.avif)
Before officially starting, new employees are invited in for 30 minutes to meet the team, speak with their manager and set expectations before their first day.
The organisation hold quarterly Lunch Clubs for up to 12 employees from across the business who go the extra mile in some respect or win an incentive. They generally get to have a say in what their outing entails; they always finish at lunch time on a nominated Friday.
Before officially starting, new employees are invited in for 30 minutes to meet the team, speak with their manager and set expectations before their first day.
Everyone who joins Selfridges attends The Big Yellow Welcome, an inspiring induction experience. This immerses new team members in the brand, family, values, service expectations and the Selfridges spirit, and inspires them to create an extraordinary experience for customers.
Everyone who joins Selfridges attends The Big Yellow Welcome, an inspiring induction experience. This immerses new team members in the brand, family, values, service expectations and the Selfridges spirit, and inspires them to create an extraordinary experience for customers.
Leaders actively participate, connect and communicate with team members on their digital communications platform, 'Yammer'. The executive team regularly share updates, comment on and like team member posts, bringing the business closer together.
Scottish Ballet continue to work hard with their People and Wellbeing Committee (PAWC) which is represented by a member of each team including the Artistic teams.
Scottish Ballet continue to work hard with their People and Wellbeing Committee (PAWC) which is represented by a member of each team including the Artistic teams.
Dancers are allocated a buddy when they arrive, someone who has gone through the same process and therefore can support them.
SAHA provide access to online support, they constantly review employee workload and make reasonable adjustments if needed.
Managers receive ongoing support through coaching and mentoring and paid subscriptions to the membership body.
SAHA provide access to online support, they constantly review employee workload and make reasonable adjustments if needed.
S&G Response believe in giving back to local charities and focus on children, the elderly and families in living in poverty. Employees are encouraged to collect non-perishable foods which are then donated to a local food bank.
S&G Response have bespoke manager training on basic skills, conducted externally by a training provider Lamont Jones. This includes all people management policies and procedures and soft skills development for bringing out brilliance in their teams.
S&G Response have bespoke manager training on basic skills, conducted externally by a training provider Lamont Jones. This includes all people management policies and procedures and soft skills development for bringing out brilliance in their teams.
Every team is given £100 per team member each year for a team/department wide team building event that they can organise of their choice.
Every team is given £100 per team member each year for a team/department wide team building event that they can organise of their choice.
Their Objective Manager platform visibly aligns everyone's individual business and personal development objectives to the firm wide strategy and department business plans.
Branded 'Thank You' cards are available in breakout areas so any colleague can say thank you for a job well done, hard work or exceptional effort by sending these to their colleague. Managers can recommend any individual in their team for an award up to £500 to recognise one-off work or achievement.
All managers can take advantage of their internal mentoring programme to work on objectives with a trained mentor who themselves receive regular supervision.
Royal Society of Chemistry run a 'wellness week' every two years, the aim being to engage employees in looking after their physical, mental, emotional and financial wellbeing.
The hotel is deeply committed to training young and disadvantaged people in the hospitality industry, and so partnered with The Clink Charity, a prisoner and young-offender rehabilitation initiative.
The hotel is deeply committed to training young and disadvantaged people in the hospitality industry, and so partnered with The Clink Charity, a prisoner and young-offender rehabilitation initiative.
On their first day, new team member's will have breakfast with their Senior Manager and other new starters to ensure a personalised welcome before they go on their first 'Welcome Day'.
RBH joined a consortium of other Registered Providers and organisations in the retail, media & education sectors to give their employees access to one days training in Carbon Literacy.
RBH joined a consortium of other Registered Providers and organisations in the retail, media & education sectors to give their employees access to one days training in Carbon Literacy.
RBH joined a consortium of other Registered Providers and organisations in the retail, media & education sectors to give their employees access to one days training in Carbon Literacy.
Employees can usually slide their shift and/or work from home, they find that sometimes these options can alleviate stress.
Employees can usually slide their shift and/or work from home, they find that sometimes these options can alleviate stress.
Environmental practices including: a cycle to work scheme; discouraging business travel; encouraging use of public transport; and green energy purchasing are in place at Robin Hood Energy.
Benefits for employees at Red Kite include: an Employee Assistance Programme; Flexible benefits; Staff discounts; and Free life insurance.
Benefits for employees at Red Kite include: an Employee Assistance Programme; Flexible benefits; Staff discounts; and Free life insurance.
Offices have motion sensitive lighting so that they can save energy and lower their carbon footprint. Solar panels are fitted to the roof of the building and have removed desk bins to implement recycling bins across the office.
Red and Blue make sure all staff receive a break with a meal and the managers are aware of any signs to look out for if a member of staff are struggling.
Handover books are used as staff don't always work together on the same shifts and may not see each other for a number of days, so can communicate anything in here for the team on the next day.
Red and Blue make sure all staff receive a break with a meal and the managers are aware of any signs to look out for if a member of staff are struggling.
Pukka is a certified carbon neutral company. They annually measure their operational carbon footprint and data is audited by Carbonfootprint.com.
'Pukka Friends', who are trained Mental Health First Aiders, are available to all Pukka people for a chat or to share concerns and worries. Pukka Friends are able to listen compassionately, help guide to support and often run initiatives to raise awareness of mental health issues.
'Pukka Friends', who are trained Mental Health First Aiders, are available to all Pukka people for a chat or to share concerns and worries. Pukka Friends are able to listen compassionately, help guide to support and often run initiatives to raise awareness of mental health issues.
Every employee has a bespoke induction programme based on the job role, their experience and whether the role is office or field based. Field based starters have an extensive programme of training and job shadowing of between 2-8 weeks, depending on the role.
PSL have greatly increased the use of Skype/Microsoft Teams meetings where possible and they have also encouraged clustering meetings both in terms of timing and region. Staff are encouraged to use public transport where possible.
Every employee has a bespoke induction programme based on the job role, their experience and whether the role is office or field based. Field based starters have an extensive programme of training and job shadowing of between 2-8 weeks, depending on the role.
Plastic Surgeon support team members development through e-learning, external coaching, financial support for work related qualifications and paid time off for study.
Plastic Surgeon match funds raised by employees for charity. They have recently matched donations to Dartmoor Rescue, Christmas Jumper Day and Comic Relief.
Managers at Plastic Surgeon have an annual appraisal during which their performance is assessed.
There are a number of ad-hoc bonus and incentives in place across all departments, including a £50 a month bonus for consistently arriving at work on time.
All PHMG new starters take part in an induction course, which lasts a week for sales staff, and two days for staff from other departments. This gives them an overview to the company as a whole, illustrating how their role works within the wider business, and introducing them to all the managers of the relevant departments.
PHMG places a high value on team interaction, and provides a number of working and social initiatives to encourage this. Departmentally, meetings are held on a regular basis, and teams regularly socialise with team incentive outings, top-performers events and a host of other ad-hoc social events.
An electric vehicle plug in point has been installed at head quarters to encourage usage of electric or hybrid vehicles.
The CEO conducts monthly all staff meetings, has an open door policy for any employee that wishes to speak with them, and makes themselves highly visible to staff by frequenting the staff room and walking around the office.
The CEO conducts monthly all staff meetings, has an open door policy for any employee that wishes to speak with them, and makes themselves highly visible to staff by frequenting the staff room and walking around the office.
During appraisals, managers will always refer to Pentagon Play's mission and values, and remind each member of their team exactly what they are working towards.
Leaders operate an open-door policy. They also hot desk around the office each day and sit with all departments. They are always involved in company socials and make appearances at departmental conferences.
During appraisals, managers will always refer to Pentagon Play's mission and values, and remind each member of their team exactly what they are working towards.
As well as weekly coaching and monthly 1-2-1's, Pelican hold weekly team huddles. This is an opportunity for the team to get together to hear essential updates, share best practice, and celebrate success with the Wow award.
As well as weekly coaching and monthly 1-2-1's, Pelican hold weekly team huddles. This is an opportunity for the team to get together to hear essential updates, share best practice, and celebrate success with the Wow award.
Their Health and Wellbeing team are committed to providing initiatives to support mental wellbeing and their 'Healthy Conversations' initiative has helped lift the taboo on reaching out for support.
Peldon Rose have introduced a battery recycling programme and recycling bins on every floor of the building. They have all been introduced and led by employees.
Peldon Rose communicate the business purpose and mission through the annual Kick Off event. Kick Off serves as a way to unite the entire business at the beginning of the financial year. This is where the Leadership Team can signpost for the year ahead and celebrate achievements from the year gone.
Peldon Rose communicate the business purpose and mission through the annual Kick Off event. Kick Off serves as a way to unite the entire business at the beginning of the financial year. This is where the Leadership Team can signpost for the year ahead and celebrate achievements from the year gone.
The Stars in Orbit scheme is an online portal accessible via intranet pages and mobile devices that enables people to send e-cards recognising outstanding work, positive actions, exceptional behaviours and going above and beyond in line with their values.
The Stars in Orbit scheme is an online portal accessible via intranet pages and mobile devices that enables people to send e-cards recognising outstanding work, positive actions, exceptional behaviours and going above and beyond in line with their values.
The Stars in Orbit scheme is an online portal accessible via intranet pages and mobile devices that enables people to send e-cards recognising outstanding work, positive actions, exceptional behaviours and going above and beyond in line with their values.
Teams often use the opportunity of the volunteering day to improve teamwork interaction. They also run a number of secondments across the business to encourage employees to experience different areas of the business based on their skills.
Performance is formally reviewed within the performance management process, which involves regular 121 meetings and quarterly performance reviews.
Performance is formally reviewed within the performance management process, which involves regular 121 meetings and quarterly performance reviews.
The CEO sends a weekly all company email updating on the different areas of the business. They use this platform to discuss successes and challenges faced.
All employees are provided mugs and water bottles as standard when they join to cut down on plastic and paper waste, as well as providing water and teas/coffee and milk to avoid need to purchase beverages outside of work.
The CEO sends a weekly all company email updating on the different areas of the business. They use this platform to discuss successes and challenges faced.
The organisation has developed a flexible approach to how they reward individuals across Oakleaf. Each fee earner in the business has a tailored made bonus and commission scheme which is built around the individual's desk and the market they recruit in.
The CEO and COO continue to take an active role in the interview process and induction of all new staff and sit within the broader teams on the sales floor.
The organisation has developed a flexible approach to how they reward individuals across Oakleaf. Each fee earner in the business has a tailored made bonus and commission scheme which is built around the individual's desk and the market they recruit in.
All permanent employees are granted share options which gives them a sense of ownership of the business that they are working for.
As part of Nutmeg's benefits package, employees have access to an Employee Assistance programme through Vitality. Their online coaching platform, Thrive, also has trained coaches in dealing with anxiety.
As part of Nutmeg's benefits package, employees have access to an Employee Assistance programme through Vitality. Their online coaching platform, Thrive, also has trained coaches in dealing with anxiety.
Future staff are given access to the HR system to complete all their paperwork before they join. They can also see who is working in their team and updates are put on their regularly as to things that are happening within the firm.
Future staff are given access to the HR system to complete all their paperwork before they join. They can also see who is working in their team and updates are put on their regularly as to things that are happening within the firm.
Nockolds offer part-time working for all staff regardless of circumstances. They have flexible start and finish times so that staff can arrange their work around their personal commitments.
Nexus has introduced a Wellness Week initiative. Held over 5 days, they have offered a number of different events to enhance the wellbeing of employees. Events have included; massage service, spa / aromatherapy session, mental health guidance and support, and financial guidance sessions.
Nexus' Senior Management Team have all been enrolled in a dedicated, team leadership development programme. Delivered by an external specialist, the Managers will attend four module workshops and four action learning sets over the course of 9 months.
Nexus' Senior Management Team have all been enrolled in a dedicated, team leadership development programme. Delivered by an external specialist, the Managers will attend four module workshops and four action learning sets over the course of 9 months.
Newhall have their own holistic room complete with a therapist's treatment table. A beauty/health therapist who offers a wide range of treatments from manicures, facials and haircuts to massages, visits on a regular basis - employees just contact her when they want her to visit.
Newhall have competitions for employees that allows for their Call Centre Agents to win points for sales on a monthly basis, with winners receiving surprise presents.
Newhall encourage all staff to be proactive in improving their own environmental performance by using the paper and cardboard recycling stations provided in each office and using the mugs and glasses provided to everyone rather than disposable items.
NWTC champion an innovative employee engagement project called TRIBES. The TRIBES initiative is in place to unify team members across different departments and venues around the country, allowing for a strong sense of community to evolve across the estate.
With many development programs in place, one of the more unique offerings is the Educational Subsidies benefit. Through this benefit, they will pay for employees to do courses such as MBSR (Mindfulness-based stress reduction) and have even paid for a horticultural course.
NWTC offer incentives throughout the year to all teams. Anyone who gets mentioned on TripAdvisor will get a free bottle of wine. They have also ran spend per head incentives where the person in site with the highest spend per head each week will receive a £50 voucher.
National Friendly utilise Perkbox, which offers all staff the opportunity to enhance their wellbeing including occupational health/wellness programme and subsidised sports facilities. They are also about to introduce free workshops on meditation and mindfulness.
National Friendly utilise Perkbox, which offers all staff the opportunity to enhance their wellbeing including occupational health/wellness programme and subsidised sports facilities. They are also about to introduce free workshops on meditation and mindfulness.
National Friendly utilise Perkbox, which offers all staff the opportunity to enhance their wellbeing including occupational health/wellness programme and subsidised sports facilities. They are also about to introduce free workshops on meditation and mindfulness.
The Management Development Academy is run in cohorts which are chosen so that participants have similar levels of seniority and share challenges but come from different teams across the business. This is done so that the participants develop a network across the business that operates after the course is completed.
The Management Development Academy is run in cohorts which are chosen so that participants have similar levels of seniority and share challenges but come from different teams across the business. This is done so that the participants develop a network across the business that operates after the course is completed.
Everything MVF do is underpinned by their 6 core values. These values are not owned by the People Team but by the Senior Leadership who live and breath these values everyday.
On a daily basis the leader walks the office floor, engaging with all staff to take a genuine interest in their work and wellbeing. They have an open door policy and employees are free to meet with them to discuss any issues or suggestions.
MSL have ISO 14001 accreditation and are committed to minimising the impact of their business activities on the environment. This includes the responsible disposal and recycling of waste from customer's sites arising from maintenance works carried out.
On a daily basis the leader walks the office floor, engaging with all staff to take a genuine interest in their work and wellbeing. They have an open door policy and employees are free to meet with them to discuss any issues or suggestions.
The leader undertakes regular restaurant visits which will include conversations with all members of the team regardless of seniority or role.
MOD Pizza use 'team banks' to provide funds towards team activities and events outside of work. Individuals and teams can earn credits towards their team banks through over-achievement.
The leader undertakes regular restaurant visits which will include conversations with all members of the team regardless of seniority or role.
Colt Car Company have a charity action group. This group enables all employees to choose a local charity for the company to support for a 12 month period. All monies raised is matched by the company.
Colt have created DRIVE (their values name) awards, and regularly share with all their people the great work / behaviours employees are being recognised for. They are working to get the values even more visible around the business and they are also creating a values tool to support recruitment and development.
All managers are trained in understanding where their team is at, and how to lead teams through all stages of development. They support team builds across the company and also have cross company teams, who work on particular areas such as wellbeing, charity and social activities.
A comprehensive technical and core skills programme is in place through their Academy. The Academy enables them to capture and share knowledge, fostering a culture of learning and creating an intellectually stimulating environment in which they all thrive.
Each new joiner will have their own bespoke induction programme which is designed to ensure they have everything required for their new roles. Induction is structured to give a high level overview of the firm, its future goals and objectives while instilling the core values and history of the firm and why this culture is important.
A comprehensive technical and core skills programme is in place through their Academy. The Academy enables them to capture and share knowledge, fostering a culture of learning and creating an intellectually stimulating environment in which they all thrive.
Michelmores run a range of 'Inspireme' talks with people from outside of the profession to learn new ideas and get a different perspective on the challenges they face.
Everyone is given a day a year to volunteer for a local charity. Recent projects have included decorating a community centre, painting a school, beach cleans and serving Christmas Lunch on Christmas Day for Estuary League of Friends.
Michelmores run a range of 'Inspireme' talks with people from outside of the profession to learn new ideas and get a different perspective on the challenges they face.
The Theatre offer all new joiners a work Buddy to help them navigate the way they do things and give them general support as they adjust to working at Mayflower Theatre. The new joiner and their buddy are allocated time in work to meet for a coffee and in addition they are allocated two tickets to a show.
The Leadership Team are expected to be role models and the approach is more 'do as I do' as opposed to 'do as I say, not as I do'.
The Theatre offer all new joiners a work Buddy to help them navigate the way they do things and give them general support as they adjust to working at Mayflower Theatre. The new joiner and their buddy are allocated time in work to meet for a coffee and in addition they are allocated two tickets to a show.
Employees receive 25 days annual leave and 15 days public holiday every year. Flexi time and time off in lieu are also available to employees, as well as a generous package of special leave which covers paid time off for study, attending medical appointment and even time to move home.
Maryhill Housing launched a new management development programme in 2018. All managers of the organisation attended this Behavioural Science in Leadership programme. This was held over 5 different days and got managers thinking about all various areas of management/leadership from motivation, engagement, empowerment, performance management and a number of other areas.
Maryhill Housing launched a new management development programme in 2018. All managers of the organisation attended this Behavioural Science in Leadership programme. This was held over 5 different days and got managers thinking about all various areas of management/leadership from motivation, engagement, empowerment, performance management and a number of other areas.
Every hotel is encouraged to engage in local community activities as they believe that when they support communities outside of their own hotel doors, they make them stronger.
The President and Managing Director is a true believer that the cornerstone of the company is its people and retains a laser-like focus on building a strong culture that fosters innovation and embraces wellbeing.
The President and Managing Director is a true believer that the cornerstone of the company is its people and retains a laser-like focus on building a strong culture that fosters innovation and embraces wellbeing.
The Leadership team are key to ensuring that they uphold Values at every opportunity and ensure that these are embedded at every phase of their employee life cycle.
The CEO regularly holds a book group for those aspiring employees at Macs. This is an opportunity for the CEO to impart their knowledge of the industry and work experience and help mentor and knowledge share fresh ideas/ways of thinking with those members of the team at Macs who are keen to grow professionally and personally.
The Leadership team are key to ensuring that they uphold Values at every opportunity and ensure that these are embedded at every phase of their employee life cycle.
In 2016, Lyreco introduced a Charity Steering Group with the purpose to expand support provided to local communities. Staff submit initiatives they are involved in and Lyreco will donate funds, volunteers or products.
In 2016, Lyreco introduced a Charity Steering Group with the purpose to expand support provided to local communities. Staff submit initiatives they are involved in and Lyreco will donate funds, volunteers or products.
Lyreco advertise all vacancies internally, so the workforce has access to the opportunities available.
Bionic Group have five clear ways that they measure the effectiveness of their managers.
1) Driving Business Results. They have a balanced score card approach which is central to how they focus their efforts & measure their success. It enables them to pull together as one team and align to common goals. They hold operational dashboards to review performance against these KPIs.
2) Employee Engagement Surveys to measure team player motivation and engagement. Those leaders with engagement results lower than the company average have a high support from their people and culture team to support them on improving their results through focused action plans.
3) Turnover rates are measured on an annual and monthly basis and shared with their Exec Team and Investors. Working groups are created with a number of leaders if they see spikes in churn. Glassdoor reviews of job candidates and leavers is also monitored and reported monthly and assessed against turnover rates and exit interview data.
4) 360 Feedback is used for their talent programme. This enables their leaders to get feed-back from their manager, peers, team members and stakeholders. Each leader has a detailed feedback session from an experienced external coach to enable them to devise a Personal Development Plan.
5) Performance Management system. Their managers performance is measured by performance and potential. Every 4 months, every Exec leader presents the talent ratings for their overall teams which is calibrated across Bionic Group. This allows each Exec member to provide performance feedback of individuals to support their development.
Bionic Group have five clear ways that they measure the effectiveness of their managers.
1) Driving Business Results. They have a balanced score card approach which is central to how they focus their efforts & measure their success. It enables them to pull together as one team and align to common goals. They hold operational dashboards to review performance against these KPIs.
2) Employee Engagement Surveys to measure team player motivation and engagement. Those leaders with engagement results lower than the company average have a high support from their people and culture team to support them on improving their results through focused action plans.
3) Turnover rates are measured on an annual and monthly basis and shared with their Exec Team and Investors. Working groups are created with a number of leaders if they see spikes in churn. Glassdoor reviews of job candidates and leavers is also monitored and reported monthly and assessed against turnover rates and exit interview data.
4) 360 Feedback is used for their talent programme. This enables their leaders to get feed-back from their manager, peers, team members and stakeholders. Each leader has a detailed feedback session from an experienced external coach to enable them to devise a Personal Development Plan.
5) Performance Management system. Their managers performance is measured by performance and potential. Every 4 months, every Exec leader presents the talent ratings for their overall teams which is calibrated across Bionic Group. This allows each Exec member to provide performance feedback of individuals to support their development.
In the words of Aristotle, “We are what we repeatedly do. Excellence, then, is not an act, but a habit”. Their development is focused on developing expertise in the pursuit of getting better every day. This is a way of life in Bionic. They pride themselves on the fact that 58% of our leaders have been promoted internally.
A strong contributor to their success of leaders and teamwork, is their Year of the Coach and Year of the TL programme that's run internally by their leaders. This is a chance for team players to work towards a leadership role. In 2019, 35 players have attended the programs with 25% of these being promoted since. The YOTL attendees have bi-weekly workshops and in role training to enhance their leadership skills including how to forecast budgets and driving performance through others.
Their Team Leaders then deliver the YOTC programme, for those team players who have the desire to coach their colleagues and progress into leadership roles in the future. This involves learning how to lead a buzz session, inspiring and motivating the team and how to conduct quality 121s to get the best from their colleagues. Not only does this programme provide their aspiring leaders with the skills they need it also gives their TLs great experience in designing and delivering training courses. By the end of the training, their TL's and Coaches all have a detailed Personal Development Plan including the next step in their career and how they achieve this.
Lindum actively support community projects, many of which are introduced to them by their employees, and their families.
The Chairman makes weekly visits to construction sites to talk to site operatives about the progress and the challenges being faced.
The Chairman makes weekly visits to construction sites to talk to site operatives about the progress and the challenges being faced.
Lakeland provide free bus services for colleagues at their HO sites, reducing the use of private vehicles and offer colleagues the opportunity to utilise the cycle to work scheme, encouraging green commuting and exercise.
Lakeland provide free bus services for colleagues at their HO sites, reducing the use of private vehicles and offer colleagues the opportunity to utilise the cycle to work scheme, encouraging green commuting and exercise.
Lakeland offer an employee assistance programme where employees can do wellbeing assessments and gain advice on physical health, mental heath as well as counselling if necessary and occupational health which is well used.
Kuoni conferences continue to provide managers with strategic updates, team building exercises and training sessions on a range of subjects.
Kuoni offer every employee with two days of volunteer leave a year, giving them the opportunity to give back to something close to their heart.
Each department has an employee rep who sits on the 'your voice' panel. This representative brings suggestions and feedback raised by the employees to the monthly your voice meeting. These ideas are then discussed with senior managers so changes can be made.
At Just IT, any employee can join 'The Network' - this is a company group dedicated to initiatives around charity, community, events and well being. The network pledges to raise money for the organisation's chosen charity.
Bimonthly meetings bring together colleagues across the organisation to examine and discuss the company's products. They then look at how to deliver them more effectively from a broad range of perspectives.
Bimonthly meetings bring together colleagues across the organisation to examine and discuss the company's products. They then look at how to deliver them more effectively from a broad range of perspectives.
The John West offices promote recycling both at work and at home. Their House committee lead on these initiatives and have sent out communications in the past and clearly label all bins to ensure appropriate recycling is done.
The cheque book reward system means that team members are given 10 cheques each. Each cheque equates to a £5 voucher to spend at various retailers. John West encourage Crew to give cheques to their colleagues when they have supported them as a way to say thanks as well as recognising them for good work.
The John West offices promote recycling both at work and at home. Their House committee lead on these initiatives and have sent out communications in the past and clearly label all bins to ensure appropriate recycling is done.
The Jellyfish Senior Management Team demonstrate their commitment to the values and principles of the organisation by living their Core Values and challenging any behaviours that go against these.
The Jellyfish Senior Management Team demonstrate their commitment to the values and principles of the organisation by living their Core Values and challenging any behaviours that go against these.
Jellyfish introduced a matrix of 'Personal Value Elements' to employees. These elements outlined the skills, behaviours and cultural characteristics employees could and should look to develop as they grow within their role and their career as a whole.
The firm work in an open plan office and the leaders, partners, senior management and staff all share the same space and services. The Chairman is as accessible as the Junior Operations team.
The firm work in an open plan office and the leaders, partners, senior management and staff all share the same space and services. The Chairman is as accessible as the Junior Operations team.
The firm work in an open plan office and the leaders, partners, senior management and staff all share the same space and services. The Chairman is as accessible as the Junior Operations team.
Invest Northern Ireland's Recognition Scheme has been in place for 6 years and is driven by a range of staff from across the organisation who make up the Employee Recognition Steering Committee. The Committee review all applications for recognition to identify members of staff who have been an exemplar of the corporate values with either customers or their colleagues.
Through the provision of a 'Cycle to Work Scheme', a walking club, and staff volunteering, Invest Northern Ireland support colleagues in adopting both better physical and mental health.
There are a number of clear processes available to help managers make informed decisions about particular areas. These processes and guidance documents are all available on the intranet and in the staff handbook.
3% of the company's profits are pledged to charitable causes, doing so through Intouch Global Foundation (IGF), a registered charity whose remit is to provide tailored guidance and financial support to selected organisations and projects.
3% of the company's profits are pledged to charitable causes, doing so through Intouch Global Foundation (IGF), a registered charity whose remit is to provide tailored guidance and financial support to selected organisations and projects.
Offices are designed to be open plan and incorporates several comfortable break out spaces to encourage face-to-face communication.
Directors are encouraged to make decisions that are not only fair and in line with the needs of their people, but also by assessing which clients they choose to work with.
Directors are encouraged to make decisions that are not only fair and in line with the needs of their people, but also by assessing which clients they choose to work with.
Directors are encouraged to make decisions that are not only fair and in line with the needs of their people, but also by assessing which clients they choose to work with.
iHASCO have trained Mental Health First Aiders available to all staff. They are available to talk to during working hours and offer somebody to listen to.
iHASCO's 12 week induction for new starters includes the completion of an organisation map to ensure they get to meet everyone else. It also includes spending time working alongside those in other teams.
iHASCO's 12 week induction for new starters includes the completion of an organisation map to ensure they get to meet everyone else. It also includes spending time working alongside those in other teams.
ID Medical have invested continually in their Learning & Organisational Development programmes to ensure employees can build a career to triumph their personal goals and by having a designated learning and development team, they can teach employees both practical and technical skills.
The Executive Board meet monthly for structured meetings around the strategy of the business. They demonstrate their commitment to the business values by working on the sales floor to truly stay close to the day to day of the business.
ID Medical encourage team interaction and ask employees to give feedback to the directors and management. Every director and senior manager works in and with their teams to actively embed new ideas and offers employees the chance to deliver their strategy.
Leaders are accessible and interact with colleagues on a day to day basis. The Iceland Directors all take part in monthly 'Our Business' meetings held in each Head Office department.
Leaders are accessible and interact with colleagues on a day to day basis. The Iceland Directors all take part in monthly 'Our Business' meetings held in each Head Office department.
In January 2018, Iceland became the first supermarket in the world to pledge to remove plastic from all own label packaging by the end of 2023.
Hurst provide employees with e-learning tools, external coaching and mentoring, job shadowing and paid time off for study.
To bring everyone together, Hurst organise an annual Summer BBQ and an annual Christmas party.
Hurst pay performance related bonuses on a quarterly basis, which has proved more effective than an annual one.
Huntress have a wide range of working practices that aim to improve team interactions and communication. One of which is Jostle which promotes collaboration and communication across offices and teams in real time. Jostle is an intranet system that has a feed where people can write updates, share news, give 'shout outs' to people who have received good feedback from customers/candidates or have lived their values.
As part of Huntress' career pathway they offer a specialised leadership development programme for all Associate Manager level staff and above called - 'The Huntress High Performance Manager Programme'.
Huntress have a wide range of working practices that aim to improve team interactions and communication. One of which is Jostle which promotes collaboration and communication across offices and teams in real time. Jostle is an intranet system that has a feed where people can write updates, share news, give 'shout outs' to people who have received good feedback from customers/candidates or have lived their values.
All employees, irrespective of role have the ability to generate new business and earn commission accordingly.
HS Direct encourage and arrange for departments to have their staff spend time with other departments to see first hand the work that goes on.
HS Direct encourage and arrange for departments to have their staff spend time with other departments to see first hand the work that goes on.
Carbon offsetting is an area Honeycomb Group are currently making improvements on. Their new build developments and any retrofitting of existing properties help support their carbon offsetting.
Carbon offsetting is an area Honeycomb Group are currently making improvements on. Their new build developments and any retrofitting of existing properties help support their carbon offsetting.
Carbon offsetting is an area Honeycomb Group are currently making improvements on. Their new build developments and any retrofitting of existing properties help support their carbon offsetting.
Using their expertise the senior leadership team always go the extra mile to spot trends and changes to ensure the company survives the tough times.
HIT offer a variety of career options that give their team members the opportunity to build upon their existing roles, increasing their skill set via additional responsibilities.
HIT offer a variety of career options that give their team members the opportunity to build upon their existing roles, increasing their skill set via additional responsibilities.
Hilti recently launched an IDP toolkit for all employees on how to build an effective individual development plan.
Teams at Hilti are using lean principles to drive implementation of paperless systems and streamline work processes to reduce waste - both in terms of physical waste and wasted time resources.
Hilti recently launched an IDP toolkit for all employees on how to build an effective individual development plan.
Along with his Senior Leadership Team, the CEO actively hot desks between teams and functions on a daily basis to encourage involvement, participation and increase engagement.
Along with his Senior Leadership Team, the CEO actively hot desks between teams and functions on a daily basis to encourage involvement, participation and increase engagement.
Heathrow BSC actively encourage every member of staff to take a day each year to support one of their identified charities, enabling them to give over 800 hours of support each year to a range of charities and community groups with each individual choosing what is important to them.
Heat Recruitment recently implemented a new management development programme alongside an external training provider which is CPD Certified.
Heat Recruitment support the local community in choosing charities that can have an impact in Bristol and the surrounding areas. Throughout the year, Heat Recruitment have lots of different events to raise money including sports challenges, bake sales, games and quizzes, raffles, fancy dress days and gaming tournaments.
Heat Recruitment support the local community in choosing charities that can have an impact in Bristol and the surrounding areas. Throughout the year, Heat Recruitment have lots of different events to raise money including sports challenges, bake sales, games and quizzes, raffles, fancy dress days and gaming tournaments.
A manager has the support of their line manager who will ensure that they have regular updates to measure performance and identify any support required.
Each year Hays Travel take on over 100 apprentices who are employed from day one and their training is specifically tailored to their needs. Once qualified, there are opportunities to develop further such as being a mentor or gaining promotion.
A manager has the support of their line manager who will ensure that they have regular updates to measure performance and identify any support required.
As part of Gamma's continuing growth, the organisation continue to bring new talent into the organisation through a combination of experienced hires, graduates and apprenticeships.
As part of Gamma's continuing growth, the organisation continue to bring new talent into the organisation through a combination of experienced hires, graduates and apprenticeships.
Gamma is undergoing a period of refurbishment to ensure that the hardworking teams are housed in an environment that enables creativity and comfort with facilities that accommodate team working.
Frugi have a dedicated 'green committee' of employees who meet regularly to discuss all things eco at HQ. The aims and objectives of the committee are to lead the way in environmental initiatives to strengthen and reinforce Frugi's business values.
Frugi offer employees benefits such as performance related pay, profit related pay and staff discounts.
Frugi offer employees benefits such as performance related pay, profit related pay and staff discounts.
French Duncan has a healthy living committee which meets monthly and organises events for the whole organisation to get involved with.
Each year, the firm selects a local charity and they then focus fundraising activities on that charity for the next 12 months.
French Duncan have bi-monthly showcase events where each department takes a turn to present to the rest of the firm to explain what their department does, share best practices and advise on how staff members from other departments can help with cross-selling.
FGH have a dedicated social and charities committee who continuously come up with exciting activities to help the company raise money for charities.
FGH have a dedicated social and charities committee who continuously come up with exciting activities to help the company raise money for charities.
FGH operate financial incentive plans to ensure employees are rewarded for providing good service where the customer benefits.
Foxtons run a three-day training programme for newly promoted Managers, hosted by two senior Learning & Development consultants.
Foxtons provide ongoing training workshops which cover a wide range of content, from sales techniques, to mental health first aid, to unconscious bias, to customer experience.
The CEO sits on the sales floor so that they can remain in tune with all members of the headquarters workforce and be approachable at all times.
The full ForrestBrown team meets on a quarterly basis. This meeting is led by Simon Brown, ForrestBrown's managing director and founder. Targets are reviewed as a group, good news celebrated, and the vision for future growth communicated.
Not only does the organisation offer a range of benefits including free private healthcare, staff discounts and free travel insurance, last year their annual Christmas party involved a magical trip to Disneyland Paris!
The full ForrestBrown team meets on a quarterly basis. This meeting is led by Simon Brown, ForrestBrown's managing director and founder. Targets are reviewed as a group, good news celebrated, and the vision for future growth communicated.
Forpeople provide employees with an Employee Assistance Programme, free private healthcare, profit related pay and free life insurance.
Forpeople have created a portfolio of Learning and Development opportunities that's open to everyone within the organisation.
Forpeople have created a portfolio of Learning and Development opportunities that's open to everyone within the organisation.
Fordway provide employees with flexible benefits, free private healthcare, profit related pay and staff discounts.
Fordway provide employees with flexible benefits, free private healthcare, profit related pay and staff discounts.
Any employee who introduces a candidate who is successfully employed receives a payment of £500 upon appointment and a further £500 once their probation has been passed.
Each new employee at Focusrite Audio Engineering is given an induction by reception, HR and then they walk around to meet everyone, plus a company wide email introduction.
Each new employee at Focusrite Audio Engineering is given an induction by reception, HR and then they walk around to meet everyone, plus a company wide email introduction.
Focusrite operate in segment/ brand teams which allows like minded groups of people with a common goal to collaborate on a much simpler basis.
The management development programme, 'Learn Engage Apply Perform' (LEAP) allows colleagues to select relevant skills-based modules from a full suite of topics and soft skill workshops, according to their individual development needs.
The management development programme, 'Learn Engage Apply Perform' (LEAP) allows colleagues to select relevant skills-based modules from a full suite of topics and soft skill workshops, according to their individual development needs.
The dedicated fundraising team, FMGive, drives a jam-packed calendar of fundraising activities and volunteering opportunities. All funds raised are shared between their two chosen charities; the Forget Me Not Children's Hospice and Kirkwood Hospice, as voted by their employees.
FLM run a weekly Plastic Free Friday initiative whereby everyone is challenged to try and not buy single-use plastic for the day.
FLM run a weekly Plastic Free Friday initiative whereby everyone is challenged to try and not buy single-use plastic for the day.
FLM have a large number of people doing work experience with them throughout any year, and they stay in contact with some of them, many of which will go on to applying for permanent positions with them.
A 14 day Leadership Development Programme supports leaders with the tools they need. During their journey they develop knowledge and understanding of themselves as a leader, the business, leading the present, developing the team and creating the future.
Flagship Housing provide employees with an Employee Assistance Programme, flexible benefits, performance related pay and staff discounts.
Flaship offer regular events to employees in the building itself to encourage regular breaks, such as laughing yoga, regular yoga and boxercise for free in order to destress employees.
Fife Housing Group reduce energy usage through solar panels installed at their office and have improved recycling with the removal of individual waste-paper bins in favour of larger recycling-segregated bins.
Fife Housing Group reduce energy usage through solar panels installed at their office and have improved recycling with the removal of individual waste-paper bins in favour of larger recycling-segregated bins.
Employees at Fife Housing Association are provided with an Employee Assistance Programme, flexible benefits and staff discounts.
FGH provide employees with e-learning tools, external coaching, financial support for work related qualifications and job shadowing.
The organisation gives a funding match donation to any funds raised by employees for the company's chosen charity. There are no limits applied.
All employees are eligible for the FGH Athlete programme. This consists of personal sponsorship for participation in sporting or charitable events. The programme is designed to reward and encourage personal development activity outside of the work environment which has a positive, holistic effect on the employee through increasing health, fitness or confidence.
The development of team members at Farncombe Estate is of high importance and support employees with non work related studies where possible.
For every demonstration of service excellence, employees are awarded a wow card, for every 10 wow cards they are awarded £1000 to spend on a holiday of their choice. They also pay bonuses to every member of the team that works over the Christmas and new year bank holidays.
The development of team members at Farncombe Estate is of high importance and support employees with non work related studies where possible.
The organisation provides bi-monthly appraisals and monthly one-to-one reviews to build the employees relationship with their manager.
Fairhome focus on environmental initiatives, and currently achieve 100% diversion from landfill.
The organisation offers flexible and home-based working for staff to enable a better work-life balance. Their healthy initiatives programme of mindfulness and keep-fit also enhances the life of employees to enable employees to include exercise and relaxation with their working day.
The Green Team are a collective of employees across the Group that are responsible for driving their environmental pledge 'We care for the environment'. The team organised a group-wide celebration of Earth Day with a focus on reducing plastic.
The CEO provides open communication and is transparent with financial and operational information. Regular 'Town Hall' meetings provide transparency and clarity to every employee on operational and financial progress.
The Green Team are a collective of employees across the Group that are responsible for driving their environmental pledge 'We care for the environment'. The team organised a group-wide celebration of Earth Day with a focus on reducing plastic.
All employees have had mental health awareness workshops recently to promote their own and others mental health.
Since 2018, Ellison's have had a 'Turning Strategy into Action' plan which focuses on four areas: Internal innovation team; New product development team; Engagement team; and Customer team. This involves all departments, and each team has members who are from different departments. This is driving results up through the business.
Since 2018, Ellison's have had a 'Turning Strategy into Action' plan which focuses on four areas: Internal innovation team; New product development team; Engagement team; and Customer team. This involves all departments, and each team has members who are from different departments. This is driving results up through the business.
Ella's Kitchen have trained 5 employees to be qualified mental health first aiders. Their job is to support open and honest conversations in the workplace and offer help to anyone that needs it in times of stress.
Ella's Kitchen have trained 5 employees to be qualified mental health first aiders. Their job is to support open and honest conversations in the workplace and offer help to anyone that needs it in times of stress.
Community activities are connected to the organisations mission, and they continue to promote "Veg for Victory" and raise the awareness of the importance of vegetables in weaning and the long term impact on little ones.
The CEO is involved in the day to day management of the office, delivers projects personally, mentors others on technical delivery and invests significant time in the well being of the staff.
Edmond Shipway's interaction strategy is delivered at a number of interconnecting levels. At a formal level they have monthly staff meetings and quarterly 1-1 sessions with Directors. On a practice wide basis they have recently launched a new Intranet "Connect" which allows them to communicate practice news, celebrate exceptional performances and outcomes and recognise long service, birthdays, marriages and births.
Edmond Shipway give employees the opportunity to support charities/community projects of their choice by volunteering or providing support to the numerous local campaigns.
Edenhouse have developed their own, bespoke, Edenhouse mini-MBA programme for managers. This highly engaging and interactive course is delivered over 6 monthly modules. Managers cover a diverse range of topics, from the latest research into management behaviours that have been show to drive team engagement, to effective storytelling and presenting skills, and the psychology of personality traits and motivation to equality, inclusion and diversity.
Edenhouse developed their own Mental Health Buddy scheme. They put 16 volunteers through an intensive training course so they could provide an effective listening and signposting service for colleagues. Information about Mental Health Buddies is displayed around their sites in a way similar to the information relating to physical first aiders, and is regularly communicated to colleagues via a number of other online channels.
Edenhouse developed their own Mental Health Buddy scheme. They put 16 volunteers through an intensive training course so they could provide an effective listening and signposting service for colleagues. Information about Mental Health Buddies is displayed around their sites in a way similar to the information relating to physical first aiders, and is regularly communicated to colleagues via a number of other online channels.
Mental health and wellbeing is high on their agenda. They have partnered with MIND to deliver a variety of mental health training and support sessions, such as awareness workshops, manager skills sessions and mental health first aid at work training. They regularly engage with local NHS partnerships to support a variety of health related matters such as smoking cessation and weight management. Through learning and development programmes they promote their relationship with nature and encourage team members to spend more time in nature, which is proven to have a positive impact on wellbeing. They run sporting events on their site, such as the Eden Marathon and Sportive and actively encourage their staff to participate in these events. Many of their staff take advantage of the cycle to work scheme and cycle to work to improve their health and fitness.
Mental health and wellbeing is high on their agenda. They have partnered with MIND to deliver a variety of mental health training and support sessions, such as awareness workshops, manager skills sessions and mental health first aid at work training. They regularly engage with local NHS partnerships to support a variety of health related matters such as smoking cessation and weight management. Through learning and development programmes they promote their relationship with nature and encourage team members to spend more time in nature, which is proven to have a positive impact on wellbeing. They run sporting events on their site, such as the Eden Marathon and Sportive and actively encourage their staff to participate in these events. Many of their staff take advantage of the cycle to work scheme and cycle to work to improve their health and fitness.
Each January they close the site for two days, to bring all of their staff together for an organisation-wide event called the 'Eden Gathering'. During this event the Executive Directors give updates on various aspects of the business, business performance and plans for the future. Participants are encouraged to take part in experiential activities that help them understand Eden's purpose and encourage them to get to know people in other teams. Sometimes these activities may be solely focused on cultivating the 'Eden spirit' (motivation and engagement) e.g. exploring the Rainforest Biome or drumming in the Mediterranean Biome; or at other times for knowledge transfer, or getting employee input on projects through facilitated discussions.
EDAM Group have installed a 3000 litre interceptor to deal with the run off from washing their fleet vehicles. This unit collects 3000 litres of petrol, silt and run off that would otherwise make it's way into the sewer system and pollute the water.
Engagement is a key aspect of day to day life at the EDAM Group. They hold numerous engagement activities throughout the year, from summer BBQ'S to wellbeing days, their 3 social events and many more. They have also recently introduced the employee Exchange Committee which allows employee reps from all business areas to come together once per month to meet with the CEO.
Engagement is a key aspect of day to day life at the EDAM Group. They hold numerous engagement activities throughout the year, from summer BBQ'S to wellbeing days, their 3 social events and many more. They have also recently introduced the employee Exchange Committee which allows employee reps from all business areas to come together once per month to meet with the CEO.
All senior managers at each site attend a monthly management meeting to review actions being taken to meet organisations goals.
Employee Forum commenced in 2019 which has representatives from each site and each department. Forum members represent all other employees from the same department and council colleagues for ideas on how to improve business and employee engagement.
Employee Forum commenced in 2019 which has representatives from each site and each department. Forum members represent all other employees from the same department and council colleagues for ideas on how to improve business and employee engagement.
Dovetail Games want all employees to live to work, not work to live. They operate core business hours of 10am to 4pm which allows their people to fit work into their lives with hours that suit them and their family commitments/sleep patterns/commute. They also allow an extra level of flexibility with regards to working around personal commitments, such as the school run or a boiler service, in which employees can adjust their hours even further, as long as they still complete their contracted hours.
Dovetail Games want all employees to live to work, not work to live. They operate core business hours of 10am to 4pm which allows their people to fit work into their lives with hours that suit them and their family commitments/sleep patterns/commute. They also allow an extra level of flexibility with regards to working around personal commitments, such as the school run or a boiler service, in which employees can adjust their hours even further, as long as they still complete their contracted hours.
Dovetail Games want all employees to live to work, not work to live. They operate core business hours of 10am to 4pm which allows their people to fit work into their lives with hours that suit them and their family commitments/sleep patterns/commute. They also allow an extra level of flexibility with regards to working around personal commitments, such as the school run or a boiler service, in which employees can adjust their hours even further, as long as they still complete their contracted hours.
The CEO leading Dove House has an open door policy reflected by all members of the Executive Management Team. The leader is highly visible, and regularly visits every department to spend time with staff and volunteers.
The hospice has an Environmental Policy which is reviewed annually and is the responsibility of the Health & Safety Officer, approved by the Director of Finance & Support Services. Details of this are available to staff on the hospice intranet. The building utilises solar panels, the benefits of which are twofold, both reducing the environmental impact of the site, and reducing operating costs of the organisation.
The CEO leading Dove House has an open door policy reflected by all members of the Executive Management Team. The leader is highly visible, and regularly visits every department to spend time with staff and volunteers.
Every quarter the company holds an Executive Lunch. This lunch will consist of all members of the executive team, including the owners, and eight employees who have been nominated, by employees, and voted for, by the Senior Management Team. These lunches enable employees to enjoy lunch and afternoon with the Executive Team helping building relationships.
Day Webster have recently introduced a wellbeing service which is provided through a qualified mental health nurse. Employees are given the opportunity to use this service confidentially. If the registered nurse feels that the issue the employee is facing is work-related, they will try and encourage the employee to speak to the HR department or ask if they are happy for the nurse to liaise with them directly.
Every quarter the company holds an Executive Lunch. This lunch will consist of all members of the executive team, including the owners, and eight employees who have been nominated, by employees, and voted for, by the Senior Management Team. These lunches enable employees to enjoy lunch and afternoon with the Executive Team helping building relationships.
The Senior Management Team are first and foremost available to every member of staff, regardless of seniority. They actively engage in communication and discussions with every member of the organisation and this presence / availability demonstrates their commitment to ensuring everyone has a voice and can be heard.
The Senior Management Team are first and foremost available to every member of staff, regardless of seniority. They actively engage in communication and discussions with every member of the organisation and this presence / availability demonstrates their commitment to ensuring everyone has a voice and can be heard.
The Senior Management Team are first and foremost available to every member of staff, regardless of seniority. They actively engage in communication and discussions with every member of the organisation and this presence / availability demonstrates their commitment to ensuring everyone has a voice and can be heard.
Area Team Meetings are held every quarter off site. Each Operations Manager brings together their teams from each site to one meeting point to discuss new developments in the catering industry, share ideas and issues and partake in demonstrations from each other and from suppliers.
Onsite managers encourage their teams to train and gain external qualification. Helping with applications, course research and time to complete practical assessments onsite.
Connect subscribe every employee to Hospitality Action membership. This is free to every employee. All new employees receive membership from day one. They help and support those who work or have worked in the industry when they are in need.
Throughout the business Coloplast operate an "open door" policy where individuals are encouraged to speak to their managers on a regular basis, rather than only when there is an issue. They also pride themselves on being close to their customers and regularly listen into consumer calls to ensure they are aware of what the day to day issues are and will all regularly undertake visits to customers with their field based teams.
Employees are rewarded for their efforts in a range of ways, including the Employee of the Year and People Manager of the Year awards, announced at the end of year party. Customer Care recognise the employee of the month, with employees nominating their peers. Winners receive an additional day of holiday, and a caricature drawing of the winner is displayed in the office.
Employees are rewarded for their efforts in a range of ways, including the Employee of the Year and People Manager of the Year awards, announced at the end of year party. Customer Care recognise the employee of the month, with employees nominating their peers. Winners receive an additional day of holiday, and a caricature drawing of the winner is displayed in the office.
Coffin Mew pay for all employees to have private medical cover with Vitality Health, and through that they receive additional health related perks which are extremely popular. For example, heavily discounted watches to track steps and activity, and if a certain number is achieved each month then there is no monthly payment required for the watch; heavily subsidised spa days, and discounted gym memberships.
Coffin Mew provide all employees with personal insurance, an employee assistance programme, flexible benefits, free private healthcare and performance related pay.
Recently, the Commercial Property Team took part in day volunteering at a special needs school in their local area, and re-painted parts of the school's interior during the school holidays.
Benefits such as car allowance, free dental insurance, performance related pay and staff discounts are available to all employees at Citation.
90% of Citations managers have been through an Internal Leadership one day course which includes training on effective communication, situational leadership, coaching, employee engagement and difficult conversations. They have also run specific management training sessions such as absence management and mental health awareness for managers.
Benefits such as car allowance, free dental insurance, performance related pay and staff discounts are available to all employees at Citation.
CIPHR issue employee of the quarter awards to those that have demonstrated their commitment to the company values. CIPHR also uses an internal social media tool called Totem which enables all employees, including the senior management, to award kudos and praise employees for exemplary behaviour aligned to the company values.
Management development programmes are delivered through a 12-month modular training programme, utilising a coaching approach as the foundation. The programme is a continuous development journey combining instructor led modules and conference call check-ins. Delegates who complete the course are accredited a 'CIPHR Leader'.
CIPHR issue employee of the quarter awards to those that have demonstrated their commitment to the company values. CIPHR also uses an internal social media tool called Totem which enables all employees, including the senior management, to award kudos and praise employees for exemplary behaviour aligned to the company values.
Churchill encourage communication between team members and managers, meaning employees can freely discuss anything that is troubling them, and it is easy to find a private space for a catch up in meeting pods and breakout rooms. Their 1:1 document is designed to encourage open dialogue to address issues before they escalate.
Churchill Operate a referral scheme known as Buddy Bank. Employees can refer a friend or family member for a vacancy. Should they be successful, the Colleague can receive up to £2,000.
Churchill Operate a referral scheme known as Buddy Bank. Employees can refer a friend or family member for a vacancy. Should they be successful, the Colleague can receive up to £2,000.
You’ve explored the Factors - now discover how your organisation can gain deeper insight into what truly drives engagement and workplace culture.
Our approach measures organisational health across eight core areas: My Team, Leadership, My Manager, Personal Growth, My Company, Wellbeing, Fair Deal, and Giving Something Back. Together, they give you a complete view of how your people think, feel, and experience work.
Complete the form and take the first step toward a stronger, more engaged organisation.
