What are companies doing with regards to 'Leadership'

Robert Woodhead Ltd value their employees and their supply chain immensely and the ‘Good to Gold' programme is a pathway through which they offer them the support they need. In whatever area support is required, from health and safety, project and work management, recruitment and human resources, business compliance to best practice, the ‘Good to Gold' programme is designed to help them learn, improve and grow. They are putting their core values, their knowledge and expertise into helping them go from 'good' to 'gold' standard. The program consisted of workshops aimed at increasing the employees' knowledge and understanding and so growing their business and their supply chain.

Robert Woodhead Ltd allowed their local Scout Group to stay in their building overnight, using the facilities available, to enable them to complete several badges. The Scout Troop held an award presentation evening where Robert Woodhead Ltd provided them with the funds to cater for all Scouts, their families and members from the Scout movement. Robert Woodhead Ltd have also engaged with communities around their construction sites, this included the BIG Initiative Programme (Building to Inspire a Generation) which has been set up with the purpose of addressing the skills gap of both on site and office based roles across the construction industry. The purpose of the BIG Initiative was clear and focused on two areas: They wanted a robust strategy, method and brand to inspire people of all ages to join the construction industry. Secondly they wanted a vehicle to drive training and development for people who were already in the industry. The B.I.G Initiative is a companywide commitment to training and development.

A high percentage of the company's managers are home grown and the company therefore ensure they have the opportunity to receive training prior to promotion, to enable them to take on new responsibilities and tasks. The company have two training courses that are aimed at supervisors and assistant managers specifically, Ambassadors in Management (AIM) 1 & 2. They cover subjects such as, workplace communication, motivating a team to perform, induction and coaching, dealing with change, time management, problem solving skills, influencing and negotiating amongst others. Once managers, there is a range of foundation management courses they must attend, such as Health & Safety for Managers, Appraisal skills, Recruitment & Selection, and how to manage people and their performance. We call this AIM 3. For Heads of Department, senior managers and general managers there is a course called “Championing our Elite” which covers project management, managing a budget, leadership and management skills. The company has mentors for junior managers and for our graduate programme participants which helps support, nurture and challenge the managers of the future. All those on the graduate management programme have quarterly meetings with our Managing Director which is both a great development opportunity and support for individuals as they progress through their programme.

A high percentage of the company's managers are home grown and the company therefore ensure they have the opportunity to receive training prior to promotion, to enable them to take on new responsibilities and tasks. The company have two training courses that are aimed at supervisors and assistant managers specifically, Ambassadors in Management (AIM) 1 & 2. They cover subjects such as, workplace communication, motivating a team to perform, induction and coaching, dealing with change, time management, problem solving skills, influencing and negotiating amongst others. Once managers, there is a range of foundation management courses they must attend, such as Health & Safety for Managers, Appraisal skills, Recruitment & Selection, and how to manage people and their performance. We call this AIM 3. For Heads of Department, senior managers and general managers there is a course called “Championing our Elite” which covers project management, managing a budget, leadership and management skills. The company has mentors for junior managers and for our graduate programme participants which helps support, nurture and challenge the managers of the future. All those on the graduate management programme have quarterly meetings with our Managing Director which is both a great development opportunity and support for individuals as they progress through their programme.

The company reminds employees of the vision and mission every time we meet at every town hall so they are constantly focussed on the bigger picture.

In addition to recognising a 'team player' as voted for by the entire company and a 'top performer' as voted for by the senior management team, each quarter, the compamy also hold regular team building days and company wide celebrations for employees and families, so the entire organisation can celebrate achievements and success together.

The company has a very clear set of values that provide the foundation of their culture and behaviour. They have been written down and communicated since the company was founded. The values are reinforced from the top by company founder, Ian Hellens, who leads by example and demonstrates them in action at every opportunity, illustrating the difference the values make to their team and their clients. The senior management team spend time with recruitment partners and with candidates during their three stage interview process to ensure every recruit has the right DNA, in other words, that they naturally live the company values with integrity. The senior management team also bring the values to life at the start and end of the four day induction for new joiners, ensuring that the values are at the heart of the organisation from day 1. During the quarterly regional events, the senior management team present awards to members of the team who have demonstrated the values in action. They hold people to account for living the values and encourage the whole team to embed the values in our day to day business.

The company has a very clear set of values that provide the foundation of their culture and behaviour. They have been written down and communicated since the company was founded. The values are reinforced from the top by company founder, Ian Hellens, who leads by example and demonstrates them in action at every opportunity, illustrating the difference the values make to their team and their clients. The senior management team spend time with recruitment partners and with candidates during their three stage interview process to ensure every recruit has the right DNA, in other words, that they naturally live the company values with integrity. The senior management team also bring the values to life at the start and end of the four day induction for new joiners, ensuring that the values are at the heart of the organisation from day 1. During the quarterly regional events, the senior management team present awards to members of the team who have demonstrated the values in action. They hold people to account for living the values and encourage the whole team to embed the values in our day to day business.

Extra Care scheme (for very elderly and vulnerable residents) was recently renovated, including the creation of sensory gardens. In addition to the south garden, which also includes a BBQ area for summer parties, a ‘wildlife walk' has been created with elevated views of Poole Harbour, and a courtyard with beautifully scented evergreen pine, rosemary and euphorbia. Residents are thrilled with the results. This has had the desired impact of encouraging elderly residents to leave their flats and enjoy the gardens and socialise with other residents; with important health benefits. There are now successful community gardens in areas that no-one believed they could work, and local youngsters are getting to understand where their food comes from, and learn about healthy eating. They support the local credit union (Coastal Community Savings and Loans) and offer the time of their staff to support the running and good governance of this organisation.

Extra Care scheme (for very elderly and vulnerable residents) was recently renovated, including the creation of sensory gardens. In addition to the south garden, which also includes a BBQ area for summer parties, a ‘wildlife walk' has been created with elevated views of Poole Harbour, and a courtyard with beautifully scented evergreen pine, rosemary and euphorbia. Residents are thrilled with the results. This has had the desired impact of encouraging elderly residents to leave their flats and enjoy the gardens and socialise with other residents; with important health benefits. There are now successful community gardens in areas that no-one believed they could work, and local youngsters are getting to understand where their food comes from, and learn about healthy eating. They support the local credit union (Coastal Community Savings and Loans) and offer the time of their staff to support the running and good governance of this organisation.

Core communication to the Pinnacle team comes from James Spencer, MD, who is highly visible to all employees on a daily basis. James has a no desk, no PA policy, ensuring he works from all office locations, sitting amongst staff. He will frequently gather teams to give a "State of the Nation" on Pinnacle's vision and performances. This is always a very open forum, never shying from away from difficult subjects or issues the business maybe facing. Frequent meetings with the management team and personal mentoring and coaching helps those new to the management team accelerate their personal development and performance. The staff newsletter also provides communication of the mission and core values.

Pinnacle's core value is all about supporting their people, and as they are a UK wide organisation, getting teams together is very important to them. Therefore the company organisers departmental conferences eg. Support department conference (held this year in Newcastle), Consultant's conference (held this year in Warwickshire). At these conferences they have the opportunity to discuss opportunities/challenges specific their department and meet up with colleagues who are working in a different geographical area. Another way the company demonstrates this core value is by allowing many of their staff the flexibility to work from home, this helps significantly with their "work life balance".

Throughout the company's portfolio of brands ability, character and loyalty underpin and drive their performance. In order to maintain this culture and ethos the company regularly communicates these values to employees, at all stages of their careers via various media. Prior to and starting employment prospective hires receive “Phaidon at a Glance” Brochure and new hires receive a pack which outlines information about working at Phaidon, including information about the company's mission, vision and values. On induction, new employees are also shown the Phaidon Story video. This enables employees to be well versed on their purpose, ambition, core principles, culture and ethos even before they start work. During Monthly Business Reviews and assessment for promotions, employees are asked to explain how they regularly demonstrate ability, loyalty and character. Monthly newsletter and quarterly round pp meetings awards and mentions for ability, loyalty, character are announced within the monthly newsletter and quarterly round up meetings held by the CEO. Those who are mentioned are invited to attend lunch club rewards. Senior Management Away Days and AGM to further launch a new Mission statement.

The company strategy is aligned to one of their core values - ability, and their primary guiding principle; superior financial performance. The desired outcomes are to drive superior sustainable financial performance and enhance the retention. Promotion and development of high performing staff who live the company values. The company has a progressive pay scheme benchmarked to ensure they pay median basic salaries for the appropriate grades they offer. From the outset they make it clear that talented sales staffs who are successful will obtain superior earnings, however they will never seek to drive a culture of high basic salary low value performance incentives.

The senior management team live, breathe and assess company values regularly, they show their commitment to this through promoting the values daily at team meetings where the values are brought to life. The senior management are also measured on behaviours which encompass all of the Company values, as are all of their colleagues. The senior management team are also very visible on site, once again displaying values such as team work and recognition.

The senior management team live, breathe and assess company values regularly, they show their commitment to this through promoting the values daily at team meetings where the values are brought to life. The senior management are also measured on behaviours which encompass all of the Company values, as are all of their colleagues. The senior management team are also very visible on site, once again displaying values such as team work and recognition.

The company's Make a Difference mission has remained true since their GM started in the business. The company is consistent in how they reference this for their consumers, customers, suppliers and employees alike. The Company Values were not defined top down but were developed by a group of employees from across the business. The Company Values are not on a wall, unforgotten or reminded about once a year. Instead, they are integrated tin every day as a reference to HOW they should run the business. The Company has a Values Charter which defines the standards they should expect of each other in reference to the outrageous ambition “T200” was launched two years ago, combined with a profit share scheme which means all employees can gain from a share in the business should the company hit certain profit targets.

Omega is committed to making a difference to their employees by celebrating ownership that inspires them to build their legacy. Omega want to be the company everyone wants to join and no one wants to leave. This year the company developed an organisational development strategy that drove 3 key areas; Insight into self, understanding others, and delivering results. The company created an innovative pilot leadership development program aligned to these 3 areas; that is a blend of classroom, experimental, learning circle learning and supported with coaching. Each delegate was nominated for their personal skills and attributes as well as their alignment to the company's values. The company is currently working with the Institute leadership and Management development to have this program accredited and as it is a pilot program we are working with the delegates to code sign and evolve for cohort 2 in 2016- further demonstrating our commitment to working as one team to drive perfection.

All employees have a good understanding of EVP as they actively particpated in its construction. It is through EVP that they communicate their primary purpose, values and ambitions in a succinct way. The annual sales conference seeks to provide clarity and reinforcement of values, mission, strategic objectives and ambitions for the forthcoming year and beyond. It also recognises outstanding performance and celebrates successes - all are aligned to the mission, values and vision. Integral to how they live the mission, values and vision is to ensure they are always at the forefront of their minds when operating day to day, leading their people, making decisions, engaging with candidates and clients and interacting with others through social media and other media. Through annual employee engagement survey they gain a better understanding of what is important to the people and where we may have become 'out of touch' . This allows the company to address key areas and focus on driving a high performance culture focused on a single vision.

All employees have a good understanding of EVP as they actively particpated in its construction. It is through EVP that they communicate their primary purpose, values and ambitions in a succinct way. The annual sales conference seeks to provide clarity and reinforcement of values, mission, strategic objectives and ambitions for the forthcoming year and beyond. It also recognises outstanding performance and celebrates successes - all are aligned to the mission, values and vision. Integral to how they live the mission, values and vision is to ensure they are always at the forefront of their minds when operating day to day, leading their people, making decisions, engaging with candidates and clients and interacting with others through social media and other media. Through annual employee engagement survey they gain a better understanding of what is important to the people and where we may have become 'out of touch' . This allows the company to address key areas and focus on driving a high performance culture focused on a single vision.