Monthly and quarterly financial awards to specific employees for specific achievements (best deal, greatest case study, highest rated deal, best team work etc.).
Monthly and quarterly financial awards to specific employees for specific achievements (best deal, greatest case study, highest rated deal, best team work etc.).
This is year two of Town and Country Housing Group ‘Journey to Customer Excellence', a customer experience programme based on empowering staff; encouraging teamwork; and promoting customer service. Cross team working groups were established and asked to develop ideas that would benefit the Group. The ideas were presented by each Group at the staff conference in December 2014 with many of ideas being taken forward. For example, the development of an app for tenants to facilitate mobile access to their account. One of the groups established was the 'Buddy' group. The role of a Buddy is to help new members of staff settle into the organisation and highlight the Group's commitment to customer excellence. Buddies explain what this means in practice using the 'brilliant basics' - a shared commitment to responding to all customers promptly and resolving problems at the earliest stage. Another idea that has been implemented is a shadowing scheme to facilitate understanding of other team's, their roles. The scheme was established in April 2015 with positive feedback and good take-up. This summer continuous improvement groups from across the organisation have also been established with a view to improving organizational wide issues, such as the mutual exchange process. The recent challenge for the cross team working Groups was to develop ideas for community action days. Staff ran sessions to support tenants during Customer Service Week and the activities culminated in a highly successful family fun day run by staff with the theme of managing Christmas on a budget.
All of the staff at Town and Country Housing Group are familiar with the vision and values of the group, there are posters all around the building and all new starters receive a copy of the vision and values in their induction pack. The values are replicated on mouse mats, calendars and even sweets! that are given to new starters. The values were central to the development of competencies for managers and staff and to the development of the customer experience programme. Living the values is a key theme and links into the company's customer service goals; responding to queries promptly, respecting others, being responsive and taking ownership. The values are also held on the website and are part of the golden thread that links what Town and Country Housing Group do in terms of service delivery to their values. Pride is the first value and the one most people identify with. The Buddies, who mentor new staff, go through the values with them at a face to face meeting. New managers have a delivery plan that stems from the company vision and values and is monitored through the leadership group on a monthly basis. The company's internal training programmes will also be aligned more closely to their values from next year.
All of the staff at Town and Country Housing Group are familiar with the vision and values of the group, there are posters all around the building and all new starters receive a copy of the vision and values in their induction pack. The values are replicated on mouse mats, calendars and even sweets! that are given to new starters. The values were central to the development of competencies for managers and staff and to the development of the customer experience programme. Living the values is a key theme and links into the company's customer service goals; responding to queries promptly, respecting others, being responsive and taking ownership. The values are also held on the website and are part of the golden thread that links what Town and Country Housing Group do in terms of service delivery to their values. Pride is the first value and the one most people identify with. The Buddies, who mentor new staff, go through the values with them at a face to face meeting. New managers have a delivery plan that stems from the company vision and values and is monitored through the leadership group on a monthly basis. The company's internal training programmes will also be aligned more closely to their values from next year.
Senior management are required to adhere to TotalMobile's core 'People Values'. These are 6 behaviours that were identified as being core to the success of the business. The company recognise that while skills are important to the organisation, so too are the behaviours and attitudes that their people exhibit, in every position. The company refer to these as the ‘HOW' in terms of how they achieve their objectives, not just ‘WHAT' they achieve. The 6 values include how: They need smart people with the right attitude, they are all committed to continuous learning and improvement, and they support their people through the performance culture. Reward people for excellence and are socially responsible To reinforce the importance of the values, the Top Team of senior managers took part in a video which promoted the values and explained their importance. Senior managers and staff are measured against adherence to these through the performance review process. Where there are not being exhibited, then an action plan is agreed to address the shortcoming. In addition to this all managers must exhibit separate 'management and leadership values which include: I support staff and manage their performance, I make decisions effectively, I empower staff to come up with solutions to problems, I behave with integrity and treat people fairly and consistently, I treat people with respect and with empathy, I am approachable. Again, these are reviewed during performance reviews and remedial action taken where necessary.
Senior management are required to adhere to TotalMobile's core 'People Values'. These are 6 behaviours that were identified as being core to the success of the business. The company recognise that while skills are important to the organisation, so too are the behaviours and attitudes that their people exhibit, in every position. The company refer to these as the ‘HOW' in terms of how they achieve their objectives, not just ‘WHAT' they achieve. The 6 values include how: They need smart people with the right attitude, they are all committed to continuous learning and improvement, and they support their people through the performance culture. Reward people for excellence and are socially responsible To reinforce the importance of the values, the Top Team of senior managers took part in a video which promoted the values and explained their importance. Senior managers and staff are measured against adherence to these through the performance review process. Where there are not being exhibited, then an action plan is agreed to address the shortcoming. In addition to this all managers must exhibit separate 'management and leadership values which include: I support staff and manage their performance, I make decisions effectively, I empower staff to come up with solutions to problems, I behave with integrity and treat people fairly and consistently, I treat people with respect and with empathy, I am approachable. Again, these are reviewed during performance reviews and remedial action taken where necessary.
Senior management are required to adhere to TotalMobile's core 'People Values'. These are 6 behaviours that were identified as being core to the success of the business. The company recognise that while skills are important to the organisation, so too are the behaviours and attitudes that their people exhibit, in every position. The company refer to these as the ‘HOW' in terms of how they achieve their objectives, not just ‘WHAT' they achieve. The 6 values include how: They need smart people with the right attitude, they are all committed to continuous learning and improvement, and they support their people through the performance culture. Reward people for excellence and are socially responsible To reinforce the importance of the values, the Top Team of senior managers took part in a video which promoted the values and explained their importance. Senior managers and staff are measured against adherence to these through the performance review process. Where there are not being exhibited, then an action plan is agreed to address the shortcoming. In addition to this all managers must exhibit separate 'management and leadership values which include: I support staff and manage their performance, I make decisions effectively, I empower staff to come up with solutions to problems, I behave with integrity and treat people fairly and consistently, I treat people with respect and with empathy, I am approachable. Again, these are reviewed during performance reviews and remedial action taken where necessary.
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