What are companies doing with regards to 'Giving Something Back'

The company has set up a new reading corner to offer a quiet spot for staff to take some time out on breaks to read. It offers a library of books to choose from and take home. Reading has benefits for mental well-being, including reducing stress, improving sleep and boosting emotional intelligence.

Internal training concentrates on improving skills, such as getting to grips with Excel. External training provides staff with fresh and innovative learning that cannot be done in-house. Mentors play a critical role in coaching new joiners. Digital training aims to cover standard subjects required for new staff and refresher courses for others.

There are two mental health e-learning training packages available to staff and students and two mental health first-aiders on site. An employee assistance programme offers support, advice and information. Confidential counselling and online cognitive behavioural therapy sessions are provided.

Team away-days take place at the group's outdoor activity centre, the Anderton Centre, in Rivington, Lancashire's mini Lake District. Managers work in partnership with centre staff to run water- and land-based adventure and problem-solving activities as team-building exercises.

New employees are part of the eduMe family before they even start. They get a welcome gift in the post, frequent check-ins, and introductory courses. Every new joiner gets a 30, 60 and 90-day joining plan and two buddies – one from their team and one from the wider company.

Every employee gets £500 a year to spend on learning and development. They are free to spend it on courses, conferences or books – anything to boost their skills and flourish personally or professionally. Developing a collective skillset is seen as a way to grow the business.

Staff nominate colleagues who have lived by one of the five company values. The nominations are announced by the executive team in company-wide meetings and/or sent to the individual’s line manager for discussion during one-to-one meetings and reviews. Annual awards are voted for by staff. Winners receive an extra £500 from the company's 'passion fund'.

Every department has had more flexibility about where they work over the past 18 months. Applications to work fully remotely/overseas have been considered on a case-by-case basis. All team members have been able to decide how much time they want to spend in office. The only exception is the product development team.

Huler wants to ensure staff feel as through they have a voice and the company fosters a friendly and open work environment. It offers different avenues for employees to share their opinions and feedback in a safe environment. Staff are encouraged to give "in the moment" feedback to their managers, peers and the people team.

Staff have access to a learning and development budget, which can be used to improve soft skills or role-specific skills, and to gain formal qualifications. Employees are given protected time to learn, grow and develop and e-learning modules are tailored to meet their needs.

Quarterly company meetings have become a global forum, where strategy is shared, work showcased, staff successes recognised and progress in terms of the organisation's principles demonstrated. A pass-the-mic section allows staff to share personal inspirations. Regular informal open-mic sessions with food and drink give staff the chance to ask questions or seek clarification.

The company salary-benchmarks roles annually to keep employees' pay in line with the industry. It means staff who have been with Wolff Olins for a long while do not need to jump ship to get better pay. It doesn't negotiate on salaries to avoid promoting a "those who shout loudest win" culture.

Sphere offers enhanced paternity pay, flexible working hours and 3pm finishes on Fridays. Quarterly and twice-yearly pay reviews are based on targets and are not at the discretion of a manager, in order to eliminate bias.

Staff turnover is below the industry average — 18%, versus an industry average of 40%. Sphere believes that the clarity and transparency it ensures with regard to training, progress, commission, pay and incentives helps to retain employees.

The company aims to ensure that when staff request time off at short notice, it can be accommodated. Close communication has been kept with anybody who is suffering using texts or taking them out for lunch or coffee to engage in supportive conversation.

A visit to a theme park makes up the annual team-building event, and there are others during the year to enhance communication between colleagues. Engagement is also encouraged through Christmas parties, early finishes, dress-down days, exclusive discounts and free treats and gift vouchers for good customer service feedback.

The board and senior leadership team demonstrate the company values of "we care", "we are helpful" and "we are straight-talking" by having an open-door policy for staff, and staff suggestion scheme. Board members take part in walk-abouts in the warehouses so that the operations team can ask them questions directly.

Family and friends of staff join in at the annual Family Fun Day, which includes children’s games, raffles, refreshments, a local radio DJ, a tombola, an arts and crafts table and Santa’s grotto. Money raised goes to charity. Staff achievements and successes are celebrated on the day with an awards ceremony.

One of the organisation's values is inclusivity, and senior leaders demonstrate their commitment to it by sitting on the diversity and inclusion committee and playing a leading role in promoting inclusive practices. Being supportive is another value and senior leaders aim to help and encourage staff through regular one-to-one meetings.

The online reward and recognition scheme enables staff to send a thank-you card to a colleague who they feel has gone above and beyond. There are employee- and team-of-the-month awards. Individual staff receive an extra day's leave and team winners are given a half-day each.