What are companies doing with regards to 'My Company'

As part of Manx Telecom's monthly analysis of customer complaints they identified a need to improve the quality of customer interactions when dealing with difficult situations. As a result of this, managers were asked to undertake a staff training needs analysis which is being used to design and deliver training modules to address the specific skills required. They have recently entered the Isle of Man Newspapers award for excellence in the category 'People Management & Development'.

Manx Telecom run an idea scheme called 'innov8' whereby staff can submit ideas for improvement. These are evaluated by a committee of managers and staff who can make financial awards based on the quality of the idea. They hold annual staff update sessions with the senior team and their managers hold monthly team briefs. Manx Telecom encourage staff to play an active part with their managers to identify specific issues and actions to address areas for improvement. After last year's survey, employees were invited to take part in a competition to submit 88 reasons that make Manx Telecom a great place to work. All the entries were rolled together to come up with the definitive list.

The hotel focuses on different areas for employee development. This could be personal including OTJ (On the Job), GTT (Group Training Techniques) to MLD (Managing Learning & Development). The hotel has in recent years developed two modular Programmes called Move Up and Move Forward using an external company. Move Up is designed for Supervisors or Junior Managers whereas Move Forward is a twelve month programme which focuses on the development of Department Heads. This course is largely facilitated externally at a cost of £25,000 a year for 10-12 delegates a year and is also accreditated by the ILM. The company also sponsors Senior Managers in full to attend MBA including residentials off-site.

There are bi-monthly NETMA (Nobody Ever Tells Me Anything) meetings chaired by the General Manager, attended by 'nominated' Representatives from each Department. These Representatives are elected by their colleagues and serve a six month term.

At their September sales meeting Lundbeck held a chocolate making competition, an Apprentice style challenge. The whole sales organisation was split into groups and given an afternoon to create, package and market a new chocolate brand. These were then pitched to the Senior Management Group and a winner was chosen. It was a lot of fun and a break from formal work exercises.

At their September sales meeting Lundbeck held a chocolate making competition, an Apprentice style challenge. The whole sales organisation was split into groups and given an afternoon to create, package and market a new chocolate brand. These were then pitched to the Senior Management Group and a winner was chosen. It was a lot of fun and a break from formal work exercises.

Live & Breathe helped organise and participated in an ‘It's a Knockout' event for one of their nominated charities ‘Caravan'. As well as giving the event coordinator time during her working day to arrange the event, a team consisting of Live & Breathers and their clients was assembled and given the afternoon off work to compete. Not only did everyone enjoy the event but it had two key benefits - it raised £20,000 for a very good cause related to the sector in which Live & Breathe operate and it provided the opportunity to work together with their clients in a constructive, out of business environment, getting to know and understand them and themselves better and work better as a team.

Live & Breathe helped organise and participated in an ‘It's a Knockout' event for one of their nominated charities ‘Caravan'. As well as giving the event coordinator time during her working day to arrange the event, a team consisting of Live & Breathers and their clients was assembled and given the afternoon off work to compete. Not only did everyone enjoy the event but it had two key benefits - it raised £20,000 for a very good cause related to the sector in which Live & Breathe operate and it provided the opportunity to work together with their clients in a constructive, out of business environment, getting to know and understand them and themselves better and work better as a team.

By recognising the importance of creating business leaders for tomorrow within their organisation Lexis have implemented a leadership development programme. This is aimed at Account Managers and above and is a module based training programme combining internal and external training where staff receive training on running their own PR business, financial management, leadership training, media relations and day to day management training. 60% of senior management are 'home grown', testament to their continued commitment to promote from within and develop their staff to their ultimate potential.

Line managers are given significant training in how to manage their teams, and being open to feedback and allowing team members to ask questions is instrumental in this training. Employees have the opportunity to do this during their one to ones, team meetings, six monthly reviews and yearly appraisals. Plus Lexis encourages an open door policy whereby everyone in the agency is approachable and visible, regardless of title.

The most effective approach is an ambitious digital training programme which began towards the end of 2010 and was completed in the summer of 2011, facilitated by uTalk Marketing. Leo Burnett wanted to inspire and excite their people about the opportunities digital offers and give people the specific, practical skills to create digital communications. By running a fully comprehensive training programme featuring nine interactive workshops for their account management, planning and creative teams, they gave them confidence to integrate digital into their everyday work and talk to clients about digital with the same credibility that they can talk about offline communications. The workshops were attended by mixed peer groups which made interaction between attendees more beneficial and left people feeling empowered and inspired to take a different approach to their day-to-day tasks. Leo Burnett's course evaluation showed the programme was enormously successful. 94% of staff stated that they were "very satisfied" with the programme. To complement the utalkmarketing training activity Leo Burnett also undertook a number of other development initiatives to enhance the digitisation of the agency such as lunchtime learning sessions with companies such as Facebook, Google, etc. and Q&A clinics in specialist areas such as Social Media, User Experience, Hypermedia, Digital Production etc.

The most effective approach is an ambitious digital training programme which began towards the end of 2010 and was completed in the summer of 2011, facilitated by uTalk Marketing. Leo Burnett wanted to inspire and excite their people about the opportunities digital offers and give people the specific, practical skills to create digital communications. By running a fully comprehensive training programme featuring nine interactive workshops for their account management, planning and creative teams, they gave them confidence to integrate digital into their everyday work and talk to clients about digital with the same credibility that they can talk about offline communications. The workshops were attended by mixed peer groups which made interaction between attendees more beneficial and left people feeling empowered and inspired to take a different approach to their day-to-day tasks. Leo Burnett's course evaluation showed the programme was enormously successful. 94% of staff stated that they were "very satisfied" with the programme. To complement the utalkmarketing training activity Leo Burnett also undertook a number of other development initiatives to enhance the digitisation of the agency such as lunchtime learning sessions with companies such as Facebook, Google, etc. and Q&A clinics in specialist areas such as Social Media, User Experience, Hypermedia, Digital Production etc.

Leasedirect encourage an open forum for suggestions and feedback. All departmental managers actively seek new ideas from their teams within their regular team meetings and one-to-ones. At their last Christmas party, they gave everyone giant post-it notes and asked them to put any suggestions on a big blank wall, which also proved a novel and fun way of them getting their ideas across allowing them anonymity if desired. Key sales people have been nominated and taken an active role in the overall management of their business. Leasedirect also regularly 'survey' their employees for ideas, suggestions and feedback on initiatives they are planning before they are launched. Their people are included in all development initiatives in respect of their working environment and the projects that the business supports within the local community.

Leasedirect have introduced a twice weekly fruit delivery across the business which provides all staff with free fruit. They have also introduced a scheme to help people stop smoking. They are keen to support all employees with a desire to stop smoking, from funding the cost of nicotine patches to hypnotherapy Leasedirect have also negotiated a discounted rate for all staff at their local gym and are part of a cycle to work scheme.

As the world's most creatively awarded healthcare advertising agency, Langland have won many awards in the UK and overseas. To recognise the contribution played by all team members across the entire agency, not just creatives. Langland have sponsored their attendance at the award ceremonies. This year they have given a number of people the opportunity to go to award ceremonies in New York and to spend a few days there at leisure, at the company's expense.

Langland has supported the work of charity Sebastian's Action Trust for the last five years. Initially, the company provided purely financial support but over the years this has evolved and they now provide professional communications advice and services such as newsletters, leaflets and the website, on a pro bono basis. In 2010, Langland sponsored the employment of an experienced fundraiser and their Chief Executive and Chief Operating Officer became patrons of the charity in recognition of the support that they give to the Trust.

There is no formal feedback programme and have not conducted an employee opinion survey for several years. However, Kyrocera Mita openly welcome ideas and suggestions from all employees irrespective of how large or small. Departments will often take time out to brainstorm for ideas to increase revenue, minimise expenses, improve the office environment and motivate employees. As an example, it was at the suggestion of an employee that, as a means of celebrating their success, Kyrocera Mita should have a prize draw when they over achieve on their monthly Masterplan revenue target. This has now been in place for the last 12 months with two employees per month receiving a net payment of £100. It is not always possible to implement all ideas and sometimes ideas have to be changed a little in order to make them more relevant.

Kyocera Mita run two ad hoc employee reward schemes. One is an extra mile award which is awarded to employees who put in extra special effort - e.g. during the unexpected absence of a colleague, in order to meet a particular tough deadline, in order to avert a crisis. Employees can be nominated by any member of staff with the Human Resources Manager making the decision as to whether or not the award should be granted. The award is usually a bottle of champagne. The other is the Employee Excellence Award. This is awarded to employees who not only put in extra special effort but who are exceptional in all aspects of their work and are fully engaged in the company culture. Employees can be nominated by any member of staff with the executive team making the decision as to whether or not the award should be granted. The award is usually flowers, champagne and £100 of high street vouchers.

Keyfuel's leader is approachable, an excellent communicator, passionate about the business and the people who drive it forward. He communicates a clear vision and practices the company values.

Keyfuels have a weekly Friday breakfast, monthly fruit and yoghurt mornings. There have been improvements to air conditioning facilities, improvements to Health and Safety policies and introduction of marked walkways to enhance personel safety.