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The annual appraisal process allows individuals to set objectives with their manager and these are reviewed throughout the year to ensure goals are reached. This provides the basis for two promotion waves within the year where individuals are put forward for progression.
Physical and mental wellbeing has been a key focus during the pandemic. IFF introduced a range of initiatives to boost positivity and the general welfare of staff from weekly wellbeing updates to team movement challenges, regular surveys and engagement audits. It also promoted its employee assistance programme to all employees.
For Christmas, instead of giving gifts to clients, IFF donated to two charities on their behalf. By supporting homeless charity Centrepoint and The Trussell Trust which support foodbanks, IFF was able to help others at need last Christmas. Staff also get two paid volunteering days a year.
Annual awards and ‘Spin to Win' vouchers thank brilliant staff with holidays, electrical gadgets, days off and lie ins. Ice Comms' entire operations team were given a £500 voucher at Christmas in recognition of the especially challenging time they have had. Senior managers sit amongst their teams to improve communication.
Online training courses are readily available and those taking part are rewarded with £50. There is regular customer service and compliance training, and performance is monitored on a daily basis with live data. All senior managers sit amongst their teams so friendly advice is never too far.
Staff taking part in The Yorkshire Three Peaks Challenge, a 24-mile, 5200ft climb across the Yorkshire Dales National Park, raised more than £20,000 for a local hospice. Ice Comms also offsets its carbon emissions with a tree planting scheme, which employees will be able to partake in.
Huel says it likes to have fun in the workplace and has set up “amusement alliances” of three people from each office to run social events for six months, giving them a budget and project management responsibility that encourages negotiating and presentational skills.
Every month, teams use a specially-created app to put forward two members who they think have done an outstanding job, in accordance with company values, for the “Huel Of Fame.” Senior managers choose two employees every month for a £1,000 award.
1% of company profit is given to initiatives that support sustainable nutrition such as Eat Forum, a science-based initiative aiming to transform the global food system. Employees are to be encouraged, once the pandemic is over, to give a working day per year to tree planting or working at a food bank.
HWCC has continued to support professional development including degree apprenticeships. Managers have access to the training courses and webinars the Chamber has organised for external businesses which range from building resilience to managing mental health during the Coronavirus crisis and leading through change and uncertainty.
Morale boosting activities included quizzes, origami making, a sunflower growing contest and the 12@12 initiative - 12 minutes of exercise at noon to encourage staff to get away from their desk. During the initial lockdown HWCC also introduced a Friday Pause at 4 to encourage employees to meditate.
During the pandemic, HWCC has provided a day's paid leave for employees to take part in charity work. Fundraising events included a virtual Macmillan Coffee Morning and a short comedy festive video it made for a virtual carol service to raise money for the local food bank.
Staff get an annual £200 grant to put towards hobbies, activities or training to support their wellbeing and happiness. Golding has also launched a wellbeing programme and a range of activities have also been kept morale high including quizzes, water cooler chat moments, huddles, virtual coffees and lunches.
The remuneration package includes 28 days annual leave in addition to bank holidays, company pension contribution and life assurance plus flexible benefits, including a health cash plan, the opportunity to buy additional holiday, a cycle to work scheme, an onsite gym, and retail discounts
In response to the pandemic Golding launched a hardship fund giving £100 to residents struggling financially for essentials such as food, gas, and electricity. It also donated to homelessness charity, Porchlight and Maidstone Winter Churches Shelter, providing 55 hot meals over Christmas and sent hampers to local charities.
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GPS's Learning and Development Programme offers one to one coaching and mentorship for all managers. Breakfast Brainstorms and Lunch and Learns are available to all and bimonthly virtual presentations keep everyone in the loop. Through its emerging leaders programme participants receive the Star Manager level 4 certificate.
Company healthcare, assistance plans and financial wellbeing sessions help its workforce keep well. Nobody was obliged to return to the office full time once its doors opened and flexible working is supported. Home office equipment was offered to all staff during the pandemic to ensure their physical wellbeing.
A signatory of the Women in Finance Charter, GPS is dedicated to promoting female talent in the sector. Men are also supported and last November staff raised money for mental health charities by taking part in Movember. Virtual breakfasts and blog posts also helped spread awareness of men's health issues.
It was paramount for the company to maintain a regular training rhythm during the pandemic and digital learning made sessions more flexible. The company ran an onboarding session with the education team to allow new starters to understand better the history, culture and products.
The firm also increased the frequency of 1-1 catch ups, introduced a virtual Covid hub with key information on mental health and wellbeing including managing yourself and others and it also launched a Facebook page to share additional social activity.
For 16 years ghd has supported Breast Cancer Charities globally and has helped raise $20 million through annual limited-edition collections and awareness campaigns. It no longer uses silica gel within its supply chain, replacing it with a non-toxic, chemical free and is fully biodegradable.
Development opportunities include the Leading the Way and Momentum management programmes and apprenticeships to develop new talent. Recent training has included how to effectively manage and support remote teams, a mental fitness training workshop, safety training and courses in competition law and anti-bribery.
During the pandemic the Fulcrum family swung into action with daily wellbeing calls to every employee, helping colleagues stay in contact by encouraging virtual cuppas and lunch dates, TikTok challenges and online competitions. Line mangers also had weekly 1-2-1s with everyone in their team.
During the pandemic Fulcrum prioritised and provided enhanced services to those helping combat Covid-19. This included speeding up utility connections for new homes for NHS workers, helping a hand sanitiser manufacturer scale up production quickly and helping a new NHS laundry open faster.
Fresenius Kabi encourages an open-minded creative can-do culture that offers employees of diverse cultures and backgrounds a wide range of fulfilling and challenging career and personal growth opportunities, domestically and internationally.
Motivated and dedicated teams work well together, supporting each other and encouraging each other. Empowerment and a strong team spirit are embedded in the culture.
Last year, Fresenius Kabi Germany gave €20,000 (£17,400) to the GoBanyo initiative which helps homeless people in Hamburg. The GoBanyo shower bus offers people the opportunity to shower free of charge and supply themselves with clean towels, clothes and hygiene products.
Every month two staff exemplifying the company values are presented with champagne and shopping voucher by chief executive, Enrico Sanna, at the all-company update and Fora has a “Team Takeover” every fortnight where different departments create some entertainment for the company on that day
As an alternative to its annual ForaFest weekend away, the company sent staff food and drinks and organised a pizza cook-along, cocktail making class and interactive activities including musical Bingo. It also announced the winners of the Golden Palm awards for outstanding contribution.
Fora encourages biodiversity by building bat boxes, beehives and bird houses and ensures plants in its gardens are bee friendly. Fora only buys food or toiletries that are free from palm oil as well as local produce from ethically sourced suppliers and it uses renewable energy for its electricity.
When a director joins the company they spend time on the shopfloor getting to know the business and meeting people across all sites for a wider understanding of the business and to increase approachability. All senior managers post updates and interesting facts about their roles on the in-house platforms.
Zoom, Microsoft Teams and Yapster, its in-house comms platform, were useful tools in helping drive engagement while the bulk of the Flat Iron workforce was on furlough. Weekly quizzes, Zoom Friday beer meetings and cooking competitions with everyone voting for their favourite dish became a weekly event.
Pre-pandemic, Flat Iron had selected Bread and Water for Africa, which helps to provide food, education and healthcare to some of the world's most deprived and vulnerable children, as its lead charity. Its second principal good cause was Cool Earth, which fights climate change – the company being conscious that beef production is part of the story.
Fair Ways believes the key to successful, motivated and engaged teams is having an inspiring and supportive leader. In addition to the management development training programme, which includes external training and coaching sessions, there are regular drop in masterclasses on topics from culture and supporting organisational change to coaching for managers.
During lockdown in place of the usual monthly staff lottery which has a £100 prize, Fair Ways introduced a quarterly lottery where employees can win a £1,000 for a holiday of their choice. Staff can also now choose how they would best like to work in the future.
During the pandemic Fair Ways set up internal and external Help Squads to support vulnerable members of staff and the local community. Fair Ways staff helped colleagues or their families with shopping and picking up prescriptions and organised the donation of over 1,000 items to local food banks.
After carrying out a project on collaboration within the business, in which every employee had their say, it launched multiple communication channels. It found some people preferred to listen at work and others to discuss, some to read and others to watch, and adapted its approach accordingly.
Mental and physical wellbeing have been at the centre of everything Everflow has done for its employees since the pandemic began. Mental health courses, informal virtual get-togethers and quizzes were supplemented by a cycle-to-work scheme and encouraging exercise during daylight hours for those working from home.
The company calculates that by being exclusively paperless, it avoids using 2 million pieces of paper a year on traditional billing and envelopes. It also helps the environment by providing smart meters and giving advice to customers on saving water and preventing blockages.
For the first time, Equinix has been named as one of Fortune Magazine's Most Admired Companies – those with the strongest corporate reputations based on a poll of top executives, directors and analysts. Its EBX (Employee Business Exchange) forum enables nominated representatives to discuss strategies and ensure transparent, effective communication with employees.
Staff interest groups quickly sprang up on Yammer with people sharing personal moments, fun photos, and, of course, communicating about the business. Zoom quizzes and virtual drinks continued hallway conversations. The MD hosts two coffee catch-ups a week with his team and encourages others to do the same.
This year Equinix donated a total of £54,339 to 205 good causes. Food was gifted to The Chapel in Surrey, which went to 150 families; staff backed a joint project between St Mary's Church in Ash Vale and a local coronavirus support group; and raised nearly £1,500 in October's Race Against Hunger.
The Women at EngageTech group was launched to reflect the growing number of females in the business. As well as a chat channel for regular socials and catch-up calls the group meets once a month to discuss relevant issues and more women are consequently now involved in late stage interviews.
The new Mental Health & Wellbeing Committee organise activities including cooking, book clubs, yoga and strength classes and Strava running and cycling clubs with prizes as incentives. Employees are also encouraged to use their flexi-time to get away from their desks and go on walks and runs.
During the pandemic EngageTech staff were given time off to support the NHS volunteer scheme, delivering medicines and acting as a social point of contact for people shielding. For Mental Health Month employees picked a daily fitness challenge and secured sponsorship, raising more than £5,000 for various mental health charities.
A RISE values system – do the Right thing; make a positive Impact; keep it Simple; and always Evolve – shapes the EKM culture and attract the best new talent, recruited mainly using job boards, LinkedIn, and by scouting Stem (science, technology, engineering and mathematics) graduate fairs.
Employees can recognise their colleagues in a “Wheel of Heroes” initiative, to tell them how appreciated it was when they helped out. Names go into a draw and the winner gets to spin the Wheel of Heroes for prizes of anything from £1 toilet roll to £100 or a day's holiday.
EKM has donated to various charities over the past year, including Save the Children. The company also works closely with local schools and CEO Antony has given speeches by video link to classes on building your own business.
Training has been ongoing throughout the pandemic and has included virtual continuing professional development sessions, seminars, Lessons Learnt and best practice workshops. EDGE has focussed on sharing short lessons delivered by different disciplines, sectors and individual team members and all employees have been actively encouraged to identify topics for training.
A 120 day free subscription to Peloton was offered during the national lockdown, giving staff access to online classes from yoga to boot camp. Social activities from WhatsApp office group chat/jokes, to virtual quizzes, running and cycling, virtual after work drinks and breakfast clubs have helped boost health and wellbeing.
In addition to fundraising, staff are involved in a range of community and volunteering activities. During the pandemic, one member of staff volunteered for night shifts as part of the team constructing The NHS Nightingale Hospital in Birmingham and another served as a sergeant in The Special Constabulary.
The Society held its annual awards night in May via Zoom and sent everyone a box of treats to enjoy during the evening and even roped in the partners of Employee of the Year and Manager of the Year to surprise them with champagne and flowers.
The Society launched a wellbeing campaign, challenging staff to doing 30 minutes of exercise for 30 days, creating some healthy competition and it also provided weekly open Tea and Talk sessions with an independent counsellor. Support is also available from 14 mental health first aiders.
Employees responded to the local NHS Heroes campaign by putting together care packages for their local hospital and each branch supported one care home locally sending a box of goodies to entertain and treat the residents. Employees have also been supporting the vulnerable in the community.
The company encourages employees to gain chartership or industry-recognised qualifications. Staff are offered support and 1:1 sessions, with defined goals and objectives set. Those who wish to develop to leadership level can apply for bespoke training to achieve this. Formal appraisals include cloudThing's own CRM performance metrics evaluation.
Regular check-ins and events keeping teams connected include after-work virtual pubs and games, a book club, and wellbeing and yoga sessions. Managers' wellness is also not neglected. Team leaders have a direct comms support channel for personal and workplace conversations with the board and their peers.
All the in-date food, coffee and tea that was left behind when people started home-working was donated to a Black Country foodbank. cloudThing aims to achieve ISO:14001 certification by the end of 2022 and to be carbon neutral, both in itself and in the services it supplies, in five year's time.
To spread some Christmas cheer, the firm held an online Christmas party which involved a wine tasting for employees and their partners. All employees also received a hamper, a John Lewis voucher and a thank you note in appreciation of their hard work in 2020.
To boost morale, get people together and help support each other and share experiences, employees set up a range of fitness, cooking and cake-making clubs. People can drop in to Weekly Cake Tuesday on Teams, an open forum for staff to share news.
Employees volunteered their time to help out in the kitchen at Winchester Churches Nightshelter on a regular basis last year. At Christmas, Clevertouch employees also raised £250 to provide the residents of two moving-on homes with everything they needed for a festive feast.
At the start of the first lockdown the company's You Make us Proud video applauded nursery teams even before the weekly clap for the NHS launched. At a time when income was severely impacted and restrictions limited occupancy, investment in core service provision and employee support initiatives was maintained and increased.
The company topped up the pay of anyone on furlough to 100% and all job advertisements highlight full partnership in the business to promote its employee-owned structure and the annual tax-free dividend payments made. The same maximum amount, based on hours worked, is awarded to all from apprentices through to Michael Thompson, the Chairman.
Colleagues elected Cancer Research UK as their charity of the year for 2020 – and raised more than £76,000 for the cause. The pandemic did impact fundraising, however – employees achieved a sum of £167,653.27 the year before.
The Cello Academy has been running for 14 years and connects all of the Cello businesses through the process of management learning and development and includes The Aspire Programme for new managers, The Inspire Programme aimed at mid-level managers and project leaders and The Senior Leaders Programme.
During lockdown Cello Health has regularly sent employees treat boxes containing games and activities,stationary to use for work and special treats including chocolates and champagne. Employees who are recognised for going above and beyond for their clients and colleagues have been rewarded with gift vouchers and additional time off.
For the last three years Cello Health has been supporting The Trussell Trust and its foodbanks including throughout lockdown. Cello Health also held virtual fundraisers including a bake-off and charity quiz and donated £10,000 to Findacure, a charity which supports people with rare diseases.
Training increased in volume over the past year as an important tool to keep employees engaged in their roles. The company helps to put people through exams and several staff members passed their qualifications in recent months.
Half of Caspian's directors and managers are women, as well as 43% of the staff overall. The company has been nominated for the Women in Insurance awards and in 2020 was the first brokerage to sign the Lloyds of London Inclusivity Pledge.
Caspian introduced paperless documents, using remote training to bring in the e-signature system quickly. Not only did the streamlined process make the company's service greener but improved its service, tripling its Trustpilot review in 2020 compared with 2019.
Managers at Cardlytics care about the job satisfaction of their team members and get behind wellness initiatives – even laughter yoga to boost morale. A mental health workshop provided managers with the skills to spot the signs of employees who may be struggling.
Every member of staff has an individual training budget of £1,000. As well as internal training courses, Cardlytics offers self-development workshops for employees to explore interests. A mentorship programme allows people to share experience, knowledge and skills as well as perspectives and cultures.
Employees are allowed one day a year to volunteer for a good cause. Staff members support local planting projects and community schemes. Although fundraising plans were disrupted by the pandemic, Cardlytics staff contributed to charities supporting those with disabilities or ill health including £1,200 for NHS Charities Together.
Capco runs fortnightly Lunch with Leadership calls to provide business and people updates and to answer employee questions with different leaders leading each call. Virtual quarterly Town Halls celebrate individual and team successes and showcase new initiatives, as well as providing general business news.
Capco has kept staff feeling connected with regular informal team catch-ups and a range of events and activities including quizzes, bingo and a performance from a magician. Employees participated in a team-based running challenge in November, which saw them clock up nearly 20,000km and raise £3,500 for charity.
Last year Capco raised £50,000 for a range of charities including Hackney Foodbank, and Veterans Aid and employees completed 400 hours of volunteering despite the ongoing pandemic. Staff continued to support education and youth empowerment through various initiatives including pro-bono consulting.
December survey results showed that 92% of Camelot employees believe the business operates with integrity and 96% of them feel well led. The executive team sent out care packages to everyone to thank them during this uncertain year, and the chairman personally called anyone who tested positive for Covid-19 to offer support.
Camelot allows employees to claim up to £1,000 off gym memberships and this subsidy now includes online classes. Everyone can access virtual appointments with GPs, counsellors, physiotherapists – and get life, money and wellbeing support. To help working parents and their children, the firm made an additional 15 days' paid leave available.
Last Christmas, Watford Borough Council and local cycle-hire scheme Beryl Bikes encouraged residents to take part in a Laps To Lapland initiative to fundraise for the Watford Helps Covid-19 charities appeal. The aim was to collectively cycle the 6,307km distance from Watford to Lapland and back, and Camelot donated over £6,000 to the cause.
Departments arrange virtual team meetings on a regular basis and staff have taken part in a range of online social activities. These included coffee mornings, photo competitions and the annual Christmas party which featured various breakout rooms including a quiz, craft workshops, a film and a virtual escape room.
The organisation has three trained mental health first aiders and all employees have access to the meditation and mindfulness Headspace app. Staff are encouraged to speak with their line managers regularly and let them know of any problems working from home.
The organisation has used thermal imaging equipment on its buildings to pinpoint areas of heat lost to maximise the efficiency of any improvement works. Eco-friendly initiatives range from a beehives project to using only fair-trade or rainforest alliance certified coffee and it has switched to reusable glass milk bottles.
Managing director Helen Jackson, who took over in 2016, has expanded Bush & Co's services to meet clients' needs. In a weekly vlog, she joins colleagues listing what they are grateful for, and explains the thinking behind business decisions in a monthly Biscuit Briefing to all staff.
Bush & Co's first response to the pandemic was to emphasise how much the business cared for employees and their families. The firm set up an advice hub and sent “happy post” such as chocolate and sleep masks to people's homes. Managers joined in lunchtime yoga and mindfulness sessions.
Under a joint venture on case management services, in partnership with organisations such as the Child Brain Injury Trust and the Spinal Injuries Association, Bush & Co donates support funds for life to people who are referred as part of the litigation process, no matter how their injury was caused.
Since its launch three years ago more than 1,300 employees have been through the company's Aspire development programme, which won ‘People Development Programme of the Year' at the Learning Awards in February. Over 950 of those participants have been promoted into the role they wanted.
Employees can nominate staff for a monetary award for “brilliant work” through the employee recognition scheme, ‘Just to Say'. The most exceptional examples are recognised at the annual Consumer Live event, which last year involved 18 livestreams, 68 awards, and was broadcast on BT Sport and hosted by Tess Daly and Rylan Clark-Neal.
The recently launched plastic reduction programme called ‘Get Drastic on Plastic' has set a goal that by 2025, all plastic packaging will be reusable, recyclable, or compostable. BT Consumer encourages customers to return their products so they can be recycled or refurbished.
At the end of 2020, each member of the team received a personal letter, a bag of goodies and an award from the chief executive, Antony Mayfield, to recognise their hard work and say thank you for getting through a hard year.
A “Walk the Mind” team social involved the whole team committing to take time away from their screens, outside if possible, and share photos. They all took their walk at the same time, making them feel connected even though the pandemic kept them apart.
Brilliant Noise participated in a local scheme called Tech-Takeback, donating all its unused or old laptops, printers and hardware to be distributed to families who needed them for homeschooling. Staff have taken part in clean-ups on the nearby beach.
Responding to the Black Lives Matter campaign Bravissimo create digital listening groups to hear personal accounts of discrimination experienced by employees and has launched a Diversity & Inclusion committee to ensure it is more representative in all it does from its marketing and models, product range, recruitment and team diversity.
Christmas hampers were to every employee to thank them for support and efforts over the past year and retail and customer service teams held a range of events from quiz nights to dress-up & exercise classes to keep teams motivated and positive.
Over the last year Bravissimo's warehouse has recycled 72 tonnes of bailed cardboard, 17.3 tonnes of polythene, and 16.4 tonnes of tissue paper. The Product team have donated leftover textiles in an initiative that has meant local schools have been able to use the materials for Art lessons.
The results from staff surveys have been shared with employees and in 2020 the company tackled feedback about hiccups in communication by ensuring that all staff members can raise issues directly with the leadership team.
Before Covid-19 restrictions, staff enjoyed getting together out of work for karting and white-water rafting. Although social events were forced online during 2020, team members have stayed on their toes by competing in fitness events, and relaxed by sharing virtual Friday afternoon drinks.
Boss has worked with Streamz, a London youth charity, for three years and its employees contribute to the cause not only through donations but by helping young people develop their CVs and advising them on how to interview well. The company is also the main sponsor for Hartley Wintney Football Club in Hampshire.
Managers are given free access to LinkedIn Learning and other platforms to enhance their leadership skills with effective practices and tips passed on during monthly management meetings. Senior managers were given the opportunity to attend a Business Mastery event which focused on studying innovative approaches used by successful industry leaders.
Senior managers made the decision to move to bigger premises to ensure futurecompliance with social distancing at work. With social responsibility high on the agenda, it recently invested £4 million on manufacturing equipment that will cut dependence on overseas products and reduce its carbon footprint.
BLK Box has introduced a monthly Most Valuable Player award in which employees are able to vote for the colleague they believe goes above and beyond their role. The winner is announced at a team meeting and receives a £100 voucher of their choice.
BCHG launched its Learning Academy in 2020 and despite the pandemic has managed to deliver its training programmes albeit mostly virtually. The organisation has also continued to support staff who are undertaking profession qualifications and apprenticeship programmes, and to enrol employees on courses relevant to their role.
In addition to weekly emails encouraging staff to remain positive during adversity and reminding them they have access to help and support if they need it, BCHG provided resilience training and ran virtual events including a laughtercise session, yoga and Monday night socials to combat loneliness.
In 2019 BCHG launched its agile working policy, and encouraged colleagues to work more flexibly investing heavily in IT and equipment and in doing has reduced its carbon footprint by reducing travel and office overheads such as heat, light and printing, saving money too.
An employee forum, Your Say, with representatives from all offices meets regularly to discuss and feed back questions to senior management. Through Yammer, staff are invited to post positive updates, ideas, activities and the way they are handling lockdowns to ensure they keep connected to colleagues.
Wellbeing food and drink boxes were given to staff during the pandemic to raise morale. They also received a luxury Christmas food hamper, delivered to their homes, as well as a £250 bonus for working hard throughout a difficult year.
Bishop Fleming continues to support national charity Young Enterprise, which reduces youth unemployment by giving young people work-related skills, by providing financial, volunteer and board level support across all its regions. Each office chooses a local charity to support through fund-raising and expertise.
A new interaction and communication platform, called Connect, has been created to bring all managers together virtually. This allows them to contribute and discuss business priorities, but also provides a “safe space” for them to discuss challenges and support each other.
Best Companies survey feedback indicated that staff wanted better organisational clarity and an understanding of how each team contributed to Benenden's objectives. In response, each employee now receives a document that includes strategic objectives, key results areas, key performance indicators and each department's objectives for the year.
Benenden's sponsorship of York City Football Club Foundation helped the Sporting Memories group, set up for older fans of the club, to hold vital social get-togethers online after the pandemic started. The Benenden Health Community Fund supported projects including food banks and cookery workshops for young people.
Baringa's female development programme supports women as they climb the career ladder – and helps male leaders understand how to be supportive. All senior managers, directors and partners have Baringa Adviser Training every two months so everyone knows what great looks like and all are committed to doing what it takes.
Teams have held virtual walking competitions, counting steps to race from London to Paris. Online yoga and fitness sessions have also kept people on their toes. As well as providing a 24-hour employee assistance programme, Baringa has trained people across all grades as mental health first aiders to spot signs of burnout.
Everyone has one volunteering day a year to support the community. Staff helped to research the impact of Covid-19 on youth employment prospects under the Drive Forward programme for young people leaving the care system. They produced a youth opportunity index, identifying sectors with the greatest number of jobs.
Every year we take on young people from local schools and colleges and either fund their qualifications directly or place them on an apprenticeship levy-funded scheme. At any time, approximately 10% of the workforce is being assisted through a qualification by Baily Garner.
Staff are regularly encouraged by management to switch off from work, go for walks and engage in virtual social events whenever possible. Employees are also encouraged to make calls to colleagues they have not spoken to for a while and to continue to listen to and support colleagues.
Everyone is allocated two paid days a year to volunteer or get involved in a community project and staff have been encouraged use these days for remote activities where possible during lockdown. The firm also donated the £15,000 it would have spent on the annual client Christmas party to charity.
Leaders have access to bespoke coaching to grow their skills. To support them with coronavirus-related challenges, 217 hours of bespoke coaching took place. This included a focus on traditional leadership topics with a remote angle, such as maintaining team culture remotely and running a virtual team meeting.
An intranet and communications platform called GWEN (Got What Everyone Needs) was developed and rolled out during the pandemic. This enabled the business to provide instant updates to staff in addition to the weekly videos from the chief executive, which became known as Corona Comms.
The business's UK office has been designed to minimise its environmental impact. The lighting and the appliances are low energy – and low water, where applicable – and have sensors that turn them off when not in use. All Austin Fraser and Austin Vita offices are 99% paperless.
The Leadership Team has been producing weekly vlogs to keep staff updated and maintain visibility. A number of executive team Q+A sessions have been held and all leaders have regularly attended virtual team meetings, not only in their own teams but with others too.
Virtual exercise classes and 'tea breaks' have given staff the opportunity to come together to chat to people they don't often come into contact, helping them stay fit and socially connected. Flu vaccinations have also been provided for those who want them.
The group's charity, Realise, has a programme of support for a wide range of projects worth approximately £300,000 a year and the Homeworks team has provided services throughout the pandemic to ensure neighbourhoods remained safe, clean and tidy, including removing several tonnes of fly-tipping.
Amplyfi has introduced CEO & President Check-ins, where groups of five team members from across the business meet one of the two top executives. The senior leadership team are visible daily in the Slack channels. All staff have one-to-ones with their line managers at least once a month.
Amplyfi offers company-wide cash bonus and options schemes and a sector-leading leave allowance. A survey gave staff the opportunity to list, in order of preference, what they would like added to the company's benefits package. Healthcare is being introduced for the entire workforce.
To reduce its impact on the environment, Amplyfi has become a fully paperless company. Also, it sources offices close to cycle paths. After the pandemic started, the company adopted a remote-first approach to all activities. This strategy will be continued to cut business travel to a minimum.
All employees have access to the Learning Hive, adm's online learning portal, which offers a variety of development resources including LinkedIn Learning. Academy sessions are workshops run by subject-matter experts within the business. Financial support is available for professional exams, such as accounting and HR.
Culture Club is an initiative run by staff, for staff, to ensure everyone makes time for fun and socialising in and out of the office. It also allows employees to meet team members in different parts of the world. Events include a sports day, a bake-off, workout classes and quizzes.
The agency's Americas office asked colleagues to nominate local charities that were in need of PPE. A range of deserving charities was put forward, making it hard to choose just one, so adm decided to divide 2 million PPE masks between all seven nominations.
During the pandemic, the chief executive Maria Mills and director of care Jade Vallance worked many shifts in residential service and used video calls to ask teams about how best they could be supported. Employees' contributions were recognised by Maria Mills delivering hampers by hand to each service. Gift vouchers were sent to all staff.
During the pandemic, the staff newsletter and awards scheme moved from monthly to fortnightly. The executive team also organised celebrations to mark events such as VE Day, Easter, Christmas, Eid and LGBT+ month. The team has also contributed to fun events such as quizzes, dance competitions and lip-sync challenges.
During the pandemic, more than £300,000 was reinvested in the community. Money went to the Surrey People's Group, which enabled those with learning disabilities to support each other; technology to help service users connect with friends and families; and sensory and communication equipment to help manage anxiety and challenging behaviours.
ARC's new health and wellbeing group, the brainchild of one of the staff, sends out mental health tips. The group organised a Race to Kochi, with UK and Australian staff challenged to walk the number of steps to Kochi, the city that lies halfway between them.
All staff are granted shares in ARC through a tax-efficient scheme, which offers a company loan so they can buy into the scheme without using their own funds upfront. Every employee receives 1,500 shares, with significantly more available to those who win work for themselves or others.
Under a new initiative, every staff member is entitled to an additional day off to give practical support to their favourite environmental cause. Covid-19 limited the options in the scheme's first year, but some staff joined local litter-picking activities. There are plans for beach clean-ups or tree planting initiatives.
Utilita's My Dev scheme gives people control of their own personal development. Staff members who identify an opportunity to learn and develop can complete an online card which they talk through with their manager, who puts the development plan into action.
Utilita collaborated with Solent Mind to deliver a virtual mental wellbeing roadshow in May 2020. Staff attended workshops on how to manage stress and sleep better. The company has also held Pandemic Burnout workshops with tips on surviving a challenging year.
The company has donated £50,000 from its levy to support good causes. Utilita has signed up to The Prinice's Trust Million Makers fundraising competition with an online auction and sponsored TikTok dance challenge called Pay as You Go –Gos. Utilita recycles its IT equipment where possible and sends no waste to landfill.
Triple Point anticipates a mindset change in relation to flexible working but has not formalised this yet. In between lockdowns, people were allowed back to the office on a recommended but discretionary basis, which suited different people's wants and needs, and maintained a hub for employees to connect.
Development needs are assessed on an individual basis, with generous study support packages for those wishing to pursue professional qualifications. Group development sessions and 1:1 coaching are available throughout the year and there is a leadership development programme for an identified high-potential group.
During the pandemic, the company donated 15% of initial fees taken from all investment products to its Helping Hands initiative to supply 17,000 hand creams to frontline NHS workers, ambulance trusts, care homes and schools across the UK. Gifting is set to continue via a percentage raised in this way.
After lockdown started, the managing partners divided a list of staff names between them and did weekly check-ins. It was an opportunity for employees to take a little time out and talk about whatever was on their mind – anything from the latest advertising trends to Strictly Come Dancing.
Christmas parties are a big thing at S3, and the pandemic didn't stop the fun. Staff were given vouchers to buy drinks and snacks for the online party, which included a magician. A thank you gift was added to their December pay packet, recognising their efforts during a tough year.
After lockdown started, S3 took over a billboard space in Cardiff for month for its #CelebratingCreativity campaign. The billboard carried a series of ads, designed by agency staff, thanking people for the creative ways they were responding to Covid-19. Public nominations for the ads included whole streets doing sing-a-longs.
Rapport works with WOW! Awards to uncover personal, individual stories of outstanding service by its employees. Its favourites are published in the Rapport Inspire book – which sits in the British library. All new starters get a copy to introduce them to Rapport's values and exceptional people.
All learning and development moved to a virtual setting within a fortnight of the March 2020 lockdown and Rapport has hosted training every day since. With over 12,500 hours completed content has covered more than just customer service and courses have taken a holistic approach encompassing financial, mental and emotional wellbeing.
As allies to the LGBTQIA+ community Rapport held events to recognise Transgender Awareness in November and during Pride Month it shared messages of acceptance, empowerment and compassion. On National Coming Out Day it partnered with the myGwork business community for a social media campaign #IAmOutAtWork where some Rapport employees proudly shared personalised graphics to mark the day.
To give employee an engagement a boost during lockdown staff created videos of themselves covering the famous Beatles song Here Comes the Sun and competed in a virtual Olympics. When the videos were premiered Prestige sent everyone popcorn to enjoy as they watched them.
Staff have a well-equipped breakout room to unwind in, complete with a newly stocked games console, ping pong table, air hockey and an arcade games machine. At the weekly online quiz a name was picked at random from a hat to decide who would be quizmaster next, a tradition that Prestige has kept.
For every pound of weight that employees lost during an eight-week fitness programme this year, Prestige Telecom donated £5 to charity. Senior managers and directors also took part in a ration challenge, in which they ate the same food a Syrian refugee is allocated, to help Concern Worldwide raise over £1.5m.
The monthly Simply the Best awards honour staff who have demonstrated PeoplePlus's three trademarks – True North, Own It, Improve to be the Best. Winners receive a financial award and an invitation to the annual awards evening at Warwick Castle.
PeoplePlus has launched an internal management development programme, called Improve to be the Best, for every line manager. The four-week programme is focused on employee engagement and the service-profit chain. The company also offers a range of internal apprenticeships leading to recognised management qualifications.
PeoplePlus has a long-running partnership with the Prince's Trust, which includes staff donating the pence from their salaries to the charity via the Pennies From Heaven scheme. Also, employees receive a paid day off for volunteering, which many used last year to offer pandemic-related help to charities and local people.
Global CEO Werner Lieberherr set up a monthly online meeting to update all employees on company-wide activities, including the impact of Covid-19 on the business. This takes place live, virtually, and people are free to ask him questions directly on any topic.
Employees have been inspired by the level of trust the company placed in them after it went from being 100% workplace-based to the vast majority working from home. Landis+Gyr trusted its people to continue to perform and they delivered – and, in many cases, exceeded expectations.
The Macmillan World's Biggest Coffee Morning – the cancer charity's biggest fundraising event – took place virtually this year with employees encouraged to grab themselves a cuppa and a slice of cake and join the online chat to have a natter with colleagues.
Kaplan significantly increased its two-way communication with the top 50 managers to ensure they had all the information they needed to cascade to their teams. In the early weeks of lockdown, a team status tracker quickly identified those under the most pressure. Once everyone settled into a new rhythm this was stood down.
Every year, the Kaplan Way Awards programme recognises the most outstanding individual and team contributions in four categories: Student Success, Great Place to Work, Continuous Transformation and Shared Values. Employees submit nominations and a selection panel chooses the UK winners – they are then up for global awards as part of a live broadcast.
KPUK aims to be a valued partner in the communities it serves. The group supports charity partners to build futures for people of all backgrounds and circumstances. Employees are empowered to support local good causes through paid volunteering days and fundraising activities.
Leaders talk to staff using Microsoft Teams and encourage cameras to be on for every meeting for more engagement. The whole company gets together in a virtual forum every week for an update from Head of Operations Sarah Tanner and MD Natalie Llewellyn about new starters, initiatives, projects and any other news.
Jellyfish employs people with the view of developing them. New joiners can be entry-level runners, apprentices and graduates and there is extensive on-the-job-training and real-life experience. Some staff study and are supported to do so and mentors are assigned to people, too.
The company implemented the 2.6 challenge during lockdown to raise money for mental health charity Mind. Employees could run, walk or cycle, using 2.6 as a measure. One inventive member of staff even walked up and down their stairs for 26 minutes.
Unique to Clicky is that Agency Director Laura Hothersall used to be a coach and mentor –she is still a mentor for the The Girls Network, which aims to inspire and empower girls from the least advantaged communities. Coaching is thus the backbone for Clicky's management style.
All staff have personal development plans, with technical and behavioural training plans, and a monthly manager training programme that used to feature the usual aspects of management – such as delegation and colleague-to-manager leadership styles – has been updated to include coaching on agile and remote working.
Clicky staff took part in the Women's Voices event, part of International Women's Day in March, that that saw some of the most talented professionals from across the media and the creative industries share their expertise with 30 charities that campaign and advocate for women, girls and those who identify as female.
The first company-wide virtual learning summit was such a hit it that senior leaders kicked off a whole month of learning, bug hunting and phishing for National Cybersecurity Awareness Month. Employees could learn something new and show off their skills in a challenge – and won swag for participating.
To strengthen team bonds while working remotely, Auth0 has tried out new ways for people to interact to beat isolation. One successful aid used by employees has been Donut, a Slack tool randomly connecting three people for a meeting to get to know each other.
Employees at Auth0 have the option of donating money or volunteer hours to causes close to their heart. Throughout the pandemic, when so many people in the community were struggling, Auth0 gave its software product free to organisations on the front line fighting the effects of the coronavirus.
The company reviews its business mission and goals at quarterly all-staff meetings. Regular interaction with everyone is key for the leaders to reinforce the organisation's values. The organisational development team meets regularly with the chief operating officer and employee suggestions and comments are discussed, to ensure the company meets staff expectations.
ANS works with staff to develop goals and plans that allow career paths to flourish and people are rewarded through salary increments. Internal recruitment and promotions are preferred over recruiting externally to ensure as much organic growth as possible.
In the ANS Lip Sync Battle, directors battled it out to raise nearly £1,000 for charities such as the Manchester Youth Zone. In the summer, a sister youth zone, HideOut Youth Zone, opened. Instead of splitting its annual £25,000 donation between the two, the company doubled the money.
Senior managers use Facetime to call and talk to individual employees, especially those in thee vulnerable category, to check in with them. The feedback was that the calls were enjoyed by staff and a good way to get to know managers better.
Every individual goes through People Performance Management and measured on how they go about their job and what they do. They are graded against Development Needed, Achieving Standards and Exceeding Expectations and their salary and benefits package is linked. Development Needed grades are given a personal development plan.
Teamwork is important to First Contact and staff are encouraged to take part in charitable ventures, including supporting St George's Crypt, which offers help to homeless people, Westways Open Arms, drop in facilities for those in need, and a beach clean-up near Scarborough.
All managers at Zen are enrolled onto a Living Leader programme. The programme is very different to other programmes, it looks at the individual as a whole, rather than the person in work. It explores empowerment, responsibility, appreciation and communication – all qualities for helping people to build powerful relationships with everyone they meet and speak to, both inside and outside work. Due to the huge success and feedback, this is now being rolled out company wide.
Zen pride themselves on the positive impact they have on their local community. They actively get involved in projects aimed at supporting and developing the local community. This includes sponsoring individuals and events and working with local charities, schools and educational authorities.
All managers at Zen are enrolled onto a Living Leader programme. The programme is very different to other programmes, it looks at the individual as a whole, rather than the person in work. It explores empowerment, responsibility, appreciation and communication – all qualities for helping people to build powerful relationships with everyone they meet and speak to, both inside and outside work. Due to the huge success and feedback, this is now being rolled out company wide.
Their Environmental Group meets regularly to assess the ways in which they can make a positive contribution to their surroundings. Some of the projects initiated by the group have included installation of solar roof panels, sourcing of electric company cars to reduce carbon emission, replacing lightbulbs with LEDs (many on motion sensors) and sourcing their additional electricity from a green energy supplier.
Their Environmental Group meets regularly to assess the ways in which they can make a positive contribution to their surroundings. Some of the projects initiated by the group have included installation of solar roof panels, sourcing of electric company cars to reduce carbon emission, replacing lightbulbs with LEDs (many on motion sensors) and sourcing their additional electricity from a green energy supplier.
They have recently introduced a choir session directed by the Choir Leader that led the group that won last year's BBC Pitch Battle competition. According to research from the CIPD, singing together can be one of the most positive activities they can engage in to boost wellbeing, increase confidence, improve communication and gain a sense of overall achievement.
They offer a highly competitive commission scheme to their sales employees, and a generous bonus scheme for their non-sales employees as well as competitive salary packages. In addition to this, they run incentives such as holidays, most recently their incentive winners went to Cape Town and their next incentive trip will be to Rio, and anyone in the business whether they are in sales or support can qualify for the trip.
The Trainee Recruitment Programme is aimed at those with no or little recruitment experience and consists of 6 different workshops which cover the whole of the recruitment lifecycle. They recently had their ‘Festival of Training', the biggest single training event in the history of the company. The programme was covered in a three day event, with delivery from 10 of their managers and Senior Consultants sharing best practice.
The Trainee Recruitment Programme is aimed at those with no or little recruitment experience and consists of 6 different workshops which cover the whole of the recruitment lifecycle. They recently had their ‘Festival of Training', the biggest single training event in the history of the company. The programme was covered in a three day event, with delivery from 10 of their managers and Senior Consultants sharing best practice.
They have recently invested in their managers of the future as a number of employees are undertaking a chartered manager degree apprenticeship through a local university, which is a 4 year program and on completion candidates will gain a BA (Hons) in Business Management and will obtain chartered management status.
Their senior team live and breathe their company values, the employee of the month is based around their values as is the yearly awards. They hold a weekly Senior Management meeting incorporating core areas of trading and the directors invite their platinum employees (those employees that have been with the business for 9 years or more) to a lunch meeting each month to provide an insight into future initiatives for the business and to welcome their suggestions.
Their senior team live and breathe their company values, the employee of the month is based around their values as is the yearly awards. They hold a weekly Senior Management meeting incorporating core areas of trading and the directors invite their platinum employees (those employees that have been with the business for 9 years or more) to a lunch meeting each month to provide an insight into future initiatives for the business and to welcome their suggestions.
For the past few years, amongst a number of other initiatives, they have a Winch team that cycles all the way from London to Monaco - a gruelling 900 km, 8 days, 4 countries all in aid of raising valuable funds to save the oceans. They managed to raise an amazing £80,731.46 for Blue Marine!
Nurturing creativity and encouraging cross fertilisation of skills are highly important for Winch. Over the last year alone, their 14 strong, Interiors Design team travelled abroad to experience first hand the art of glass blowing.
For the past few years, amongst a number of other initiatives, they have a Winch team that cycles all the way from London to Monaco - a gruelling 900 km, 8 days, 4 countries all in aid of raising valuable funds to save the oceans. They managed to raise an amazing £80,731.46 for Blue Marine!
They keep in touch with parents and enable them to understand what is happening in the workplace during their leave should they wish. They have flexible working to allow parents to start and finish at different times removing the stress of 'clocking in and out'. They invite to work and social events to keep them in touch.
They keep in touch with parents and enable them to understand what is happening in the workplace during their leave should they wish. They have flexible working to allow parents to start and finish at different times removing the stress of 'clocking in and out'. They invite to work and social events to keep them in touch.
They keep in touch with parents and enable them to understand what is happening in the workplace during their leave should they wish. They have flexible working to allow parents to start and finish at different times removing the stress of 'clocking in and out'. They invite to work and social events to keep them in touch.
They have recently implemented various practices to improve the wellbeing of their staff. They hosted a 'Dogs at Work' day, which resulted in employees being in a happier and more relaxed while at work. It created a fun, but calming atmosphere which resulted in very positive feedback from their employees.
All new starters at the company go through a four week induction process called ‘Boot Camp'. This has been developed over time to include the most relevant and critical information in order to get new staff members to a level where they can join their team with enough knowledge to get started.
They have recently implemented various practices to improve the wellbeing of their staff. They hosted a 'Dogs at Work' day, which resulted in employees being in a happier and more relaxed while at work. It created a fun, but calming atmosphere which resulted in very positive feedback from their employees.
They held their annual Summer event for all of their staff at Stubbers, which 110 members of their team attended. Stubbers is an adventure facility which provides individuals with the opportunity to have fun and interact with others. Throughout the day, everyone participated in group activities, which gave their staff the chance to build relationships with each other outside of the office.
They held their annual Summer event for all of their staff at Stubbers, which 110 members of their team attended. Stubbers is an adventure facility which provides individuals with the opportunity to have fun and interact with others. Throughout the day, everyone participated in group activities, which gave their staff the chance to build relationships with each other outside of the office.
They are committed to further developing their people and it is a requirement for all their property management team to complete IOSH Managing Safely. They have also introduced the ‘Leading with Safety' update, a weekly circular aimed at educating their team about important health and safety updates and the Safety Management System.
Every year, the business allocates 9% of its profits to share between all employees and is in recognition of the collective success and performance of the business. This profit share payment, which is awarded each year to every employee, was put in place by the Warburton family many years ago.
Their Community Investment programme 'Families Matter' focuses on supporting disadvantaged families. In 2018/19, they worked with over 2,900 organisations and supported over 600,000 beneficiaries.
Their Community Investment programme 'Families Matter' focuses on supporting disadvantaged families. In 2018/19, they worked with over 2,900 organisations and supported over 600,000 beneficiaries.
Walnut invest in training in several ways, including MRS (Market Research Society) paid courses, external training courses (Discovery Insights, Line Management, Presentation Skills, Mental Health First aiders, Wellbeing at Work etc), coaching, conferences and webinars amongst other things.
In the months leading up to the value awards, team members are encouraged to nominate their peers and provide reasons as to why they think these people qualify for the award. Their 'Values committee', a team within the business charged with ensuring values are upheld and accurately reflect the needs of the business, culture that they strive to create, review the submissions and narrow down contenders.
In the months leading up to the value awards, team members are encouraged to nominate their peers and provide reasons as to why they think these people qualify for the award. Their 'Values committee', a team within the business charged with ensuring values are upheld and accurately reflect the needs of the business, culture that they strive to create, review the submissions and narrow down contenders.
The Managing Partner presents to all employees on the Firm's mission and core values. They run a series of presentations so that all members of the team can attend.
Career Conversations are lead by the Learning and Development Manager with all Solicitors to ensure continuous growth.
Career Conversations are lead by the Learning and Development Manager with all Solicitors to ensure continuous growth.
Virtual1 have introduced a performance management application with the aim to encourage employees and managers to have ongoing discussions around performance and development rather than waiting for appraisals to have these important conversations.
Virtual1 made a conscious decision in the past year to cut down on the amount of paper they use in the office. They transitioned to using Docusign for electronic signatures for the contracts and invoices that they send out.
Virtual1 have introduced a performance management application with the aim to encourage employees and managers to have ongoing discussions around performance and development rather than waiting for appraisals to have these important conversations.
To further motivate teams, Utility Point Limited offer employees with performance related pay, profit related pay, a share option scheme and more.
Leaders walk regularly around the office and chat with existing staff and introduce themselves to new starters and welcome them.
To further motivate teams, Utility Point Limited offer employees with performance related pay, profit related pay, a share option scheme and more.
Utility Alliance are in the process of setting up sports teams in order to help staff get active and also promote team bonding. There will be various teams employees can get involved in.
Any managers who are seen to be under-performing are given help and support from within the business to help them hit target. This works throughout the business, with the ethos setting individuals targets in order to help the company deliver.
Any managers who are seen to be under-performing are given help and support from within the business to help them hit target. This works throughout the business, with the ethos setting individuals targets in order to help the company deliver.
Apprenticeships in the past have been viewed as for school leavers but with changes in eligibility, more staff are taking up the opportunity in accessing schemes.
Apprenticeships in the past have been viewed as for school leavers but with changes in eligibility, more staff are taking up the opportunity in accessing schemes.
The Union continue to hold staff briefing/bitesize training sessions and are about to run an escape room activity to get people working together in groups on a tight timeline. They hope this will be particularly good to help new members of staff interact with existing staff
Through their exclusive induction academy, all new colleagues start their time at TrustFord with a residential stay at a hotel in the heart of the Northamptonshire countryside, where they learn all about the business and their purpose, principles and ambition.
Through their exclusive induction academy, all new colleagues start their time at TrustFord with a residential stay at a hotel in the heart of the Northamptonshire countryside, where they learn all about the business and their purpose, principles and ambition.
Through their exclusive induction academy, all new colleagues start their time at TrustFord with a residential stay at a hotel in the heart of the Northamptonshire countryside, where they learn all about the business and their purpose, principles and ambition.
Twice weekly, Trolex hold yoga sessions early in the morning. The relaxation techniques incorporated in yoga can lessen chronic pain, such as lower back pain, arthritis, headaches and carpal tunnel syndrome. Yoga can also lower blood pressure and reduce insomnia.
Twice weekly, Trolex hold yoga sessions early in the morning. The relaxation techniques incorporated in yoga can lessen chronic pain, such as lower back pain, arthritis, headaches and carpal tunnel syndrome. Yoga can also lower blood pressure and reduce insomnia.
The company-wide bonus scheme sees staff rewarded for their efforts. Potential pay-out is £1000 per employee/per year. They have the option to receive quarterly or a lump sum at the end of the year, against metrics of profit, on-time delivery, and quality.
Each year, the company pays for colleagues to relax and unwind at a Christmas party and summer festival. They pay for these events in full so that colleagues can enjoy themselves. They build an award ceremony into the Christmas celebrations, ensuring colleagues are recognised for the hard work they've done over the last 12 months.
Each year, the company pays for colleagues to relax and unwind at a Christmas party and summer festival. They pay for these events in full so that colleagues can enjoy themselves. They build an award ceremony into the Christmas celebrations, ensuring colleagues are recognised for the hard work they've done over the last 12 months.
Travel Counsellors keep its colleagues updated through daily TV broadcasts from an in-house studio, allowing the management team to regularly bring their vision, mission and values to life.
The CEO sits with the London team in the open space office, employees are encouraged to engage with them whenever they feel is necessary.
The organisation reward employees for their efforts in a number of different ways, including free breakfast, where they provide each of their teams with fresh fruit, cereal and toast to set them up for the day.
The organisation reward employees for their efforts in a number of different ways, including free breakfast, where they provide each of their teams with fresh fruit, cereal and toast to set them up for the day.
The Groups highest performers have recently enjoyed an all expenses paid luxury break in Ibiza as a way of saying thank you for their continued efforts.
The Groups highest performers have recently enjoyed an all expenses paid luxury break in Ibiza as a way of saying thank you for their continued efforts.
The leader regularly visits all UK site locations, sits alongside staff and operates an open door policy when in head office.
ThirdWay support employee development by providing optional coaching sessions. They currently have a personal and professional coach, a business executive coach and a sales coach all to help and support individuals who work in different areas of the business.
On site, ThirdWay are working hard to be as sustainable as possible and recycle all rigid plastics through their waste management company.
Employees at ThirdWay are offered free dental insurance, flexible benefits, free life insurance and free travel insurance.
Partners are rewarded for the success of the organisation over the course of the year through the Partnership profit share. The profit share is done as a percentage of salary paid out in November, to all Partners who have been working for the Partnership for at least 1 year.
The Partnership aims to have a beneficial influence on the local community and wider society in which they operate. Last year they finalised their charitable framework which centres around the goal to raise £1m over the next decade through a mixture of Partner volunteering, fundraising and charitable giving.
The Partnership aims to have a beneficial influence on the local community and wider society in which they operate. Last year they finalised their charitable framework which centres around the goal to raise £1m over the next decade through a mixture of Partner volunteering, fundraising and charitable giving.
In addition to regular monthly events, The FISER Group has an annual incentive trip which most recently was a long weekend in Portugal for the entire company on an all expense paid basis.
Managers have regular reviews, monthly, quarterly and annually and are offered coaching and mentoring.
In addition to regular monthly events, The FISER Group has an annual incentive trip which most recently was a long weekend in Portugal for the entire company on an all expense paid basis.
Managers receive regular 1-2-1's to ensure they are on track with tasks and actions.
Managers receive regular 1-2-1's to ensure they are on track with tasks and actions.
Managers receive regular 1-2-1's to ensure they are on track with tasks and actions.
Environmental practices including: a cycle to work scheme; encouraging greater use of video-conferencing; carbon offsetting; and encouraging working from home are in place at CIPS.
Environmental practices including: a cycle to work scheme; encouraging greater use of video-conferencing; carbon offsetting; and encouraging working from home are in place at CIPS.
Each year departments nominate one individual from their team who has worked particularly hard, rewarding them with a place at the annual CIPS SM awards ceremony in September, providing an opportunity to get to know each other.
The Brilliant Club have introduced themed team lunches where people are invited to bring a dish to share. Themes recently have included vegan dishes during Veganuary, national dishes from different countries and a rainbow-themed lunch during LGBTQ+ Pride Month.
In the last year, The Brilliant Club have revised their approach to their Talent and Management Development Programmes. Rather than providing a formal programme designed for a small group of employees, they have developed a range of sessions to cater for the varied level of skill and experience within the management population.
In the last year, The Brilliant Club have revised their approach to their Talent and Management Development Programmes. Rather than providing a formal programme designed for a small group of employees, they have developed a range of sessions to cater for the varied level of skill and experience within the management population.
The Alchemist Provide employees with e-learning, external coaching, financial support for work related qualifications, job shadowing and paid time off for study.
The Alchemist has a clear policy of taking steps to 'belong' and contribute to its local area, with a programme of outreach to local groups ranging from good causes to the business community.
The Alchemist has a clear policy of taking steps to 'belong' and contribute to its local area, with a programme of outreach to local groups ranging from good causes to the business community.
The Board undertakes a detailed analysis of every employees efforts annually as part of their review process, and all those employees who have performed above expectations are financially rewarded. When the company has performed sufficiently well bonuses are additionally rewarded to all employees.
Directors work in close proximity with their teams and monitor workloads via a weekly resource schedule and pinpoint immediately any staff who might be experiencing heavy workloads.
Terence O'Rourke run a structured induction with specific tasks to be completed by the new starter, their 'buddy' and other staff in the office.
The People & Culture Forum is held once per quarter with a number of employee representatives from across the business in attendance. The forum acts as a two-way communication group, ensuring that there is a communication link between the Board and the rest of the business. Updates are fed in either direction as necessary, whether it's concerns, suggestions or improvements.
The People & Culture Forum is held once per quarter with a number of employee representatives from across the business in attendance. The forum acts as a two-way communication group, ensuring that there is a communication link between the Board and the rest of the business. Updates are fed in either direction as necessary, whether it's concerns, suggestions or improvements.
The People & Culture Forum is held once per quarter with a number of employee representatives from across the business in attendance. The forum acts as a two-way communication group, ensuring that there is a communication link between the Board and the rest of the business. Updates are fed in either direction as necessary, whether it's concerns, suggestions or improvements.
Throughout the year, Techmodal arrange regular visits to other organisation's for their staff. Recently this included an event with the Royal Logistics Corps and a visit to one of Amazon's fulfilment centres.
Flexible working initiatives are available for employees at Techmodal, which include: compressed hours; home, remote or teleworking; career breaks and sabbaticals.
Techmodal reward employees for their continued efforts with initiatives including: staff discounts; free life insurance; profit related pay; and performance related pay.
Directors regularly attend the monthly staff forum to hear feedback from a grassroots level and support the team in making changes.
Each month Sykes hold a company-wide floor brief - lead by the CEO. They hold two over the day to make sure they maximise the number of people who can attend, and they also film it and share the video on their communication platform.
Directors regularly attend the monthly staff forum to hear feedback from a grassroots level and support the team in making changes.
To reduce the use of single use plastic cups for hot drinks, Swim England gave all team members a reusable keepcup. They encourage team members to take a picture with their cup whilst they are out and about and share via internal comms.
Swim England hold monthly organisation briefings where the CEO talks about their progress against the strategic objectives, through KPIs and performance targets. The CEO then talks through matters coming up, things of significant interest, such as the leadership group meetings they attend and big ticket items such as the links to Sport England.
Swim England have an annual team awards ceremony. Employees nominate their colleagues across 7 categories of awards and then each category has a bronze, silver and gold winner. The awards evening includes a 3 course dinner and entertainment, and is promoted as a celebration of the organisations hard work.
Each year the Club create's a strategic summary document which highlights their priorities and focus across departments for the year.
Each year the Club create's a strategic summary document which highlights their priorities and focus across departments for the year.
The leader knows everyone in the Club, walks around the ground all the time, and recently has held a 1-2-1's with everyone.
Stickyeyes are passionate about supporting staff using a person centred approach, and finding suitable learning and career opportunities for all. All employees have monthly 1-2-1's where they can discuss their career and development plans with their line manager.
Department heads are offered mentoring and 1-2-1's from the Executive Team. They also use tools such as insights to support their Senior Team in working more closely together and understanding themselves further as managers.
Stickyeyes offer monthly massages to all staff and have introduced flexible working and holiday trading to give the team more control over their working hours and patterns.
In July 2019, SSQ held a companywide reward trip to Marbella, Spain. The trip was a celebration for reaching their financial target, and was unique because it allowed everyone across the business (including their overseas offices in Europe, Asia and the Middle East) to attend.
SSQ believe that every business should take responsibility for the development of its employees, both work and non-work related.
In July 2019, SSQ held a companywide reward trip to Marbella, Spain. The trip was a celebration for reaching their financial target, and was unique because it allowed everyone across the business (including their overseas offices in Europe, Asia and the Middle East) to attend.
Spring have a detailed induction folder which is given to new starters when they join the organisation to ensure consistency and so that everyone has the same experience. New starters are invited to a 'coffee and chat' with the CEO during their first few weeks, to ensure that they get an informal introduction to the business prior to their formal induction training.
Managers performance is measured during 1-2-1 meetings and more formally within annual Personal Development Reviews.
Managers performance is measured during 1-2-1 meetings and more formally within annual Personal Development Reviews.
Every person in the company, from a part time labourer to the MD has access to, and is part of, a formal development training plan called "Be the Best You Can Be".
SPE are heavily invested in the local schools project to provide opportunities for young people in a deprived area to experience the workplace. They have recently put in excess of 40 students through Work Based Learning days (WBL days) to help create "meaningful experiences" for young people locally.
SPE are heavily invested in the local schools project to provide opportunities for young people in a deprived area to experience the workplace. They have recently put in excess of 40 students through Work Based Learning days (WBL days) to help create "meaningful experiences" for young people locally.
The Leadership Team attends the manager coaching programme as participants are in mixed-level groups. Being prepared to share their experiences has helped managers of all experience levels develop their skills and further supports the principle of helping people realise their potential.
One to one coaching support is available when coaching is required on a specific area of practice or just to provide additional guidance if and when needed. Many managers are inexperienced coaches and this can help build confidence and competence.
The Leadership Team attends the manager coaching programme as participants are in mixed-level groups. Being prepared to share their experiences has helped managers of all experience levels develop their skills and further supports the principle of helping people realise their potential.
On an employees first day, the manager will use the day to familiarise the new employee with their role, their team and wider colleagues and the environment. They train all managers on how to conduct a successful induction as they understand the importance of creating the right atmosphere for a new starter straight away.
Environmental practices such as a cycle to work scheme, discouraging business travel, energy efficient IT and green energy purchasing are in place at SMT.
SMT offer generous overtime rates which pay 1.5 times or 2 times of the employees basic rate, dependent on time worked.
The firm has introduced the Medicash scheme which is available to all employees from their date of joining the firm. This scheme gives access to counselling services which can be used for any issue that is affecting an employee whether work related or not.
The firm has introduced the Medicash scheme which is available to all employees from their date of joining the firm. This scheme gives access to counselling services which can be used for any issue that is affecting an employee whether work related or not.
The firm has introduced the Medicash scheme which is available to all employees from their date of joining the firm. This scheme gives access to counselling services which can be used for any issue that is affecting an employee whether work related or not.
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