What are companies doing with regards to 'My Company'

Their managing director does his utmost to engage with staff at all levels in a friendly manner. He's not afraid of being the butt of a joke & their regularly published internal newsletter (PowerNews) often leads with a terrible picture of Darren.

Since their last engagement survey Powertecnique have implemented a dress down Friday policy to allow staff a more casual day in the office. This has improved morale without negatively affecting productivity. A win win! They are also currently in the process of investigating improved private health & pension offerings for their staff. A company wide pay review is also due to be commenced as pay was raised as a concern from the latest survey.

The company work closely with a local college as part of a local government initiative called 'Step Up Programme'. This involves presentations to students, workshops and work experience for students aged 16 - 18 they have been involved in this scheme for the last two years. The company are also involved with local universities and attend Graduate Recruitment Fayres across the UK.

Line Managers often take their teams out for meals on completion of very hectic work schedules. A young lady in her mid 20's has been part of their talent management programme for the last 6 years and on completion of Part III Architect Programme the company has awarded her with a promotion as well as a bouquet of flowers and article in the Group wide company magazine. One Employee who won substantial work for the company was awarded a fully paid weekend away with his spouse.

Plastribution has recently moved into new larger open plan offices, which has provided employees with the chance to take relaxing breaks in their working environment, create meals, obtain snacks and free squash in the adjoining kitchen and enjoy a light, warm and well ventilated workplace.

A suggestion for an in-work tuck shop – this has now been now implemented and snacks are available via an honesty box in the offices kitchen. Creation of social committee to coordinate events and activities on behalf of employees. Supported time for charity, social commitments.

All staff, along with their partners and children (under 18) are invited to an away weekend at a 5 star hotel each Summer. The weekend is informal and all activities, accommodation, and entertainment are provided by the Company. This assists in enabling a growing company to get to know each other informally and enormously improves day to day communication. The employees and their family really appreciate the weekend and feel that the wider family is acknowledged for their support of their employees.

Pension Insurance Corporation provide the following: Daily delivery of fruit, Offer private healthcare with Pruhealth, which offers proactive well-being management scheme, as well as discounts for gym membership. Provision of access to a local doctor based a walking distance away from the office for emergency visits. Offer an influenza inoculation once a year to all employees, their company doctor comes into the office to do this.

Penrose have an Employee Assistance Programme that is available to all staff 24/7 and refer to Occupational Health when a condition arises that prevents an employee from working to their full potential. Penrose encourage staff to make healthy choices by offering cycle to work interest free loans and environmental choices by encouraging using public transport (they no longer offer company cars).

Penrose operates an effective supervision and appraisal process which involves staff creating and maintaining their own Personal Development Plan which helps staff reach their own individual and as well as organiational needs. Following feedback from their staff conference, when they are seeking training, both internal and external, they try, where possible, to source training that is accredited which sits alongside their mandatory core training.

The company have a suite of Management Development Programmes to assist their existing and aspiring managers and supervisors in developing skills and knowledge to equip them for current and future managerial roles. Two programmes are accredited with the Institute of Leadership and Management (ILM), and tailored to aligned them with their managerial competencies and values. Their third programme is a bespoke modular Leadership Development Programme, coupled with 360 Degree feedback before and after with coaching and support provided. Considerable time is invested for studying, day release, and coaching over a 5 month period for each Programme. Celebrations are held at the end of each programme, with the presentation of certificates and a monetary recognition reward.

The company have a suite of Management Development Programmes to assist their existing and aspiring managers and supervisors in developing skills and knowledge to equip them for current and future managerial roles. Two programmes are accredited with the Institute of Leadership and Management (ILM), and tailored to aligned them with their managerial competencies and values. Their third programme is a bespoke modular Leadership Development Programme, coupled with 360 Degree feedback before and after with coaching and support provided. Considerable time is invested for studying, day release, and coaching over a 5 month period for each Programme. Celebrations are held at the end of each programme, with the presentation of certificates and a monetary recognition reward.

The SMT demonstrate all of their values on a daily basis by thanking people when a piece of work is outstanding, by questioning what they do to always find a better way in their processes and by always putting the customers first and explaining why this is to the wider audience. One example of displaying their values was that this year the senior management team of the Trust engaged staff by holding listening sessions as to how they could make the Trust a better place to work. They did this by sharing the results of Best Companies for last year and reviewing what great things had been achieved and by looking at what they could do different/better to make it a better workplace. They did this by choosing the top 3 scoring factors per employment group and reviewing the bottom 3 thus celebrating what that employment group is great at and reviewing what areas are required for improvement. This seemed to work well as it involved front line managers sharing this message with their teams which gave them autonomy and gravitas to show they believe and want to make the Trust a better place to work. This displays 'question what we do to find a better way' whilst also celebrating successes of last years achievements.

They offer to refund up to 3 prescriptions per year per employee in support of them giving up smoking. This can be used on any aid the employee chooses to support their individual need. In line with their healthy eating regime they provide all staff with free fruit twice a week. They have declined the option of a on-site vending machine because they felt this goes against the healthy eating style, since the supply of products would be dictated by supply and demand. They have a big focus on mental health as part of their everyday life since a large proportion of the customers suffer from it. They run internal training and awareness sessions for all staff. Mental health has been a key focus for them in the last 2 years covering key elements of mental health and how staff can spot the signs and sign post customers if required.

Delivery teams are rewarded on customer feedback and perfect delivery metrics as well as annual recognition awards. In addition to an annual pay review pay is constantly being monitored and adjusted to reflect the market and individual staff members contribution.

As an organisation with little hierarchy the CEO Chris will regularly work directly with delivery teams preparing for bids and/or act as a point of contact for clients to build senior relationships as required. As part of normal practice the teams hold regular meetings that Chris will always make himself available for. In addition Chris, and his Board support their Induction Programme facilitating discussion on the company's core values. At a more strategic level Chris provides oversight and guidance to the team MDs as required but more importantly provides the space and resources for them to deliver against divisional and group targets and objectives. Chris focuses on initiatives that cut across teams and helps prioritise activity across Overbury to best support team delivery and maximise resource efficiency. This is managed through a business forum governance structure.

Founding partner has set up Labs workshops for all analysts to mentor and develop talent. Senior management don't ask anything of their teams that they would not do themselves. Senior Management encourage work across departments and readily share their resources across depts. for the greater good of the company.

OrderDynamics provide Time Out Tuesday's - a complimentary massage service for all staff every Tuesday in the office. They also provide complimentary fresh fruit smoothies all year round made on site. They provide a keeping fit allowance that's not just a Gym subsidy. It's an allowance of £25 each month that employees can use towards anything they do which makes them feel healthy - taking the kids swimming, paying for Boris Bike fees, even towards their family fresh veg & fruit bill each month. We pay 50% of onsite Yoga class fees.

Following last year's engagement survey Optimum implemented the following: increased frequency of social functions to improve engagement, increase in senior management attendance at team meetings to ensure their visibility to all levels of staff, concentrated on making an open door policy environment in areas of the company that scored lower than expected to give an opportunity to discuss areas of concern, added an additional section to the company newsletter which names individual's in the business who have been commended either by peers of by customers to give recognition of their achievements. In addition, this year was Optimum's 25th anniversary and so as a celebration of this they gave each member of staff a ‘birthday' present of a watch and also made a presentation to their longest serving employee of a certificate and £200 worth of holiday vouchers.

Following last year's engagement survey Optimum implemented the following: increased frequency of social functions to improve engagement, increase in senior management attendance at team meetings to ensure their visibility to all levels of staff, concentrated on making an open door policy environment in areas of the company that scored lower than expected to give an opportunity to discuss areas of concern, added an additional section to the company newsletter which names individual's in the business who have been commended either by peers of by customers to give recognition of their achievements. In addition, this year was Optimum's 25th anniversary and so as a celebration of this they gave each member of staff a ‘birthday' present of a watch and also made a presentation to their longest serving employee of a certificate and £200 worth of holiday vouchers.