What are companies doing with regards to 'My Company'

At GMCP a staff Working Group has recently been established, to bring staff wellbeing issues to the fore, and create a culture where negative issues are identified, minimised and managed before they affect the health of staff. They are working with a small team of staff (20 volunteers) who are helping through: Attendance at meetings, focus groups in their own teams, highlighting triggers, making suggestions for reducing the negative impact of work, offering ideas and solutions to promote a greater sense of wellbeing and one that everyone enjoys… trying out different approaches to identify what works for them. They have a budget of £1,000 to test out ideas and make recommendations for a programme that will be rolled out by March 2014. Friday afternoon Reiki sessions at thier Head Office are booking up fast! In establishing the group, they were especially keen to include people who understand how work can add to stress levels, through personal experience. They also appealed for volunteers who rarely feel stressed or are more resilient to the pressures work – so that they can better promote a healthy work-life balance. Through this Project Team, thye are designing a programme of support that is relevant and accessible to all staff and helps them reduce the negative impact of work on their lives. They already have a free Medicash scheme, providing access to doctors, counselling / therapies but GMCP want to do more to tailor a bespoke package of support available on site, at the right times for their staff

At GMCP a staff Working Group has recently been established, to bring staff wellbeing issues to the fore, and create a culture where negative issues are identified, minimised and managed before they affect the health of staff. They are working with a small team of staff (20 volunteers) who are helping through: Attendance at meetings, focus groups in their own teams, highlighting triggers, making suggestions for reducing the negative impact of work, offering ideas and solutions to promote a greater sense of wellbeing and one that everyone enjoys… trying out different approaches to identify what works for them. They have a budget of £1,000 to test out ideas and make recommendations for a programme that will be rolled out by March 2014. Friday afternoon Reiki sessions at thier Head Office are booking up fast! In establishing the group, they were especially keen to include people who understand how work can add to stress levels, through personal experience. They also appealed for volunteers who rarely feel stressed or are more resilient to the pressures work – so that they can better promote a healthy work-life balance. Through this Project Team, thye are designing a programme of support that is relevant and accessible to all staff and helps them reduce the negative impact of work on their lives. They already have a free Medicash scheme, providing access to doctors, counselling / therapies but GMCP want to do more to tailor a bespoke package of support available on site, at the right times for their staff

This year they introduced a new recognition programme called the GROW Award, Getty Images recognition for outstanding work. This programme encourages anyone who has observed a colleague make exceptional achievements, help the company grow, are demonstrating either personal or professional growth or deserve to be recognised for their individual contribution to their collective success, to nominate that colleague for an award. All nominations are reviewed weekly by the CEO who determines the recipients and the cash award amount they will receive. They are really proud of this programme because it recognises both professional and personal growth, and it does so in real time – not just on an annual basis. It is also above and beyond a person's normal incentive plan. It reveals the great camaraderie their employees share as they have the opportunity to nominate each other and their CEO's inbox continues to be flooded with nominations. It also speaks to their global connectedness – it is not a location centric programme – everyone at all levels and in every location is included.

The Getty Images Hackathon has been a great way for employees to create and build cool stuff like websites, mobile apps, online applications, social media mashups and the like that address a business or customer need. This was their 3rd year running the event. This year they had 16 different teams participate and they consisted of employees from all functions, not just technology. This event is all about the employees ideas and feedback, and the changes they would make if they were in charge. Most importantly, the grand prize for the winning team is that the business commits to implementing their idea/product/change.

Their Managers work well with their team and understand that outisde business committments such as studies, family or holidays may require them to swap/change their shifts or need additional time away from work. They are extremely flexible in accommodating these requests and respect that their employees have other reponsibilites outside of work that are priority to them. They completely understand, as they all have families too and are able to accommodate the majority of requests when their staff want to make changes to their contracted shifts. Managers follow this culture that we demonstrate at a central support level and take time to carry out regular reviews with each member of staff, whether they work 4 or 40 hours a week, each member of their team is guaranteed this time with their Managers.

Employee of the month award. Long Service Awards, they award every member of staff a generous financial token to thank them for their length of service with Georges. Every year, after 5 years of service, each member of staff receives this incentive which believe contributes to the high level of employee retention that they have seen year after year. Birthday vouchers and birthday day off. They reward staff each year with a birthday voucher for them to spend at an oulet of their choice, together with a day off for their birthday. Even if their birthday falls during a weekend, they still allow them to take this time off on a Monday or Friday. Mystery shopper reports. When they receive their monthly shopper reports through they will always send a letter of thanks for the employee concenred for their efforts during that visit. They also reward them with a highstreet voucher if they have done exceptionally well duriing this mystery shopper visit.

MD Jim Moseley places enormous value on the vision, culture and values of the company, and puts the company's continuing success down to the way people are empowered to do their jobs. He has previously said that as the company grows his biggest concern is to retain the family feel of the business, as losing this would be more of a danger to its long-term success than not hitting commercial targets. To prove his commitment to this philosophy, Jim takes an active role in ensuring that the company's family feel is safeguarded, from 'walking the floor' to regularly chat with employees, to attending regular company breakfast meetings where employees can publicly - or anonymously by written questions - ask him anything they like. He also takes an active role in welcoming all new employees, who are invited to a breakfast with the Executive Team. This has proved exceptionally successful as not only do new starters meet the MD and members of the Executive Team in person, they also see for themselves how the company lives its vision and values each and every day. His care for employees is evident as he makes sure that he gets to know all of the people personally.

Their effectiveness comes from understanding the local community in which they are based and focusing efforts there. Hillingdon is a deprived community where school age literacy is low and there are few amenities for after school activities. They have been running many successful schemes in the local community for many years, and continue to look for new ways to make contributions. Most recently, they extended the fleet of mobile youth clubs that they finance and run, by adding the first water bound club for local children and teenagers. The Floating Classroom is a converted Dutch barge that offers young people the chance to learn in an unforgettable way. So far, more than 30,000 children have visited their buses, and their new water bound version offers the opportunity for many more youngsters in the Borough of Hillingdon to learn in an innovative new way. General Mills also sponsor the Hillingdon Book of the Year event. This involves a competition where school children vote for their favourite book and present on why this is the case. These activities have played a part in contributing towards the reduction in crime by providing something for children to do after school and an increase in childhood literacy. One of the most important considerations about General Mills' local charity work is that is long-term, so all the resources they provide will be there not only now but for future generations also.

They give their colleagues extra holidays over the Christmas period in addition to their allocation with plenty of prior notice so they have more time to spend with their families, this is a thank you for their hard work over what is a particularly busy time for their business from September - October. They have done this for the last 4 years. Feedback has shown them that this is very much appreciated.

They give their colleagues extra holidays over the Christmas period in addition to their allocation with plenty of prior notice so they have more time to spend with their families, this is a thank you for their hard work over what is a particularly busy time for their business from September - October. They have done this for the last 4 years. Feedback has shown them that this is very much appreciated.

Their Chief Executive, Andrew Morris, has demonstrated strong leadership for nearly a quarter of a century. One of Andrew's key drivers is an eternal desire to be the best and he inspires staff with his vision. His monthly staff briefings, which welcome all staff, are refreshingly honest and open forums where no question is off limits. Andrew's down-to-earth manner, humour and professionalism earn enormous respect from everyone at the Trust. Andrew is a visible presence throughout the estate and seems to know most staff by their first names – whether they work in catering, portering or surgical services. Andrew's leadership style has helped to develop a culture that some call the ‘Frimley family'. Above all Andrew advocates a focus on the patients as individuals and urges staff never to stop thinking about how they would like their mum, dad or loved one to be treated. Andrew recognises that needs and expectations are constantly evolving and helps Trust staff understand that however good they are they must constantly improve in order to provide the local population with the health services they expect and deserve. Andrew's tireless dedication is unquestioned and no-one at the Trust works more hours or with more focus. On a snowy day a couple of years ago he went to A&E first thing to see how staff were coping and ended up rolling up his sleeves to push trolleys until more staff made it in.

Quality Ward Walkabouts occur twice a month and are a way of gathering staff, as well as patient, feedback and comments about key issues in the ward. Walkabouts include an Executive Director, a Non-Executive Director, a Governor and a member of the Trust's Risk Team. Following the Walkabout, a template is populated with the key issues. Any negative feedback or comments are followed up and dealt with as appropriate. One example of something they have done is in response to stress levels reported in their NHS Staff Surveys. Where stress levels appear to be high, they have offered the use of an external stress audit approach. This involves a pre-survey staff briefing, a survey of staff in the area and then a follow-up focus group at which the survey results are reviewed and action is planned to reduce stress levels. 6 of these audits have been undertaken in the last year.

FreshMinds conduct Friday morning breakfast meetings every week which bring everyone together in an informal and fun environment. There is a rota so everyone has the chance to speak about a topic they think may be relevant to their company, the work they do or their clients. FreshMinds conduct away days at least twice a year. These away days include presentations around strategy, speakers, group brainstorming sessions and team building activities, such as go-karting and most recently Dragon boat racing. FreshMinds also have half yearly celebrations such as the Summer BBQ and Christmas Party. Once a year, employees are able to attend a subsidised skiing holiday and the company has also arranged cultural nights out on the Southbank and participation in Tough Mudder - military style physical training day. Once a month Freshminds provide a budget for employees to arrange attendance at a cultural event and drinks/socialising afterwards/before.

FreshMinds offer many extra curricular actives within the company such as Bake Club, Running Club, Climbing Club and the FreshMinds netball team to name a few. In the last twelve months they have organised free gym trials and free month long boot camp training trials, as well as arranging a refit of the basement to provide bike storage and showers. They also offer free eye care vouchers and their flexible benefits include private medical and optional dental cover. On birthdays they offer an hour lie-in and the employee receives a card and a cake/cheese/plant or other gift. FreshMinds provides fresh fruit every morning and breakfast every Friday as well as drinks at the end of the day on Friday.

Senior Board members of Foot Anstey annually undertake a roadshow across all five offices. Even with sosphicated online communication methods, nothing works better than face to face communication; Foot Anstey's Managing Partner together with four Directors - HR, Finance, IT and Client Development, present to their staff the vision for the firm over the next year, with the opportunity to ask direct questions. As this style of discussion can be intimidating for some, staff were encouraged to write questions down anonymously after a few moments of relaxed conversation. The questions are collated and the HR Director puts the questions direct to the Managing Partner ‘live' in the room. This helps with the conversation and debate enormously and enables people across the firm to have a genuine voice and contribute. This has improved the interaction levels at the office presentations and the audience has seen potentially ‘sensitive' questions or suggestions asked and responded to. This has contributed to improved trust, engagement and communications at all levels. The questions and answers are then posted onto the Intranet under their Managing Partners blog, to ensure longevity and a maximum audience. Hosted in the morning with coffee and pastries, for a chance to talk, share and enthuse about the future – they are popular and productive for all and are now an ingrained part of the firm's culture.

Being a multi-site firm, whilst online communications flow freely, nothing beats face to face interaction. Foot Anstey's Managing Partner, John Westwell travels either weekly or fortnightly to each of their five offices and endeavours to talk to every new recruit and staff. Their offices are all open plan and they have a system of hot desks for people who are working in different offices that day. Therefore, John or any member of staff could be working alongside anyone that day and builds relationships with people at every level. He strives to build relationships with everyone and amongst all his duties as Managing Partner, still will make time to send a personal card when necessary and needed. As mentioned before, his blog is popular and supported and his accessibility to all across a multi-site firm. He is driving the firm forward and promotes and encourages any entrepreneurial activity. Anyone at Foot Anstey can suggest an idea, improvement and it will be listened to and absorbed. John's longevity at the firm is also commendable, having been with the firm for over 20 years. He has a passion for Foot Anstey and is taking it into the future to the benefit of numerous stake holders; Partners, employees, their families, their local economy, their suppliers and above all their clients. In an uncertain economy, which has seen others in their industry sadly fail, it is a responsibility that John takes very seriously.

Fricroft have recently introduced pay for performance where pay increases are directly linked to achievement of objectives and demonstrating that they live the Company values through measurement of their behavioural competencies. They give on the spot rewards to employees who have demonstrated exceptional performance or customer service by way of vouchers or paying for the employee and their partner to go out for a meal. They operate an employee of the month scheme to recognise efforts.

They hold a quarterly Employee Forum whereby employees are asked their views and opinions on all aspects of the Company and from this have created focus groups so that employees are engaged in addressing some of the issues.

To lead well, it is necessary to understand what you are leading. Fetival's Chief Executive, Guy Weston knows their business thoroughly, has the widest possible overview and understanding of the industry and the external factors influencing it, but he also knows his staff members by name and speaks to them all in the same way and understands what areas of the business they are most concerned with. The door of his office is always open and they often see him on the office floor or out and about at the depots and other offices. He presents the BreakFest Briefs, tells everyone about his holidays and asks about everyone else. Everyone knows about his football team and he joshes about everyone else's. However, when he's doing business he's completely focused, fair and a good listener. He knows his stuff and when he doesn't have enough information he asks for it before making a judgement. When there are awards to be given, thanks to be made and acknowledgement of excellent work and dedication to Festival and their clients, Guy is there to thank staff personally and he does not quickly forget those achievements. Figures of authority will always find themselves in the firing line for making decisions about contentious issues, but if every member of staff feels that they can express their opinion about that decision directly to that person then they have done the job fairly. That situation exists here at Festival.

Fesitval Housing run Modern Apprenticeship programmes taking young people from the age of 16+. They progress learners through to Level 3 qualifications. On completion they can continue to develop through undertaking Btec, NVQ, HNC, HND and Professional qualifications. Support is available for all staff to undertake a recognised Vocational, Professional or academic qualifications, 90 % of roles have a specific qualification linked to them e.g. Housing Officers relevant qualification is Chartered Institute of Housing Level 4. Such courses are supported 100% financially. Festival Housing currently offer professional traineeship in HR and Finance with a view to expand to other areas of the organisation. Qualifications are offered via day, block release at college and distance learning. They work closely with local University, other housing associations providing bespoke level 5 Leadership and Management qualifications. They offer development through the delivery of learning activities including e-learning, course attendance external, bespoke in house courses, reading, forums, workshops and conferences. In house courses run with a mix of external and internal trainers. Year 2012 to 2013 Festival carried 3196 training days. This equates to an average of 6.9 training days per member of staff. Vacancies which are identified as key roles can be offered as secondment opportunities of up to 1 year's duration. This allows staff to experience different roles within the organisation. Work experience is available to people looking to change careers or re-join the world place. They work closely with schools and colleges to offer students work experience opportunities.