What are companies doing with regards to 'Leadership'

Employee recognition and rewards are areas that Juniper feels passionately about. Juniper's Total Rewards Philosophy is to recognise company performance and individual performance in the compensation package. To that end, Juniper offers a pay and compensation programme that recognises and rewards employees' contributions toward achieving the company's strategic goals and business objectives. They differentiate and pay for performance simply stating the “better the performance, the greater the rewards”. Salary, bonus and long term incentive allocation decisions are based on performance.

Employee recognition and rewards are areas that Juniper feels passionately about. Juniper's Total Rewards Philosophy is to recognise company performance and individual performance in the compensation package. To that end, Juniper offers a pay and compensation programme that recognises and rewards employees' contributions toward achieving the company's strategic goals and business objectives. They differentiate and pay for performance simply stating the “better the performance, the greater the rewards”. Salary, bonus and long term incentive allocation decisions are based on performance.

Some people in the organisation have their own external mentor and the company will give them time to go and meet with them or allow the external mentor come into the office to better understand the mentees working environment. If an area of development has been identified in a manager and they find a course that they feel will help them to address it then the organisation will either contribute towards or pay for the cost of the course depending on its value. The HR department has created a pack which details how to be an effective manager which is given to all members of the management team. JBW Group will also be developing all line managers this year.

The Managing Director is full of energy and always striving to think outside the box. He encourages others to do the same and his levels of enthusiasm are infectious. He appreciates the efforts of everyone in the organization and always communicates this to them. His level of pastoral care over his staff is second to none.

Jaguar Land Rover has a performance management system for management and staff where employees have objectives and regular meetings with their manager to assess their performance and identify training needs. Twice a year their performance is assessed and a rating is agreed for Managers and staff in roles. This rating drives pay increases and the multiplier for a bonus. Recent negotiations with trade unions have progressed this method of reward to include all staff at professional levels.

Popular projects have involved environmental work, regeneration and building improvements. Employees from the market research team planted trees and hedgerows at a National Trust house in Shropshire. Engineers from the Supplier Technical Assistance department helped to rejuvenate a neglected recreation area at a clinic for recovering drug addicts in Warwickshire. A team of volunteers from the Solihull plant created an outdoor educational centre and orienteering course at a residential school for children with learning difficulties.

Innogistic have implemented a formal volunteering policy and intranet based knowledge sharing site, demonstrating their commitment to giving something back to the community in which they are based and supports one of their company values: Valuing society – we take ethical, environmental and social responsibilities seriously.

Innogistic have many team and company wide social events. The two main examples are Innogistic's Christmas party which was held at a local Indian Restaurant. The whole company was treated to a drinks reception, followed by an Indian feast. All food and drink was paid for by the company and for employees that live outside of Bristol, the company also picked up the cost of their hotel accommodation. For the annual summer party Innogistic hired an area of a local public green/park and erected a marquee which was their ‘home for the day' where a team based cookery competition was the highlight of the day. Each team chose a region of the world and each employee was given £20 per person (including partners) to provide the food

Informatica are committed to paying above average base salaries when measured against their peers in the industry. They gather the latest market data from a variety of sources: industry specific surveys, functionally specific surveys, geographically specific surveys, internal and external recruiters and competitors; plus the opportunity for additional rewards when individuals and/or company business objectives are achieved. They provide a variety of compensation components aimed at enhancing employee satisfaction, driving organisational performance and rewarding employee performance.

Informatica are committed to paying above average base salaries when measured against their peers in the industry. They gather the latest market data from a variety of sources: industry specific surveys, functionally specific surveys, geographically specific surveys, internal and external recruiters and competitors; plus the opportunity for additional rewards when individuals and/or company business objectives are achieved. They provide a variety of compensation components aimed at enhancing employee satisfaction, driving organisational performance and rewarding employee performance.

There is strong communication in the form of monthly staff meetings, monthly newsletter etc. There are staff incentives which could be cash or any other relevant reward. Length of service anniversaries are recognised. There are bi-annual appraisals and every member of staff has a probation period review. There are also staff events.

There is strong communication in the form of monthly staff meetings, monthly newsletter etc. There are staff incentives which could be cash or any other relevant reward. Length of service anniversaries are recognised. There are bi-annual appraisals and every member of staff has a probation period review. There are also staff events.

Hill & Knowlton provide line managers and mentors to provide one to one advice, support and mentoring. In addition they run creative workshops, presentation skills, they hold seminars with broadcasters and journalists and digital acceleration courses. They also send senior management on a range of courses designed to help them manage senior client relationships effectively, complex problem solving, leadership, relationship building skills and accountability.

Hill & Knowlton provide line managers and mentors to provide one to one advice, support and mentoring. In addition they run creative workshops, presentation skills, they hold seminars with broadcasters and journalists and digital acceleration courses. They also send senior management on a range of courses designed to help them manage senior client relationships effectively, complex problem solving, leadership, relationship building skills and accountability.

The Leader's communication skills are exceptional and regularly meets with employees. All employees know who their MD is. Some Managers work alongside employees and they are also launching a day in the life where senior Managers will spend a day working in a department to understand how the departments work and operate.

Employee wellbeing is important to Henry Schein. In 2010, their objective was to launch a wellbeing day which was achieved throughout a number of their UK offices and was very successful.

The Leader interacts socially at Friday evening drinks and at adhoc communication and celebration events. The Leader is inclusive, inspirational, approachable, strategic, vision for the business.

There are Management skill training courses with follow up workshops. Lunch and learns around particular skills needs depending on the business. On line skills sound bites, succession planning discussion and trying to empower the teams.

Harvest realise that there are many ways to reward employees for their efforts and have a number of financial and non financial schemes in place. They have a policy of paying in the upper quartile across the organisation and carry out salary benchmarking activities to ensure this is maintained. Their pension scheme provide choice and Harvest make substantial contributions on behalf of employees into this scheme. They also provide a Health Sure Scheme which is non- contributory for all staff and they provide enhanced maternity, paternity and sickness benefits and leave.

Harvest firmly believe that employee wellbeing is enhanced through good leadership, clarity of purpose, fairness and support in balancing work life. They recognise that Harvest is a busy place to work and that it is important that they have the time to do other jobs and still enjoy a healthy work-life balance. The company pays for all employees and their families' to have access to reduced healthcare benefits, for dentistry, optical, and specialist consultations and much more. There are also arrangements in place for counselling and support covers stress counselling, legal, debt and household emergency advice.