What are companies doing with regards to 'Leadership'

FGH provide employees with e-learning tools, external coaching, financial support for work related qualifications and job shadowing.

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.

One of the prime objectives of their Lead Engineers is to train & develop their Second Engineers. It is included in Lead Engineers' performance reviews and also is a key component of salary progression.

Everard actively use Social Media channels as a recruitment tool to attract new talent - not just by posting traditional adverts, but using posts of their offices and current employees and events to spark interest and intrigue with potential new employees.

Elliott Wood invest heavily in their in-house Academy, their vehicle for learning and self-development. The Academy is widely praised throughout the organisation as a vehicle that not only teaches but inspires to look at things differently. The Academy is committed to developing rounded professionals for the industry, focusing on five skills areas: Engineering; Designing; Writing; Talking and sharing.

Elliott Wood provide an array of benefits to employees, including: an Employee Assistance Programme; Free private healthcare; Performance related pay; Profit related pay; and Free life insurance.

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 give employees the opportunity to support charities/community projects of their choice by volunteering or providing support to the numerous local campaigns.

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.

For all company meetings, Chugai encourage employees to travel by public transport, where car travel is necessary they encourage car sharing, and for office staff they arrange a mini bus to limit the amount of people driving individually.

Each employee has a Personal Development Plan, which is supported by their manager and Learning & Development Manager. This is reviewed by the manager at various touch points through out the year and more formal during the year-end and mid-year appraisals.

To ensure like-minded people join Bytes, any employee can refer someone to join the business as long as they are not a Manager or member of the Senior Management Team. Referral fees are paid 3 months after the person joins providing there is no likelihood of probation failure. Fees are £750 for an Intake Day Placement, £1500 for Admin Placements and £2000 for Technical and Sales.

Bytes invested in a small onsite gym which provides for running, rowing, cycling and incorporates a few weights. The company often run a "challenge" which is open to anyone in the business to join and can be a motivator for those who want to improve their fitness but don't have the funds or opportunity to join a gym.

Success at Brightstar is down to their people. They value the team and reward loyalty, commitment and hard work. To support this belief, they introduced the 'Brightstar Partners Programme' in 2019. Any Brightstar whom has completed 5 years of continuous service becomes a 'Brightstar Partner'. This status identifies and elevates their longest standing team members and affords specific benefits, opportunities and responsibilities to the individual.

The senior management team at Brightstar Financial live and breathe the mission, vision and values of the company in all that they do. They love what they do, they work tirelessly to secure and enhance partnership, they actively encourage, lead and place huge value on people development, they work ethically, always safeguarding standards and practices to ensure this and implement and encourage practices to make it easy to work with Brightstar.

Their senior management team (SLT) prides itself in rolling up their sleeves and getting stuff done, they aim to work in a servant leadership style consistently across the business, putting their teams first and themselves second. Their commitment to the values is clear across the employee experience, they are all involved in the interviewing process regardless of the level of hire, and all of their SLT meet with each new starter to explain their area of the business and how it works. This is also a great way of their new starters getting to know the senior team quickly and breaking down any perception of hierarchy in the organisation.

Their office is open plan and all senior management sit within their Team, this means they have a super transparent way of working and all of their Teams feel close to their member of the SLT. Each one takes responsibility of hosting the Monthly Meeting as they all agree on the importance of regularly communicating with the entire Team. The SLT make a point of being involved in everything they do and throw themselves fully into their team events and socials i.e. everyone in the business was in a Hackday Team (no exceptions) and their COO was working alongside their Customer Delight Associates, Marketing Execs. Often the SLT themselves will take the lead in organising team socials and other ways to care for the whole Team i.e. their Director of Marketing created and hosted the entire Crystal Maze evening.

Management Development programme rolled out to all people Managers in 2018, this is being followed up in 2019 with additional modules focusing on Performance Conversations, Coaching skills and giving feedback. They've placed a special emphasis on getting more comfortable with feedback in 2019, it's a topic that comes up in their SLT meetings as well as feedback from their reviews so they've been really keen to help everyone be more confident with feedback conversations. Managers have already completed one day training on Performance Conversations and will be following up with workshops covering Everyday Feedback and Coaching Skills.The People Team are already thinking about what the next phase of learning is for the Management Team in 2020, they want their Managers to be ready to grow into amazing Leaders.