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

The company launched their innovative blogging platform dunnhumby uncensored last year. There is a webpart blog section on the intranet homepage that allows employees to post their own blogs for global readership. It is 100% user generated and 100% uncensored to encourage them to write about anything personal or professional. The aim is to connect employees, boost communication between teams and help dunnhumby get to know their people better to share learnings and experiences easily. They appointed blog champions and rewarded them with a blogging toolkit, which was sent in the post as a surprise and delight. This included a book on blogging tips, a moleskin notepad, pens, sweets and branded goods. They also ran training for these champions, joined by the CEO to endorse the channel further. They were asked to populate the first content and now act as advocates for blogging in their offices. They set topics occasionally to stimulate blogs such as 'tell us about your proudest dunnhumby moment', but they get a range of topics from people's pets to their biggest success at work. The company also started “pic of the day”. They set up an instagram account and asked employees to upload pictures using #dunnhumbypic to showcase what goes on in their day to day lives. This connects employees visually and gives an insight to other offices and cultures.

Every year dunnhumby employees receive a 'Treat Yourself' allowance, which they can redeem with a travel company on flights, hotels, spa breaks, Personal Trainer sessions, Osteopath appointments onsite or experience days such as tickets for the Shard. The only caveat is that it must be used for a 'treat' and not for mundane things such as weekly shopping. This means employees benefit financially on their holidays or enjoy a great experience that they may not otherwise have chosen.

The CEO of Dr. Martens recently shared the brand framework to the global workforce using a Vodcast. To reinforce this message, each employee has been given a vinyl record created specifically to explain the company's Ambition, Why They Exist, What They Believe In and Who They Are. Rather than a formal mission statement and values, Dr. Martens have this framework which defines what they stand for, how they behave and where they are going. It's their brand, on the record.

The CEO of Dr. Martens recently shared the brand framework to the global workforce using a Vodcast. To reinforce this message, each employee has been given a vinyl record created specifically to explain the company's Ambition, Why They Exist, What They Believe In and Who They Are. Rather than a formal mission statement and values, Dr. Martens have this framework which defines what they stand for, how they behave and where they are going. It's their brand, on the record.

Employees are encouraged to raise funds for the Company Charity Account. The business sets employees a fundraising target which is then matched pound for pound by the Company. DPD also undertake various community initiatives, including Work Experience Programmes for schools across the country. This consists of students spending a week in various Departments centrally at the Head Office locations and also DPD Depot Network nationwide, where they will learn about aspects of administration to support the Network Depot Operation. The company also undertake an annual “Decorating Challenge” which, via the company Community Policy, allows every employee one paid day per year to work on a local community activity. The company have spent the last seven years decorating a local school. Due to government austerity measures, this school lost its funding for a rebuild, so DPD stepped in and with the support of their employees redecorated the whole of the Business Studies block. Unfortunately in 2016 the school was flooded so the decorating challenge is now focused on the redecoration of A block.

DPD's Senior Management Team supports a number of its strategic initiatives, which demonstrates its commitment to the values of the organisation, with the main two examples being the Corporate and Social Responsibility (CSR) Programme and the Corporate Induction. The SMT supports CSR through the work that they do with a local school called Phoenix Collegiate. The SMT attend a ‘Dragon's Den' competition where they meet and review students' business plan ideas that they have worked on during the year. The SMT then give marks on different aspects of the business plan and an overall winner is announced. As part of their Induction Programme new starters are invited to meet the SMT at an event called Corporate Induction, where they have the opportunity to discover more about the business. They are introduced to the company's DNA (core values) as well as meeting DPD's CEO, Dwain McDonald. Each member of the SMT delivers a presentation about their function, followed by a Q&A session to give new starters a better understanding of DPD. Dwain also engages with colleagues within the business through the Winter Conference and DPD's annual business communication cascade called DNA. At the Winter Conference, Dwain cascades upcoming strategies for the business. DPD's DNA is an annual cascade of information to all employees within the company. Its objectives are, like the Winter Conference, to communicate business priorities and strategies. Dwain records a number of videos that are played in meetings throughout the business. The message given is always clear, with key points and a focus on the benefits of the message. Dwain also uses the Company Newsletter to engage with staff, as all employees and pensioners receive a copy. As well as all this Dwain's ethos is about getting back to 'grass roots' and he has spent a day in the call centre and he also spent a day with a collection and delivery driver, all so he could experience these roles first hand.

At DMH 10 minute massages are offered during lunchtimes twice a month at the Gatwick office. Weekly Yoga classes are held at the London office and Pilates classes are scheduled at the Guildford office. Three times a year there are subsidised team social events, where teams are able to choose the type of event and dates to suit. The company also offer free access to the Employee Assistance Programme. The EAP provides 24-hour personal assistance over the telephone where employees can talk to a qualified adviser. The service also includes counselling services and information services covering topics such as managing money, relationships, moving house and family life.

Each year DMH organises an AGM (Annual General Meeting) event that every member of staff is invited to. Unless staff are out of the business on a non-working day or annual leave then all employees are required to attend the afternoon part of the event. The AGM has many different elements to it. There is a Charity Committee raffle in aid of the staff charity on arrival at the event and there are some great prizes to win. The day starts with a presentation from the Managing Partner, which reflects on the firm's performance over the last 12 months, provides an overview of what the future of the firm may look like and details of the overall strategy. Following the presentation there is a fun team based activity which is organised by a different business group each year. This activity can range from a treasure hunt, quiz, fancy dress competition, ‘Mr & Mrs' game show and anything in between! Following the afternoon activities there is a dinner and dance. Each member of staff is able to invite a guest of their choice to attend with them should they wish. A live band is organised as entertainment and this year the Managing Partner joined the band on stage to play his guitar! Anyone who lives more than five miles away from the event venue is able to claim up to £40 towards the cost of travelling to and from the evening event or overnight accommodation.

Darwin have developed a fully embedded learning and development culture. Every member of staff is encouraged to learn and develop at every stage of their career, from Trainee Consultant through to Management. The company call this the Darwin Career Academy. They have enlisted the expertise of an external recruitment training and development expert, who delivers the induction training for new consultants, as well as specific modules that help the recruiters to progress and achieve their own career goals. For Darwin's mid-level staff, they have developed a programme called 'Rising Stars'. Each module is delivered in person by Darwin's CEO and co-founder Paul Kirby. Darwin support Central Services functions to obtain bespoke qualifications to their profession and therefore give access to flexible working arrangements to attend ongoing Continuing Professional Development events. Most recently the company have supported Darwin's Systems Analyst to obtain the Microsoft Certified Solutions Associate qualification and for a member of the HR Team to obtain the Certificate in Human Resources Practice.

Darwin's CEO Paul sits on the sales floor amongst the consultants, this way he ensures that he is constantly accessible all day every day. Paul's sentiment and commitment is fully reflected in the new Darwin strapline; Collaborate and Evolve. The company collaborate with staff to help them evolve within the business. Every six months Darwin hold “15 minutes with Paul”, which takes place over a number of weeks. During this time, Paul travels around the Darwin offices and meets with every member of the business at every level. Staff are encouraged to speak to Paul about any concerns or questions they have and to offer suggestions for improvements to the working environment and business processes. The ideas and feedback is then shared with the board and Senior Management/operations teams who, in turn, take responsibility for driving through the relevant changes. This proves to staff that Darwin value their feedback.

Last year Carlson introduced Fish and Chip suppers, whereby their SVP and a member of the Leadership Team went to each location in the UK and Ireland network and had an evening of fish and chips and an open discussion forum. Staff members were very open about their likes and dislikes and were encouraged to be honest. The company also have a weekly update and two monthly updates that are sent to the network. The weekly one highlights what has been happening in the network, updates on staff and training and also roles that are available around the network as a whole. For the monthly updates, one is from the SVP and is called 'Catch up with Chris', providing a general business update. The other comes from the Marketing Director and is called 'Assets of the Month'. This informs staff what's new in the marketing world and also what CWT is doing in relation to marketing campaigns. Carlson used to use Yammer but have now changed this to Jive effective 1st January. Jive is a platform whereby staff can share ideas, suggestions, help colleagues and collaborate across a much wider network. People are encouraged to set up groups for different project and topics and use it as the go-to place for peer-to-peer support.

Last year Carlson introduced Fish and Chip suppers, whereby their SVP and a member of the Leadership Team went to each location in the UK and Ireland network and had an evening of fish and chips and an open discussion forum. Staff members were very open about their likes and dislikes and were encouraged to be honest. The company also have a weekly update and two monthly updates that are sent to the network. The weekly one highlights what has been happening in the network, updates on staff and training and also roles that are available around the network as a whole. For the monthly updates, one is from the SVP and is called 'Catch up with Chris', providing a general business update. The other comes from the Marketing Director and is called 'Assets of the Month'. This informs staff what's new in the marketing world and also what CWT is doing in relation to marketing campaigns. Carlson used to use Yammer but have now changed this to Jive effective 1st January. Jive is a platform whereby staff can share ideas, suggestions, help colleagues and collaborate across a much wider network. People are encouraged to set up groups for different project and topics and use it as the go-to place for peer-to-peer support.

Crystal Palace Physio Group strive to make sure work life balance is achieved for all and they encourage all employees to take physical exercise by offering a subsidised gym membership. The company does not expect anyone to work on Bank Holidays and they finish early on Fridays. Employees have regular one to one meetings with their managers where they are encouraged to discuss their work life balance and wellbeing. They also encourage the use of standing desks in order to keep staff active.

Leaders and managers are easily accessible at CPPG and are always ready to listen. Team leaders are encouraged to discuss proposed new initiatives with their teams and feedback their comments. Working parties led by members of the management team are used with representatives from each department or location so that all views can be gathered. Regular meetings are held so that everyone in the company is kept up to date with such discussions. CPPG operate an open door policy to encourage discussion amongst team members and their team leaders and managers.

CNG are a new and proud supporter of the Princes Trust. The Senior Leadership have just entered into a three-year partnership with the charity. Currently CNG have recruited and continue to recruit for volunteers to take part in the scheme. Roles are varied from short term roles, centred around a day on specific skills or more long term mentoring roles for which CNG will allow employee volunteers time away from their day role to meet with a young person on a regular basis to provide guidance on achieving goals, searching for jobs and supporting with interview processes. The CNG Charity Committee also come together regularly in conjunction with in-house events team to organise their part in numerous projects. Most recently the team were encouraged to support local charity shops by pairing up and purchasing an outfit for one another to wear in the office. The company have also done charity fund raising for Help the Homeless and Guide Dogs for the Blind. As detailed above the Princes Trust Partnership will provide an opportunity for CNG employees to support people who are struggling in the community to get into employment due to their past. The Works Charity are currently working on a project to build a solar school, this would be a space that would provide young people with a number of practical activities that will form their learning and skills to secure employment in the future. CNG have made an initial investment of £28,000 to the project in order to get the building and creation of the school underway. Volunteers and mentors at the works charity will then be working with young people who have struggled in mainstream education and find difficultly entering employment due to lack of qualifications.

It's important at CNG that all staff looks after themselves this is encouraged through a variety of practices including ensuring staff have a good work life balance. The introduction of a cashback health scheme is one of the main schemes that CNG has introduced to try and encourage staff to stop and think about their wellbeing. The business has successfully run a wellbeing week. The week's focus was centred on drinking enough water, yoga, and mindfulness. To follow this on there was a walking week held whereby everyone was encouraged to ditch the sit down meets and get active by having walking meetings. The Friday of this week even saw the introduction of a dog into the CNG offices and provided an opportunity to walk Millie the dog. This is something that will be encouraged throughout the CNG year with different CNGers dogs. CNG has also partnered with a local gym and can now provide discounted Gym Memberships. To reduce stress and encourage people to shout up if they begin to feel stressed CNG have a few practices in place. An open door policy, everyone can talk to someone, if workloads are too much or something is causing them stress people always have somewhere to turn. Great work life balance with people at CNG encouraged to leave at the end of the day and not log in from home. Flexible workforce so cross trained staff can support other areas of the business when busy this creating relief if one team is particularly busy. A DMM development course which helps individuals understand stress and use working practices in order to relieve this. CNG also has break out areas that are comfortable to sit in and have access to entertainment such as televisions and even a pool table.

During CityWest Homes management development programme action plans are created, redefined and developed. Action learning sets are then created and all Managers are taught to coach so that they can aid one another in their learning sets. They help to support one another with their action plans, both personal and professional and they also expand their cross-company knowledge and networks. In addition they provide eLearning wherever possible to support their training and use their intranet to store useful documents and resources for Managers who have been on training courses. All Managers are required to have one to one's with their Managers at least weekly or bi-weekly to measure their performance. At this meeting they receive feedback on management capabilities, culture and values. Additionally at the end of each financial year Managers are assessed formally against their objectives. They also have a 360 review completed by their peers and reports to determine how far they display the cultures and values.

During CityWest Homes management development programme action plans are created, redefined and developed. Action learning sets are then created and all Managers are taught to coach so that they can aid one another in their learning sets. They help to support one another with their action plans, both personal and professional and they also expand their cross-company knowledge and networks. In addition they provide eLearning wherever possible to support their training and use their intranet to store useful documents and resources for Managers who have been on training courses. All Managers are required to have one to one's with their Managers at least weekly or bi-weekly to measure their performance. At this meeting they receive feedback on management capabilities, culture and values. Additionally at the end of each financial year Managers are assessed formally against their objectives. They also have a 360 review completed by their peers and reports to determine how far they display the cultures and values.

CarShop have a very clear development journey that arms colleagues with the right tools, training and support along the way. CarShop supports colleagues with studies and e,ployees are able to request study leave. CarShop will also assist in funding courses if there is a business need for someone to gain a qualification. There is an e-learning renovation project underway too to make this a blended learning approach. The company also work with some excellent third parties to tailor training for bespoke requirements, which makes them an industry leader in their training programmes.

CarShop have a very clear development journey that arms colleagues with the right tools, training and support along the way. CarShop supports colleagues with studies and e,ployees are able to request study leave. CarShop will also assist in funding courses if there is a business need for someone to gain a qualification. There is an e-learning renovation project underway too to make this a blended learning approach. The company also work with some excellent third parties to tailor training for bespoke requirements, which makes them an industry leader in their training programmes.