What are companies doing with regards to 'My Company'

BHA's annual Star Awards is now the most eagerly anticipated event of the year. It combines an afternoon of fun with a series of individual and departmental awards, voted on by customers, colleagues and board members. This gives high visibility recognition to BHA's people's efforts. Throughout BHA they have a culture of saying ‘thanks' and recognising instantly those little deeds and efforts that can go unnoticed. All their managers and team leaders are trained to do that.

Two Action Learning Sets are organised monthly between the CEO and front-line staff to spot early the challenges that BHA's people face day-to-day that might previously have isolated and stressed them. These are now aired and reflected on. Ideas generated are taken to their respective team meetings, but what has made these sessions so highly valued is that people know that no tension or difficulty they face goes unnoticed and that there is always a solution to be found. In the process, BHA have found for example that words spoken in anger by a customer, often have deeper significance. Taken at face value they can demotivate and leave staff and customers feeling dissatisfied. As a result of these reflective discussions front line staff are being more proactive by anticipating customer stresses and dealing with them before they become a problem.

Employees have the opportunity to feedback at monthly staff meetings and company off site events. As well as this individual teams welcome direct feedback. In addition, there are regular e-mails seeking feedback as well as annual employee surveys.

They have put together a group which comprises people at all levels within the investment team to focus on the specific development needs of their investment professionals. This group is in the process of consulting directly with all members of the investment team about what they consider to be their individual training needs and the needs of others.

Benfield's Chief Executive operates with a very strong desire to see the Values of the company living and breathing across the company. He has an infectious manner and his family values are delivered and received in a very inclusive and warm way. He always acts with integrity and respect to the company values serving the broader company purpose, which sets out objectives for all stakeholders of the business. He has demonstrated this through extensive consultations with every member of staff, which is demanding in terms of time, and in a way that seeks to break down the barriers that management hierarchy can sometimes create.

'Be More' is a Benfield initiative to encourage their various dealerships to get involved with local community initiatives. In the main, this has been raising money with matched funding from Benfield. For example, at Head Office employees have chosen to support CHUF and Tiny Lives charities. Funds have been raised by holding an Hawaiian social event in the Summer, a Halloween social event is planned in October and in the past they have held cake sales. Benfield also have a 'News' website where anyone can see what is happening in the organisation http://about.drivebenfield.com/news.

The best example of how the organisation supports employee development is through a supportive and approving culture.

BDRC Continental has held a variety of team building events. These have included a Christmas Party; a summer day out and charity work with their favourite charity.

The business is completely transparent in respect of business performance to turnover, margin parameters and targets. When the business has experienced good or exceptional performance, rewards and recognition are given to all staff. For example the business achieved a record month in August and everyone had the attached thank you Rapper style poem from the Directors together with a bottle of Prosecco. The thank you was headed 'Record Month Rapped Up!' in a Rapper style theme and involved a poem. Each one was signed by the Directors with 'Rapper' titles. This type of reward is common place and can vary based on Company performance or to reward individual performance. The one off individual rewards can be anything from spa days, one off bonus payments, theatre tickets and hotel breaks to more public recognition and reward for high sales performance in front of peers with a themed awards ceremony.

Bauder support CRASH, the Construction Industry Charity for the Homeless. They provided roofing materials for Step by Step Centre in Aldershot a residential and training unit for young homeless people. They provided a design and waterproofing package that took into account the current structure and thermal performance but also ensured the lowest maintenance solution. This project provides training in life skills to enable the young people to regain self esteem, stabilise their lifestyles and enter back into the community with a job or college placement. Bauder continually donate materials to CRASH in conjunction with other Construction partners right throughout the year and this is a charity very close to their hearts. Bauder also work with St Elizabeth Hospice, a local children's hospice, to support their work in the community.

In their last companywide team building event the whole company was put into teams randomly so that teams were mixed with people who don't normally work together on a daily basis. Each team were given iPads and an array of props and asked to create a short film entitled 'A Day in the Life of a Badooer', with a view to winning the grand prize and a self-styled Oscar award. After a couple of frantic hours running round, filming and editing, there was a film screening and prize giving, followed by dinner, drinks, music and dancing well into the night! Since then, they have concentrated on departmental team builds to foster good relationships within teams. These have included taxi treasure hunts around London, Go Ape zip-lining and Hint Hunt (a fun live escape game where you get locked in a room and have 60 minutes to solve the clues and get out!)

A really good example would be the training scheme they have in place for the Finance team. They encourage employees in the finance team to undertake professional qualifications such as CIMA (Chartered Institute of Management Accountants). Currently three employees in their finance team are studying such qualifications. I think this really shows that they encourage employees to better themselves and that they are happy to invest in employees so that they can flourish in their roles.

It is Asons family mentality that is the glue in supporting their employees' development, which can become in effect before their employment with Asons. They offer work experience for high school, college and university students, which can then be progressed through their graduate scheme which they aim to place every graduate with a permanent position. Every employee undergoes an induction, and is then given weekly training and support from management throughout their employment. Asons also encourage their staff to pro-actively develop their skills and encourage internal progression through their management development programme and training contracts that they offer on a quarterly basis. Asons have re-launched their training programme this year, including their mascot "Trainer-Tron", centralising all training resources, producing relevant and engaging training material and resources for each area of the business. Every employee also has access to their internal training system that allows them to view their Training Card that is bespoke to the individual when they start with Asons, highlighting any training needs that are outstanding and allows their employees to request training that they want. Asons have different difficulty levels of training: beginners, intermediate and advanced, that help fast-track their learning and aid them in feeling more confident with their work.

Talking to the people. As a family orientated firm, the directors have recruited their senior people on the basis that they will be able to engage with their employees and positively impact their day to day working lives. As strong and effective communicators, they hold ‘morning huddles' and weekly ‘team briefs' that set up the day with a positive outlook and share key information to provide employees with a feeling of management transparency. Asons truly believe that their new management structure has provided employees with a means to engage with the firm.

Senior Managers and Directors are available and accessible, listening to ideas and feedback and genuinely doing something about it. Face to face feedback and collation of more ideas via the we are ASK Italian engagement tour. You can never over communicate, continuing to evolve their communication processes, checking how to reach all employees by testing new communication channels and asking what works and what doesn't for their teams. Striving to increase their green credentials and sustainability and telling everyone what they have achieved. Focussing on what they do well including team events, team and individual development, non hierarchical inclusive culture personal contact in restaurants, making time for everyone. They have a clear career path, they continue to make it as visual as possible. Adding in new elements regularly to the ASK Italian journey, to keep it fresh and providing opportunities for promotion.

The ASK Italian Journey has had a major impact on our business results and HR metrics as well as employee development and engagement. The Journey is open to everyone and it provides an opportunity for self-driven learning and career progression from waiter to operations manager and from kitchen assistant to chef trainer. The journey provides clarity around the responsibilities, knowledge and skills required for every role, with training before graduating into a role or taking up a promotion. This year they have added further development modules to the journey for managers to develop as area support trainers and a special programme called Spotlight that prepares managers for high volume sites and managing large teams. The journey is enhanced by a bespoke 12 month leadership development programme for high potential head chefs, a bespoke 12 month leadership programme for high potential restaurant managers, and leadership development for their operations managers and senior department heads. In addition they use Myers Briggs for team building and developing collaborative working across all functions.

The most distinctive way Asidua's leader engages colleagues in their organisation is through empowerment, encouragement and open communication. Asidua management team have a focus on empowering and engaging employees hence highlighting commitment to the values of the organisation.

Asidua works closely with the Simon Community in order to help the homeless. This includes raising funds and also providing gifts such as scarves, hats, gloves etc. for distribution. The company promotes a 'switch-off' policy for all electrical equipment not in use and energy efficient practices are included in all employee induction programmes. Equipment such as the photocopier, printers etc. have low power stand-by or sleep features enabled. The purchase of energy efficient equipment is kept under ongoing review and considered at the time of purchase in line with business needs. Asidua has also undertaken a server consolidation programme to switch off servers which are either older and inefficient or no longer required.

The leader of the organisation attends each directorates team meeting to talk about the delivery plan. The leader has an open door policy. The leader attends all Corporate Induction Training sessions to talk about the key objectives of the organisation. The leaders meets with all new staff individually for half an hour. The leader takes a keen interest in staff and presents certificates to staff who have undertaken training or achieved a qualification, and most recently presented the winners of the fitness challenge. The leader delivers breakfast briefings.

The leader of the organisation attends each directorates team meeting to talk about the delivery plan. The leader has an open door policy. The leader attends all Corporate Induction Training sessions to talk about the key objectives of the organisation. The leaders meets with all new staff individually for half an hour. The leader takes a keen interest in staff and presents certificates to staff who have undertaken training or achieved a qualification, and most recently presented the winners of the fitness challenge. The leader delivers breakfast briefings.