What are companies doing with regards to 'Leadership'

The employee well being team and pharmacy division have linked up to offer all staff a free health check by a trained pharmacist. In 15 minutes, the pharmacist carries out a variety of key tests including blood sugar, blood pressure, cholesterol monitoring, body mass index assessment and general health advice thus covering all the types of test offered at a well man/woman clinic within the NHS. These tests can help identify serious conditions like diabetes and high blood pressure.

Lincolnshire is a co-operative business, owned and run democratically by its members (including their employees), operating convenience stores, pharmacies, post offices etc. which puts them right at the heart of the local community. They have a team of 8 people dedicated to working with their members and the local community which enables them to work with hundreds of charities and community groups each year and they're in the process of recruiting for a new role in each of their food stores to work closer with the local community and to help charities.

Lakehouse's founder and Chief Executive has a very distinctive management style. He has always operated an 'open door' policy and all staff, from managers to site assistants know they are free to speak with him in his office anytime and always receive a warm welcome. He makes great efforts to get to know staff on a personal level and even feels frustrated that with such rapid expansion and recruitment he finds it hard to keep up with getting to know all the new faces. Most times people meet him they are completely unaware they have just met the owner of the company, as he is a very unassuming man, rarely wears formal clothes and introduces himself simply as 'Steve'. Steve also encourages others to dress informally and come to work how they feel best comfortable.

Lakehouse have developed the 'Lakehouse Management Academy'. This saw them partnering with an external training supplier to develop a management training programme tailored to the needs and culture of the company. Over 40 of their managers are part of this ongoing programme which includes elements such as 360 degree feedback, personality profiling, performance management, communication skills, time management skills and more. This academy programme sees Lakehouse managing not only their management talent more effectively but also has the knock-on effect that these managers can manage their teams more effectively too, identifying and nurturing the talent they find there. Lakehouse want to encourage everybody's talent so they have created a ‘Lakehouse Legacy'. Lakehouse have committed to training every single staff member to NVQ level 2 minimum. Together, this shows they are investing far more than their industry average in training their people.

Kitcatt Nohr hold regular "Digital Surgeries" when staff can ask their Technical Director and Digital Planning Director for advice on digital marketing. Based on staff feedback the leaders provide openness, caring for staff and a strong sense of values and they are good role models.

Kitcatt Nohr hold regular "Digital Surgeries" when staff can ask their Technical Director and Digital Planning Director for advice on digital marketing. Based on staff feedback the leaders provide openness, caring for staff and a strong sense of values and they are good role models.

At King Sturge, the Joint Senior Partners have involvement with staff at all levels. The culture of the firm is such that all Board Members are seated in open plan offices, sitting alongside other staff at all levels. It is only in rare cases that they will have an office due to confidentiality and necessity. The senior members of the Boards therefore are very visible in the workplace and this combined with the Open Door policy which is in operation ensures that staff can approach and discuss any issues with them.

Centrepoint is a charity working to improve the lives of socially excluded, homeless young people aged 16 to 24. King Sturge staff are involved in a mentoring scheme, meeting up with a young person for 1 or 2 hours a month (during working day) to provide motivation, guidance and support to help them achieve their potential. They also offer a work experience programme to Centrepoint, which has in the past resulted in a permanent position being offered and accepted by the young person in question.

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.