Pride Powers Performance

Over the last 12 months, the Senior Management Team has been broadened and now includes a representative from all parts of the organisation and meetings are held monthly. This has enhanced communications between departments and also from the top down and has been driven by a desire to make sure that everyone in the business is informed about the decisions that are being made and developments within the business. The chairman, Tom Bloxham MBE is committed to hard work, fresh ideas and building relationships and he is well known and respected across the company for these reasons. He is open and available to all staff. One of the things he always tells new recruits is that no question is trivial and if a question is important to them then it is important to him. From his open door policy, induction presentations, staff lunches or quarterly staff meetings, he is open to ideas, feedback, criticism and questions.

In 2008, they set up the Urban Splash Charitable Trust. The overall ambition for the trust is to be involved with local organisations and charities that are poorly funded. It was set up to fund projects related to deprived communities, the arts and urban regeneration. The trust is funded from the profits of the Urban Splash Group. At the moment, the main activity of the trust is the operation of a scheme whereby each member of staff can nominate his or her favourite charity to receive a donation of up to £100 in any one year. Staff often request help with sponsored events in which they are personally taking part.

Trend Control runs an "Attitude Apprenticeship Scheme" that currently has 65 apprentices enrolled and 60 Apprentices graduated. They are undertaking training to become a Building Energy Management Engineer. Trend Control employs a scheme manager and a scheme administrator to devise the training schemes, oversee apprentice progress, providing mentoring where necessary. This is the only scheme of its kind in the industry. The scheme is available to everyone in Trend Control and they have had a number of internal employees, several from the factory who have joined the scheme and have developed into qualified engineers.

Managers often mentor high performing employees from other departments in the business, providing support guidance and a sounding board to support employee development. As part of the Enhancing Service Excellence training, Trend Control run an additional module for managers called "crediting". This is where they train managers on how to recognise their employees with words so that they can understand the impact their work has had on others and the wider business.

The Toolbank News Letter which is sent out every 3-4 months in the year has worked really well as employees are constantly informing them of any fund raising they have been doing, welcoming new staff, congratulating colleagues on their nuptials or new arrivals. The news letter has allowed employees to get involved and the feedback from employees has been that the news letter has been very well received as it is great to know what is going on in the other branches.

The Toolbank News Letter which is sent out every 3-4 months in the year has worked really well as employees are constantly informing them of any fund raising they have been doing, welcoming new staff, congratulating colleagues on their nuptials or new arrivals. The news letter has allowed employees to get involved and the feedback from employees has been that the news letter has been very well received as it is great to know what is going on in the other branches.

The company provide staff with access to gyms at a discounted rate via PruHealth, their medical insurance provider. They have enrolled their company in the PruHealth ‘well-being' programme, through which staff can accrue points for living a healthier life-style. Staff can use these points to get discounts for holidays, cinemas, etc. The company also have a relationship with Occupational Health professionals and if appropriate will refer staff to these professionals at company expense (for example, to assist staffing in receiving specialist assistance relating to difficult-to-diagnose medical conditions).

The company organises bi-weekly 'retrospective' meetings where employees collectively look at what they have been working on - what went well, what could be improved and any other areas that employees would like to discuss. The company gives quarterly Core Values awards to staff members who demonstrate behaviours that are consistent with their Core Values.

The company have a structured charitable giving approach which incorporates the following: * Duke of Edinburgh charity - as a company they donate 20k per year to the charity, as well as employees partaking in events, and raising money for the charity, during the course of the year. A charity and CSR committee that are dedicated to raising money for events and ensuring they are doing all they can as a business to reduce their impact on the environment.

The company have a structured charitable giving approach which incorporates the following: * Duke of Edinburgh charity - as a company they donate 20k per year to the charity, as well as employees partaking in events, and raising money for the charity, during the course of the year. A charity and CSR committee that are dedicated to raising money for events and ensuring they are doing all they can as a business to reduce their impact on the environment.

The Book People's HR Department facilitate a Wellbeing Week' where the company encourages people to get involved in site activities to raise awareness of wellbeing matters. Past events have included dancing, yoga, healthy food options, massage and facials, a 'walks and talks' challenge with pedometers to measure the walkers who achieved the most miles throughout the week. The company have also funded Weight Watchers type programmes in-house to encourage healthy eating.

The Book People offer employees recycling opportunities and a cycle to work scheme.

TAFC are continuously looking for ways in which they can reward their staff. This doesn't always have to have a monetary value to it, but Authentic appreciate how hard their team work and want to make sure they feel valued and their loyalty and dedication to the business does not go unnoticed. Alongside bonus payments, pay increases and internal promotions, TAFC offer "spot rewards". These "spot rewards" include concert and football tickets, champagne, hotel breaks and shopping vouchers. These are presented by the MD and the company believe this is a great way of keeping their staff motivated as well as thanking and rewarding them for their hard work. These can be received for implementing a new process or simply being a supportive member of the team.

The Annual Company Presentation involves all staff and is spread out across a whole day. The first part of the day is spent in a workshop style. Each of the company's Board members had a station and the team were spilt into groups and rotated around each station. Each Board member would talk through their departments activities-past, present and future; their goals and how they planned to achieve them. They each had a Q&A section where the employees were able to put questions they had direct to the Board member. This proved to be an effective exercise and a great way for both the Board and employees to communicate. The second half of the session was spent with the MD presenting to the whole company his vision for Authentic and his chance to praise those that had worked exceptionally hard over the last twelve months.

Tamdown are committed to releasing the potential of their people and developing their knowledge and skills, providing them with a rewarding and satisfying career. Tamdown invests heavily in training and development and is proud to be investor in people accredited since 2002. Learning and development opportunities include the following: Degree courses, post graduate qualifications, Higher National Diplomas, Industry qualifications and memberships Ad hoc/one off training events, Apprenticeships Bespoke training and development courses – “the academy”. The Academy was a bespoke learning initiative delivered over 6 months in 2011, all employees took part in their departments and the sessions focused on developing participant's attitude and behaviour for increased performance both personally and professionally. Despite the current economic climate, the Chairman personally ensured that funds were made available and he worked together with an external training organisation and provided guidance about the main subject areas to be covered.

The leaders of Tamdown believe strongly in giving something back to their community and giving to charity. Tamdown set up the Tamdown Foundation with the aim is to raise £100,000 for charities in 2011. Five charities have been nominated by members of the Tamdown team; each charity has a very personal link with a member of staff. Tamdown committed 1% of its profits in 2011 to get the fund underway. Fundraising events taken place throughout the year include: Tamdown Annual Triathlon, Summer Charity Ball, London to Paris Bike Ride, 24 Hour Swim, Tamdown Quiz Night. So far the Tamdown Group has raised in excess of £75,000 through fundraising events. This figure does not include 1% of the business's profits so the company are on track to reach their £100,000 target.

Each new member of staff at Summit Media, both at the Wolds and at the Farm, undergoes an initial four week intensive training period provided by their line manager and colleagues. A tailored personal development plan is put together which is then reviewed at weekly one to one sessions with their individual line managers. These sessions are designed to monitor progress and to provide guidance. They also have regular coaching sessions covering topics and disciplines specific to the industry. There are bi-weekly training sessions at group level specifically aimed at improving industry knowledge. External training is carried out by Google and MSN and the company's tracking and analytics provider. New staff are also encouraged to participate in online webinars and to undertake personal training in their own time to gain the Google GAP and Microsoft qualifications.

Each new member of staff at Summit Media, both at the Wolds and at the Farm, undergoes an initial four week intensive training period provided by their line manager and colleagues. A tailored personal development plan is put together which is then reviewed at weekly one to one sessions with their individual line managers. These sessions are designed to monitor progress and to provide guidance. They also have regular coaching sessions covering topics and disciplines specific to the industry. There are bi-weekly training sessions at group level specifically aimed at improving industry knowledge. External training is carried out by Google and MSN and the company's tracking and analytics provider. New staff are also encouraged to participate in online webinars and to undertake personal training in their own time to gain the Google GAP and Microsoft qualifications.

Sterling Insurance Group operates a bonus plan for all of its employees. The bonus plan is based on two factors, company profitability and an employee's individual performance.

Sterling Insurance Group operates a bonus plan for all of its employees. The bonus plan is based on two factors, company profitability and an employee's individual performance.

They support local charities in their area. One example is that Springfield has, over the last two years, been working on constructing a £200k Moray Hydrotherapy Pool building in Forres. This has been a huge challenge, but extremely rewarding to now see the pool utilised and benefiting so many local people.

They support local charities in their area. One example is that Springfield has, over the last two years, been working on constructing a £200k Moray Hydrotherapy Pool building in Forres. This has been a huge challenge, but extremely rewarding to now see the pool utilised and benefiting so many local people.

Specific Media's new office has created an onsite gym for all staff to use, complete with full changing room and shower facilities. These facilities are open to staff all day from 6.00am until 9.00pm and at weekends. Each employee received a health check and gym induction prior to using the gym. Personal training sessions are also available upon request. Specific Media also provides complimentary massages for all employees. On a monthly basis, employees can book a number of treatments including back, shoulder, hand or facial massages, which are carried out during work hours at no cost to the employee.

Specific Media's new office has created an onsite gym for all staff to use, complete with full changing room and shower facilities. These facilities are open to staff all day from 6.00am until 9.00pm and at weekends. Each employee received a health check and gym induction prior to using the gym. Personal training sessions are also available upon request. Specific Media also provides complimentary massages for all employees. On a monthly basis, employees can book a number of treatments including back, shoulder, hand or facial massages, which are carried out during work hours at no cost to the employee.

Managers at Skrill hold bi-weekly performance reviews, personal introductions based on skills, regular team lunches, bi-weekly feedback sessions, weekly team meetings and weekly team reports in order to support, encourage and develop staff members.

Once a month Skrill has a "Beer & Chips" event in each office where new joiners and new departments are invited to take part in the "CEO Hot Chair", giving them opportunity to ask the company's leaders any kind of questions.

The Hotel is aware that rewards and recognition are vital as they help the teams feel a sense of personal accomplishment and with this comes confidence in their ability to perform successfully in their roles. Three times a year the company holds a communication meeting for all of staff in which they honour recipients of the MBE (Member of the Brand Experience) and OBE (Order of the Brand Experience). These are employees that really have stood out for going above and beyond the call of duty. However, to ensure that recognition is kept close to the surface, all employees are encouraged to give out “stars” to colleagues they think have done a great job. Stars can be traded in for a chocolate bar, or collected for a gift voucher. To ensure stars are given and to keep it high on the agenda, HR will raise this in the morning meeting every day, and then display on a recognition wall in the Heart of House areas along with an employee picture.

Learning and Development supports business performance improvement at Sheraton Park Tower, and the key strategic goals of the business, as well as contributing to the growth of individual associates and offering rewarding opportunities to learn and grow. Associates see a clear link between their own development and the goals of the business. The company focus on ensuring that associates experience a robust on-boarding process which prepares them thoroughly for their role within their teams. This includes an on-brand induction, service culture training, and personalised departmental induction plans, to ensure a consistent quality of training for the company's new starters.

SFP Group is absolutely committed to supporting employee development. At the start of every year, the company identify the training needs for every individual, and determine what courses are most appropriate and the associated costs so that budgets can be agreed. The best example in recent times is the support SFP Group gave to three of their team to take their respective JIE insolvency and accountancy examinations that required long periods (more than one month) of study leave. All three passed. Indeed it is important to stress that prior to joining the SFP Group, two of the three individuals had no experience or qualification in insolvency. Now they have gone from juniors from Managers who, in the next few years, will be office holders. There are other similar examples across the group and in different departments, from broking to marketing.

Managers conduct meetings and prepare the task list which is forwarded on to the relevant Partner/Director. All staff are aware of the management meetings and each Manager will discuss with their team prior to the meeting, any points/ideas/suggestions that they would like discussed on their behalf. Each Manager will then put forward any relevant points to all managers at the meeting.

Roke's "Next Generation" programme sets out to inspire the next generation of engineers and scientists through direct contact with experts developing exciting new technology. Part of this scheme involved a ‘teach the teachers' session where teachers from across Hampshire were invited to Roke to be trained in new engineering techniques so these could be passed onto students.

Roke has a Sports & Social club which offers access to wide variety of sporting activities. Onsite, Roke has a gym, tennis court and sports field. The Sports & Social club organises an annual rounders tournament, summer tennis league, yoga, Pilates and circuit exercise classes. Mountain bikes have also been purchased to allow employees to cycle at lunchtimes. Most recently, Roke has hired a personal trainer to help improve the fitness of their employees by having a weekly training sessions and offering advice on healthy eating. With regards to health, all employees can have access to the Company Counsellor/Occupational Health and the majority of employees are entitled to non-contributory BUPA (options of single, couple or family cover available). Health Assessments are available for Senior Management.

Roevin supports employee development is through their specific role based learning plan. For example, an inexperienced recruitment consultant joining the company will attend a residential 3-day Training Academy. Back in branch, they have a specific 6-month Post-Academy training programme that is delivered on the job by the Branch Manager. Going forward there are specific skills based courses that cover all levels in their career, up to and including Roevin's Management Development Portfolio. Additionally, Roevin have a year-long leadership development Programme for those aspiring to Operational Director roles, as well as Executive Education programmes for their senior staff in conjunction with both IMD in Lausanne and INSEAD in Paris. In addition to Roevin's Instructor Led Training courses, through their Learning Portal, all employees have access to a range of internally-designed e-learning modules, as well as 13,000 externally-designed courses, including material on PRINCE-2, Lean Six Sigma and multiple versions of the Microsoft Office package.

Roevin supports employee development is through their specific role based learning plan. For example, an inexperienced recruitment consultant joining the company will attend a residential 3-day Training Academy. Back in branch, they have a specific 6-month Post-Academy training programme that is delivered on the job by the Branch Manager. Going forward there are specific skills based courses that cover all levels in their career, up to and including Roevin's Management Development Portfolio. Additionally, Roevin have a year-long leadership development Programme for those aspiring to Operational Director roles, as well as Executive Education programmes for their senior staff in conjunction with both IMD in Lausanne and INSEAD in Paris. In addition to Roevin's Instructor Led Training courses, through their Learning Portal, all employees have access to a range of internally-designed e-learning modules, as well as 13,000 externally-designed courses, including material on PRINCE-2, Lean Six Sigma and multiple versions of the Microsoft Office package.

The group is 100% owned by staff and Directors and share ownership is widely distributed across all employee groups. Additional share ownership schemes are currently in operation to further incentivise and retain new talent to the Group.

The RKH Group hold regular team meetings to discuss workloads, future developments, staffing issues. Open dialogue by all participants is actively encouraged during these meetings.

Managers at Retirement Villages use action plans and discuss targets with their staff teams and feedback information to senior managers. Managers also recognise individuals at local level - this may be as simple as at the end of a shift just saying thank you. Regional Managers check to ensure that managers are completing appraisals and supervisions on a regular basis.

Each location has a manager/s who are responsible for the running of their village. Employees are involved in regular meetings with their managers where ideas and feedback are exchanged and then acted upon. Each location has a different approach to gaining feedback from staff. Managers then share what is happening in their location at the monthly Regional Meetings with Senior Managers.

Managers at Red Commerce ensure that the reviews they conduct have a '360' element to them, so that after each review both manager and team member have a list of actions to complete. Managers have regular informal feedback sessions with their teams and run regular breakout sessions with their teams to talk about hot topics and share ideas and information. At least once a month, managers will ensure that they spread some time with their teams in a less formal (i.e. social) setting to encourage honesty and openness, as opinions tend to flow more freely in this setting than around the desks! With regards to rewards, managers will offer both individual and team incentives for performance against a variety of targets, daily, weekly or monthly, and will also send emails around the business to highlight outstanding performances.

Red Commerce has two dedicated internal trainers (and they are currently recruiting for a third) whose sole focus is improving their employees development.

As an organisation Ralli offers all members of staff regular, monthly social events to participate in.

As an organisation Ralli offers all members of staff regular, monthly social events to participate in.

Managers at Quest communicate consultant responsibilities and targets to their teams regularly. This is done through weekly one-to-one and team meetings, and quarterly appraisals. In these meetings, managers will discuss performance against target, and make recommendations to consultants who need extra guidance.

Quest create new teams and new offices based on people's abilities and personal needs. Examples are Manchester, Sri Lanka and Dubai. In all these cases the company had an employee who strongly wished to or needed to relocate. Where there was a business case Quest created an office and in two cases promoted the people at the same time (in the third example of Sri Lanka they couldn't promote the manager because they had reached the highest level as their Financial Controller). All these new offices resulted in extra local employment with several significant benefits such as retaining great staff, expanding their markets, saving costs. The staff that opened these offices have experienced and enjoyed huge jumps in their learning curves, career development and at all times this has worked alongside their personal needs and balanced their work-life /home-life needs.

Pricoa Relocation has bought in ECO buttons - this means that computers switch themselves off and the amount of money saved on printing can be recorded. This was an initiative bought in by the EOC to be more environmentally friendly.

Pricoa Relocation has bought in ECO buttons - this means that computers switch themselves off and the amount of money saved on printing can be recorded. This was an initiative bought in by the EOC to be more environmentally friendly.

Precedent pride themselves on being a transparent organisation and ensures that all of their employees feel they can talk openly to the company as well as see what's going on within the company at all times. Precedent has an active open door policy and spacious open plan offices across the UK to encourage engagement at every level. The company holds bi-monthly 121 sessions, where each employee meets with their line manager to discuss progress over the previous two months and targets for the next. This is an opportunity for employees to voice any concerns and talk candidly with their line manager. Precedent also hold department days throughout the year where each department from across all the UK office teams meet to discuss working processes, highs and lows before engaging in more social activities like go-carting, dinner or simply a few drinks.

Precedent strongly believes in the idea of “soft rewards” – i.e. small rewards that are given regularly to recognise excellent work or performance. Rather than simple monetary bonuses which can often quickly be forgotten, these rewards tend to be something more individual, memorable and appropriate for the person. For example a meal for two at a nice restaurant, a weekend away or even simply iTunes vouchers. In addition to this, at the company's annual company meeting held every April, Precedent reward the most hard working and highest achievers. The excursion is, in itself, a sort of reward as it involves time out of the office, dinner and an element of socialising, but more crucially, Precedent hold nominations for the Best Newcomer and Best Overall Performer. These nominations are open to everyone across the company and everyone is invited to contribute. The winner is selected by the senior management based on the nominations received as well as on general performance throughout the year.

Managers at Plusnet Plc hold quarterly reviews of objectives on top of regular 121s to ensure business changes don't create issues for employees. Managers also encourage open forums, team meetings and open door policies.

Plusnet Plc offer Specsavers vouchers, free Flu Jabs, they provide taxis for unsociable hours, they have encouraged employees to participate in a 10k race corporate team for the Great North run. Plusnet Plc have an on-site gym, provide free fruit, and in December 2011 the company held a heath and Well Being Fair, where NHS staff are visiting to provide information on how to: stop smoking/blood pressure & cholesterol testing/bmi check/information on substance misuses/information about sexual health testing/provide information on risk taking, safe drinking units etc.

PPDG Group offers all employees the opportunity to nominate a colleague for a value of the month award. The award is used to identify those members of staff that are deemed to best embody their company values. PPDG operates very differently to competitors within the Welfare to Work industry; they do not have arbitrary targets for individuals and whilst operational performance is important, it is not the sole purpose of what the company seeks to achieve. The values awards highlight the other aspects in which employees are making a positive impact on the business and the wider communities the company serves. Each values winner is invited to a six monthly dinner at a top restaurant, where they meet other values winners and selected members of the Board of Directors. PPDG also take winners on a ‘seeing is believing' tour of some of the recipients of their GAYE payroll giving scheme; a central component of PPDG's values and beliefs.

PPDG Group offers all employees the opportunity to nominate a colleague for a value of the month award. The award is used to identify those members of staff that are deemed to best embody their company values. PPDG operates very differently to competitors within the Welfare to Work industry; they do not have arbitrary targets for individuals and whilst operational performance is important, it is not the sole purpose of what the company seeks to achieve. The values awards highlight the other aspects in which employees are making a positive impact on the business and the wider communities the company serves. Each values winner is invited to a six monthly dinner at a top restaurant, where they meet other values winners and selected members of the Board of Directors. PPDG also take winners on a ‘seeing is believing' tour of some of the recipients of their GAYE payroll giving scheme; a central component of PPDG's values and beliefs.

Parklands has been an An Investor in People member since 1996 and has recently been reassessed in 2011. Using the tools setup in Investors in People, the management team supports employee development in every way possible. From a degree in Social Work, Diploma in Health Care and SVQs Level 2 and 3, the company actively encourages their people to be all they can be. The company contributes in most cases - for training and gives appropriate time off for study (paid). The mentoring and joint review sessions specifically target any training and evaluates its effectiveness.

There are frequent social events within Parklands, commemorating particular milestones in the calendar. This year, the Managing Director, Senior Managers and Receptionist decided to dress up and re-enact the wedding of William and Kate. This was taken extremely seriously with wedding dress and bridesmaid dresses being purchased, hairdresser appointed and make up expertly applied. Staff and relatives enjoyed the social event with a meal and further musical entertainment. The bridal party travelled between care homes to re-enact the occasion with relatives and staff enjoying a sing along, meal and further musical entertainment in the evening.

Managers regularly meet with employees, through 121s, team briefings and team events, encouraging them to speak openly and honestly, ask any questions they may have as well as raising any concerns or improvement ideas.

Outsourcery strives to deliver expertise, supporting individuals to acquire and be recognised for knowledge. Supporting industry recognised qualifications and awards. Whether a professional award in project management, a qualification in management accountancy or a masters degree in human resources Outsourcery look to equip individuals with skills to achieve. Promoting development, Outsourcery have 3 training support policies. Vocational non work related course sponsorship. Professional role specific related course sponsorship.Technical Training . Microsoft competency based qualifications. Colleagues have so far gained expertise in Software Development AGILE, SCRUM. Management Accountancy accredited by CIMA, Human Resources accredited by CIPD, People Management accredited by ILM, Purchasing & Procurement accredited CIPS, Financial Accounting accredited by AAT, Project Management e.g. Prince2 qualifications, Marketing accredited by CIM. Outsourcery will be investing in development further in 2011/12 by introducing a graduate programme where a large number of employees will be involved , helping them develop leadership qualities. Succession planning is key on the agenda during 2012 . They have an internal induction programme. The Insights programme is also utilised by all employees. Train the trainer.

Orthoplastics offer private health to a manager group.

Orthoplastics offer private health to a manager group.

OPM give their staff time for community benefit, and freedom to use that time as they see fit. Staff members get six days a year for volunteering. This has led to a range of innovative and impactful volunteering - community groups in Camden, staff work with a centre in Somerstown. Support includes running a community café and classes for people with English as a second language. For the past eight years staff have worked with the Calthorpe Project a community garden and centre, keeping the site in fit repair. They've also been raising money and campaigning for the Project to continue - an unfortunate victim of council funding cuts, despite the local authority being one of OPM's biggest clients. In terms of support to the ‘wider world', OPM staff run monthly fundraising projects, including bake-offs, bring and buy sales and charity auctions. Staff have raised thousands of pounds for the Pakistan floods appeal, Sudan crisis and Japanese earthquake recovery.

Line managers use one to ones and team meetings to share information and to discuss information that has been provided through Members' Days, email updates, etc. This is an important way of feeding information up the chain, and is encouraged.

Share information in an open and honest way and ensure fresh and relevant information is relayed in a timely fashion. Facilitating team meetings and ensuring that information is cascaded through the organisation.

Results will be reviewed with Heads of Departments and communicated throught the organisation. Any viable changes will be assessed for implementation.

The company have maintained high standards of performance by consistently demanding excellence and delivering support and training to allow their staff to perform at these high standards. They endeavour to invest in high quality equipment and staff training to help keep them at the cutting edge of their profession.

A particularly enjoyable social event was the team night out at Batchwood, St Albans in April.

Employees are rewarded for their efforts. Upon completion of any relevant professional qualifications employees are rewarded for their achievement. The amounts are very generous as these awards are also grossed up to ensure the employee receives the full amount after Tax and National Insurance deductions.

NMB offer a wide range of benefits to employees in order to enhance their wellbeing. These include; private healthcare to all employees, their partners and their children, health screening which is provided to all employees upon request or should NMB feel this may be beneficial after a period of long term sickness, etc. and gym membership at either a corporate or local gym is offered. They also promote a Cycle to Work Scheme and reimburse the costs of any eye tests for VDU users. In addition, NMB provides fresh fruit and water daily to all 8 floors within the building and also fund a company netball and football team that both have matches during lunch times to promote and encourage healthy living. There is also a company funded darts team so they're a very active company!

Neal's Yard Remedies became the first carbon neutral multi-site retailer. The company are the first health and beauty company to become certified with the Soil Association, and in partnership with the Soil Association, they set the standards for other organic health beauty companies to follow.

Neal's Yard Remedies manage an employee forum that is designed specifically for employees to be able to get their business ideas heard. Representatives attend the forum from all parts of the business. In addition to bringing all the ideas directly to the table, and into the hands of the Director team, they also operate as a sensory panel to give feedback on all new product development. Monthly briefings are delivered by the Director team to all employees in the Head Office and the London Offices, to make sure that everyone is up to date on the company's performance and strategic direction. This presentation is then sent out to all stores.

NDS Cool change initiative is a commitment made by the organisation to work towards being carbon neutral. The organisation has invested in reducing power consumption of Set Top Boxes and has installed an IT switch-it-off campaign in all offices. NDS has also invested heavily in high quality video conferencing rooms throughout the world which has dramatically reduced travel requirements between offices, therefore benefiting the reduction of carbon emissions. NDS continues to support various charities not only at a national level but also smaller local charities that are proposed by employees and agreed by the charities committee on an annual basis. Employees have utilised volunteering days to assist these charities and local schools with technical support such as website set up, painting and general maintenance and fundraising events. Employee fundraising is matched by the company whether undertaken at individual, team or organisational level.

NDS Cool change initiative is a commitment made by the organisation to work towards being carbon neutral. The organisation has invested in reducing power consumption of Set Top Boxes and has installed an IT switch-it-off campaign in all offices. NDS has also invested heavily in high quality video conferencing rooms throughout the world which has dramatically reduced travel requirements between offices, therefore benefiting the reduction of carbon emissions. NDS continues to support various charities not only at a national level but also smaller local charities that are proposed by employees and agreed by the charities committee on an annual basis. Employees have utilised volunteering days to assist these charities and local schools with technical support such as website set up, painting and general maintenance and fundraising events. Employee fundraising is matched by the company whether undertaken at individual, team or organisational level.

MRL Consulting Group offer Consultants a chance to win a Rolex upon achievement of a specific sales goal.

Managers conduct monthly reviews to communicate targets/activity requirements and openly discuss how these should be achieved, whilst continuously offering support to their team. Managers have weekly activity reports, which are a discussion with the employee to determine where their focus should be for that week. This is a collaborative discussion, and the Manager ensures the employee knows how this contribution will affect the overall success of the business.

Mott MacDonald utilises two primary groups to listen to the views of employees. To promote professional excellence, a Young Professional Excellence (YPE) network exists across all of the company's business units. This network creates a learning culture among the company's younger staff. YPE promotes two way communications and ensures that the views of their young professionals are fed back to senior management. As the YPE networks are representative of Mott MacDonald's business units, the Groups can be targeted depending on the nature of the query on which the company is seeking views. The other channel which MacDonald uses is staff councils. These allow effective two-way communication between the company and staff at all levels. In doing so, they provide a forum in which company policy can be explained to staff. They are held on a quarterly basis and minutes are posted on the company's intranet to ensure all staff have access to on going discussions.

The senior management team at Mott MacDonald has produced a video called Moving Forward, aimed at giving their staff an insight into the opportunities and challenges the company is currently facing and where they expect to be going as a company for the next five years. The video started with a reminder of how the company fared in the past 12 months and looked at the new reality impacting the business and the challenges it brings. To make it as easy as possible for everyone to see the video, the company hosted the production on their internal e-learning site as well as making it available on DVD for staff outside the office. To ensure maximum awareness was generated for the production, an email was sent out from the Group's chairman well as notices appearing on the intranet encouraging all staff to view it. Feedback from staff showed this approach was welcomed and included positive comments about how sincerely and well the senior management came across.

Morningstar have partnered with the City of London and a charity based in the city fringes to provide teenagers in deprived areas with an opportunity to visit a City office, go through a workshop with employees on City careers, practice interviewing, learn more about career paths in a financial company and take part in work experiences and internships potentially leading to a permanent role.

Morningstar's flat non-hierarchical environment, casual culture and open architecture encourages and fosters open communications at all levels of the organisation. The company actively encourages questions, ideas, and debates and state they aren't likely to hire individuals who aren't curious question askers. Morningstar have an open upwards communication policy where employees are invited to write, call or meet senior management regularly. The company organises breakfast sessions with senior management, town hall meetings with their CEO and founder and country meetings, social events and seek employee feedback through several different surveys.

At Metaswitch, a line manager is an individual's Personnel Manager and is responsible for their wellbeing, engagement at work and their career. Weekly status meetings are a key element of this role and it guarantees one-on-one time every week between the manager and employee. Managers are trained to be able to manage their people effectively and this means using careful judgement and thought when making decisions about the employee and agreeing all key decisions with their line.

At Metaswitch, a line manager is an individual's Personnel Manager and is responsible for their wellbeing, engagement at work and their career. Weekly status meetings are a key element of this role and it guarantees one-on-one time every week between the manager and employee. Managers are trained to be able to manage their people effectively and this means using careful judgement and thought when making decisions about the employee and agreeing all key decisions with their line.

Mercedes-Benz UK have 600 e-learning programmes on-line for employees to access as well as Ashridge's Virtual Learning which all employee have access to.

With all Mercedes-Benz products there is a 'Blue Efficiency' version that is specifically environmentally friendly. The UK environment benefits from the vast amounts of research that is continually undertaken to ensure vehicles are as environmentally friendly as possible. The company actively allows employees to support National Charity Days e.g. Wear it Pink and Comic Relief.

Mercedes Benz Retail regularly hold road shows for all their staff to ensure they are kept up to date with the business performance and reminders about their core values to ensure that they are all pulling in the same direction. The top line results will be communicated to all staff with the more detailed results being disseminated to each department/site to ensure action plans can be put in place to act upon the feedback where appropriate. Mercedes Benz Retail have always looked at the results and created action plans to address the feedback provided to ensure that employees realise that their feedback is very important and is acted upon.

Mercedes Benz Retail offer their Technicians the opportunity to spend one week's work experience with the Mercedes Benz F1 Grand Prix team.

As a multi-national corporation there are many initiatives that focus on giving back. In fact Medtronic have a Medtronic Foundation which provides over US$60 million in grants and donations to charities and causes over the last year such as the Japanese Tsunami but it is the motivation and enthusiasm to give something back at a local level which makes us stand out. Every UK employee is given one day paid to volunteer or do something worthwhile for a charitable cause. Around Watford where their UK HQ is based teams have been involved in landscaping gardens for the New Hope Trust. Medtronic are co-sponsors of the Great Watford Walk which most recently raised £12,000, giving Watford Mencap, The Peace Hospice and Watford New Hope Trust £4000 each. Sometimes an employee comes up with a great idea which Medtronic are able to support. For example, one of their customer service team suggested running a curry and quiz night for a local girl who was trying to raise money for a defribillator. Forty employees turned out for a curry and quiz night paid for by Medtronic and all proceeds generated from the tickets went to little Maisie's campaign.

The new leader of the UK organisation is UK & Ireland Vice President, Jackie Fielding and she has brought a fresh approach to communicating with employees. Jackie only took the position in November 2010 after 19 years working for Medtronic in a range of business roles. She had brought a fresh approach to how she communicates and engages with employees by focusing on listening to the views of employees and communicating in a very open and honest way. Jackie holds monthly ‘have your say' sessions with employees where employees can meet with her informally over coffee and discuss any concerns or views they may have on the company. These are very open sessions and often employees share things with Jackie they would not share with the direct manager or function leader. From March to May Medtronic experienced a Global Restructure which affected teams in the UK. This was an unsettling time for many people but throughout Jackie communicated regularly and openly using a blog on their Intranet, face-to-face meetings and weekly round up emails to let everyone know what was going on. Where she was unable to answer a question she would explain why and make sure as soon as she was able to respond she did so straight away. This open and honest approach to communicating during what was a tough time for the company was very well received.

In March of this year Medicare First took part in a fund raising event for "Red Nose Day". Employees were requested to wear at least one item of red clothing and contribute to the charity. The day was a great success with some very interesting displays of inventive red items of clothing, some of which could only be displayed momentarily! Good fun was had by all and the money raised went to a very worthwhile cause.

Managers are able to experience the highs and the lows because they operate a hands on management style. Encourage and motivate their teams to win the quarterly incentive awards. Engage team members in how their input will benefit the Company's profits and how their behaviour/skills will lead to the Company becoming the best practice model within the recruitment industry. Managers would not ask their team to undertake a task which they would not do themselves. Encourage, motivate and provide their team with the skills and information to achieve their set targets and to acknowledge their efforts and outcomes.

The Christmas Party is a major event in Matchtech's company calendar. At a time when many businesses have been keeping a keen eye on costs, expenditure on staff social activities has been reduced or even cut. Their business has prided itself on maintaining their social activities. Matchtech pay for all their staff and partners to attend the black tie party and awards ceremony. This involves arranging for their staff from their four UK offices and one German office to converge for the occasion at the Guildhall in Southampton. It is the event in the company's social calendar.

The managers show much greater flexibilty. It is now commonplace for staff to be working from home on some occasions, to be given opportunities to leave the business earlier on a Friday if travelling away for the weekend. The managers create and agree development plans with staff on an annual basis. The managers feedback the vision to their teams and quarterly objectives are created in line with the plan. The managers review competencies with each of their staff at least once a year.

Following the Marks Sattin Mid-Year Review, employees participated in 'The Apprentice Challenge', followed by drinks and snacks. This was a half day event that saw all Marks Sattin employees in the UK and Ireland come together in London to celebrate the company's achievements and participate in an Apprentice themed challenge. Employees were split into groups and tasked with appointing a team leader, then followed clues to different areas of London and carried out challenges to earn points. Each team was given £50 for any purchases required and evidence such as photos and receipts had to be supplied for each challenge. Prizes included bar tabs and dinner at Michelin star restaurant for the entire team.

Following the Marks Sattin Mid-Year Review, employees participated in 'The Apprentice Challenge', followed by drinks and snacks. This was a half day event that saw all Marks Sattin employees in the UK and Ireland come together in London to celebrate the company's achievements and participate in an Apprentice themed challenge. Employees were split into groups and tasked with appointing a team leader, then followed clues to different areas of London and carried out challenges to earn points. Each team was given £50 for any purchases required and evidence such as photos and receipts had to be supplied for each challenge. Prizes included bar tabs and dinner at Michelin star restaurant for the entire team.

As the majority of the managers have themselves progressed through the company they have the ability to empathise and understand the workload and pressures that comes with each role. Because Team Managers sit with their teams they are accessible and approachable and are on hand to recognise and observe any excessive workload or pressures their team may have and can rectify the situation before it manifests into something larger. Targets are discussed regularly and performance around the targets is constantly reviewed. All managers actively encourage their teams to recognise their colleagues successes by asking them to vote for who that week is most deserving for recognition and receive the team's trophy.

As the majority of the managers have themselves progressed through the company they have the ability to empathise and understand the workload and pressures that comes with each role. Because Team Managers sit with their teams they are accessible and approachable and are on hand to recognise and observe any excessive workload or pressures their team may have and can rectify the situation before it manifests into something larger. Targets are discussed regularly and performance around the targets is constantly reviewed. All managers actively encourage their teams to recognise their colleagues successes by asking them to vote for who that week is most deserving for recognition and receive the team's trophy.

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.

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.

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.

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.

Keoghs have recently funded heavily in all their Team Leaders attending a Team Leadership Development Programme. This course was designed to run over 4 days over 4 months and consists of the following modules; Leading Teams, Developing High Performing Teams, Coaching and Engaging Teams. Each Team Leader upon completing the four modules is asked to do a work based project to be presented to a Business Unit Director. All Team Leaders and the Team Leaders of the future have attended this course which has been a great success.

Keoghs offer a number of ways for staff to offer ideas and feedback and work hard to encourage a two way information flow. Communication options available include: Internal newsletters (staff are encouraged to send in content), Daily business communications (a daily email issued to all staff covering a variety of topics – often used to promote opportunities for feedback), Surveys (undertaken for a range of topics from where to hold the staff Christmas party to feelings on particular issues going on within the firm), Forums (offers staff the ability to post questions to the Board which can be done anonymously if preferred), Meetings – Business update meetings are held quarterly, staff are encouraged to send in their questions prior to the event and are given the opportunity to ask questions at the meetings themselves. Surveys are then circulated to ask for feedback on the issues raised. Team meetings are also a great opportunity to gain feedback from staff in person.

Kelly Services recently identified that when looking at their management population, a large number of them had been promoted internally. While this is a very positive realisation, it also means that as a company they need to ensure that they have the tools and skills that they need to be successful. As such the company designed and implemented a Business Manager Development Programme, which assesses and evaluates all managers within Kelly Services and then creates an individual specific development programme. This programme can comprise of a wide range of different learning techniques; including class room based training, job shadowing, mentoring and individual project work, to target the development needs of each manager. The feedback that the company have received for this programme so far has been very positive and this approach is a very important part of their learning and development strategy going forward.

In January 2011 Kelly Services hosted their annual Kelly Kick Off. It's such an important time in their business where their nationwide network of offices and the company's different divisions come together to celebrate their successes, whilst learning and engaging with colleagues, many who have never met. The focus of the event is always to ensure their employees feel important and engaged. The afternoon provides time to spend together, whilst learning about different areas of the business, hearing from the company's Leadership Team and being reminded of their strategy and goals. The evening focuses on celebration where they recognise a number of their employees for outstanding achievements and those going above and beyond to achieve their goals. Truly the most important social event in the organisation, Kelly Kick Off is the company's way of rewarding, recognising and celebrating their employees.

Jumeirah Hotels have implemented Shining Stars - an instant reward scheme where managers give an on the spot thank you card and in cases of excellent work - a cheque to be redeemed from the 'treasure chest'. Prizes include a night stay in the hotel, high street shopping vouchers, a massage plus many more rewards.

Each piece of work given to a staff member is formally reviewed by a more Senior Manager, thereby providing very regular feedback. Appraisals are carried out twice yearly for all staff, ensuring that all employees know what is expected of them, and receive feedback on the macro level.

Each piece of work given to a staff member is formally reviewed by a more Senior Manager, thereby providing very regular feedback. Appraisals are carried out twice yearly for all staff, ensuring that all employees know what is expected of them, and receive feedback on the macro level.

Lunn's has always provided financial support to worldwide disaster appeals. They are also proud of the fact that they have provided stable employment over the past 30 years through which N Ireland and Belfast city centre in particular was considered a hostile place with violence that was reported around the world.

The company facilitate 3 packages for all of their staff to take advantage of they are ;- Private medical cover: Healthshield Health Plan that also offers an employee assistance programme and gym membership with a local gym. All of the above have been extremely effective and popular with the team.

Emails from the CEO and Chairman of the Executive Committee to all employees to keep them up to date with the firm's developments and to ensure that they were the first to hear about any key decisions made by management.

The company have acted on the results of the survey by communicating to management and the board what they do well and what they could do better. This will be followed by 'next steps' and an evaluation.

The company now have personal development plans for all employees and all job roles. This has seen a great improvement in staff engagement and productivity.

The company carry out their own staff survey every April as well as the Best Companies in October. Each dealership has a staff group that work with managers to improve staff satisfaction. All dealership staff receive an update presentation every three months regarding the company. This is usually followed by food, drinks and socialising.

As a company they have a "giving back committee" who work with the HR team to bring fund raising ideas to fruition, supporting events such as Children In Need and Red Nose Day. In the last financial year they have donated £156,944 to various charities. The company have also rolled out ‘just giving' which is where employees can donate to any charity they want to via payroll which comes from their gross salary, they save on PAYE deductions.

Every manager that joins Jagex goes through a session on setting objectives and ensuring they are Specific, Measurable, Agreed, Realistic and Timed. Managers ensure that through the PDR each employee has complete clarity on what is expected of them and they review their performance against their objectives on a monthly basis. In addition to the annual bonus, managers reward staff through their flash bonus system, effectively a cash bonus can be awarded to anyone at any time by their manager from a pot of funds put aside by the company to the value of 2% of all salaries.

Managers recognise and reward employees. They recognise over achievers and consider the level of support individuals will need to achieve their tasks. They review this regularly asking for feedback on how they feel things are going and also make communication a priority through regular team meetings and 1-2-1's and Personal Career Discussions are offered to all their direct reports. They are open to receiving information from others, asking questions and responding to feedback and have an open door policy. They also organise team events and nights out to enable team members to socialise.

Managers recognise and reward employees. They recognise over achievers and consider the level of support individuals will need to achieve their tasks. They review this regularly asking for feedback on how they feel things are going and also make communication a priority through regular team meetings and 1-2-1's and Personal Career Discussions are offered to all their direct reports. They are open to receiving information from others, asking questions and responding to feedback and have an open door policy. They also organise team events and nights out to enable team members to socialise.

A particularly memorable and enjoyable social event held by Integralis, was the Olympics on Ice event in May 2011. 46 employees, from different divisions of the business, came together at a local ice-rink, for a number of team-building exercises. Without knowing what they were getting themselves into, Integralis employees turned up ready and willing to enjoy the event. There were a number of games that took place on the ice, all of which were based on creating trust and confidence in team members. Employees were linked up with other people that they may not have normally interacted with on a daily basis. Trust was a real necessity, especially as employees wore shoes (and not ice-skates), so were even more likely to slip and fall without their colleagues' help. This was a totally different event, something that had never been done before. It was great fun, and everyone talked about it for a long time afterwards.

The Social and Charity Committee nominates a local and national charity for the company to support each year. Often, Integralis purchase a table at an event or ball, usually for the national charity, and they invite all employees to nominate someone to attend the ball who they believe has gone above and beyond the call of duty in their work. Nominations must be backed up with examples and then the 10 employees who receive the most nominations are invited to the ball. In November 2010, 10 employees attended the Enchanted Ball at the Savoy for Macmillan cancer support.

As part of POPs across the business, Managers will hold informal monthly and more formal quarterly and annual reviews with their team members. During these meetings Managers ask what support their team member would like - what do they find tricky? Are they confident? Can more support be provided? Informally Instant has a very open plan environment, everyone has the same equipment and is visible and totally approachable in the office. Instant genuinely cares about employees wellbeing and want success for each other.

As part of POPs across the business, Managers will hold informal monthly and more formal quarterly and annual reviews with their team members. During these meetings Managers ask what support their team member would like - what do they find tricky? Are they confident? Can more support be provided? Informally Instant has a very open plan environment, everyone has the same equipment and is visible and totally approachable in the office. Instant genuinely cares about employees wellbeing and want success for each other.

All staff are actively encouraged and consulted on their personal development formally through the performance appraisal process and informally through 1-2-1 meetings with line managers.

InHealth Group has an Employee Assisted Programme where staff are encouraged to take advantage of a range of facilities available to them, which include Medical Referrals and Stress Related Counselling services. Line Managers can also apply for performance coaching, which is available from an external resource.

ING Direct provides Lifeworks which is an employee Assistance Programme; they also offer counselling services and alternative therapies every quarter for their employees.

ING Direct provides Lifeworks which is an employee Assistance Programme; they also offer counselling services and alternative therapies every quarter for their employees.

At Incisive Media each team meets at least once a week, the company also has peer group meetings with managers to share expertise and best practice.

Incisive Media values the wellbeing of its employees and they have a category in their flexible benefits programme dedicated to Health & Wellbeing to prove it! The company has fortnightly Chair Massages that are on offer to all staff. This has proved to be a very popular benefit and Incisive Media have received great feedback from employees. On top of the ‘ordinary' benefits that most companies offer, such as gym membership, private medical insurance and health cash plan, Incisive Media has gone one step further and has introduced a variety of Health Screenings which are available to all employees. The types of screenings on offer range from a wide selection of BUPA Wellness screenings to Skin Screenings and the newly introduced Breast Screenings which are on offer to all staff and their partners. Everyone knows that prevention is better than cure.

Inchcape's CEO encourages empowerment and colleagues' acceptance of responsibility for the creation of solutions to business challenges. He also encourages a commercial attitude with the willingness to take acceptable risks in decision-making.

Inchcape provides consultancy advice on customers' fleet, including advice on creating an environmentally efficient fleet.

The senior management team took part in a roadshow to improve employee engagement across hyphen. The team visited each on site team to give them a platform to ask questions to management but also provide them with key insight into initiatives / financials etc. This has been extremely well received and hyphen will be looking to make it a regular event going forward.

hyphen held a 'Question Time' session for onsite teams Virgin Media, Nokia and Aviva at Head Office at Bouverie Street where members of the team from Hook, Manchester and London were introduced to representatives from both the hyphen senior management team and Adecco Group central services. They took the opportunity of having some new faces on site to host a “Q&A Question Time” panel at the end of the day where everyone was invited to ask questions of the panel. Rory Jeffcock played Paxman for the session and armed with a microphone “borrowed” from his local Karaoke bar, audience members comprising of a mix of hyphen Head Office employees and the Aviva, Virgin Media and Nokia teams were invited to grill the panel. The event was a success and following the encouraging feedback from attendees, hyphen have decided to roll the event out on a more regular basis and across all their employees.

Henderson Wholesale has won many awards for the contributions which are made to charities, through Give-As-You Earn payroll deductions. Last year, employees contributed more than £100k of their pay to charities of their choice and this sum was matched by the company. The company was recently Highly Commended at the National Payroll Giving Awards for the generosity of its employees.

Many employees are paid a bonus for their contribution to the business. This provides a clear and effective link between their performance and the improvement in the business. The company also offers a 'site finders' fee to employees which encourages them to activitely seek opportunities which will benefit the company.

Michael Ward is a personable, warm and engaging leader. He brings a sense of realness to Harrods' world and ensures everyone takes what they do, seriously but not take themselves too seriously. The biggest demonstration of comittment to improving the working environment was to press ahead with the refurbishment of the employee restaurant at a cost of £500,000, even though the restauraunt is going to be moved to a different floor and location in approximately18 months time. Many companies would have said that the employees could wait, but because the leadership team were sensitive to the feelings and frustration the poor quality of food, the ambience, decor etc. was creating, they pressed ahead with the refurbishment. This was an appropriate grand gesture towards employees.

Michael Ward is a personable, warm and engaging leader. He brings a sense of realness to Harrods' world and ensures everyone takes what they do, seriously but not take themselves too seriously. The biggest demonstration of comittment to improving the working environment was to press ahead with the refurbishment of the employee restaurant at a cost of £500,000, even though the restauraunt is going to be moved to a different floor and location in approximately18 months time. Many companies would have said that the employees could wait, but because the leadership team were sensitive to the feelings and frustration the poor quality of food, the ambience, decor etc. was creating, they pressed ahead with the refurbishment. This was an appropriate grand gesture towards employees.

Group Positive provides staff with thank you cards, flowers, cakes, champagne and husband and wife weekends to the South of France in appreciation for their work.

Managers ask for 360 appraisal feedback on their own work from colleagues and subordinates and constantly mentor and appraise individuals in their teams, highlighting and taking initiative if they notice any areas of expertise are lacking. Managers listen to their staff's needs and treat all staff like family members. Group Positive offer a defined career path and have regular reviews and appraisals. Weekly management team meetings are held to discuss all aspects of the business and company as a whole.

After the 2011 Best Company survey, Greenworks Solutions presented the conclusions to all staff and explained where they thought the business could learn, but asked for feedback on the areas where they felt the company could improve.

Every staff member is treated with respect and as an individual - so everyone will have different needs as an individual with regard to personal wellbeing. As Greenworks Solutions Ltd are nationally based and most staff only visit the office weekly, the organisation cannot provide extensive on site facilities as most people would be unable to take advantage of them. They have staff members whose families have, or had, ageing family members and Greenworks Solutions have developed flexible working and reduced hours specifically to allow them to spend quality time with their family
Greenworks Solutions encourage work sharing, and part time work to fit individuals.

All staff were asked to submit suggestions that could improve Greene & Co both internally and in the service the company offers to customers. They have a company colleague rep who staff can talk to in absolute confidence about any problems/issues they may have (be it to do with work or of a personal nature). The colleague rep can feedback any issues to senior management. All staff at Greene & Co have a monthly one-to-one with their manager, and a quarterly one-to-one with David Pollock the MD, where any feedback can be given.

All staff were asked to submit suggestions that could improve Greene & Co both internally and in the service the company offers to customers. They have a company colleague rep who staff can talk to in absolute confidence about any problems/issues they may have (be it to do with work or of a personal nature). The colleague rep can feedback any issues to senior management. All staff at Greene & Co have a monthly one-to-one with their manager, and a quarterly one-to-one with David Pollock the MD, where any feedback can be given.

Gleeds has an internal team known as "GYM" - Gleeds Young Marketeers - which has been running for circa 20 years. Younger members are encouraged to sign up and take part in the activities designed to help develop a sense of belonging and build up long term internal and external relationships. Activities include a conference (attended by 120 GYM members from across the world) sailing, bowling, wine tasting events with clients and charity marathons. 2011 saw a re-launch of GYM with new members and greater involvement. As well as occupational health provision and employee assistance programmes, they have also run yoga and massage courses at Head Office and their social calendar includes Christmas events, sailing days, team sports, away days and charity fund raising.

Gleeds has an internal team known as "GYM" - Gleeds Young Marketeers - which has been running for circa 20 years. Younger members are encouraged to sign up and take part in the activities designed to help develop a sense of belonging and build up long term internal and external relationships. Activities include a conference (attended by 120 GYM members from across the world) sailing, bowling, wine tasting events with clients and charity marathons. 2011 saw a re-launch of GYM with new members and greater involvement. As well as occupational health provision and employee assistance programmes, they have also run yoga and massage courses at Head Office and their social calendar includes Christmas events, sailing days, team sports, away days and charity fund raising.

In the last 12 months the senior management have started to run regular (but optional) company lunches. These drop-in sessions, each with a specific business focal point, have helped their staff to stay up-to-date with the wider news surrounding the business and have allowed employees to ask questions in an open forum. The lunches have helped staff feel part of the business as a whole, rather than as part of just a team or department. The lunches are very well attended and have created an engagement with the company hitherto unseen in the past.

Freestyle's recruitment process is all about recognising talent and just because you start Freestyle life in a certain role doesn't mean you'll stay there. Previous recruits have started in junior roles and progressed through the company to senior management roles. This is just an example that shows how Freestyle recognises and develops people's strengths and talent.

Fortune Cookie hold regular reviews of performance, recognise and reward outstanding performance through incentives based on goals, have regular announcements to the company about great work and achievements, regular formal and social get together's for the whole company.

Fortune Cookie hold regular reviews of performance, recognise and reward outstanding performance through incentives based on goals, have regular announcements to the company about great work and achievements, regular formal and social get together's for the whole company.

What works particularly well at Fleishman-Hillard is that the results per office/team are shared in groups, providing a forum for feedback and an exchange of views. Senior leaders in the business agree particular areas of focus for the next year, either in teams or office-wide. This provides a strong sense of continuous improvement and a desire to seek feedback. Also this year, the Managing Director of the London office conducted a series of listening sessions – Staff Clinics – made up of groups cutting across the different teams to gather detailed employee feedback on a first-hand basis and to foster greater transparency and collaborations.

Each summer Fleishman bring the teams together for an away day and partner with an external events company. In 2011 they split the company into teams to participate in a dragon boat race followed by a Summer BBQ. Other events include: Karaoke, bowling and ice skating. Children's Christmas Party. One morning in December is set aside for staff to bring their children to a Christmas Party with games and an entertainer. A senior staff member, usually their MD dresses as Father Christmas. There is a Team Christmas Lunch. Each team will organise a lunch or drinks to celebrate the end of the year. Fleishman have a company Christmas Party. They bring the company together to celebrate the end of the year. Fleishman choose a stylish venue and host champagne cocktails followed by dinner and dancing into the small hours. Employees can have an in House Massage. Fleishman set up drinks in their reception area to encourage staff to get together at the end of the week. In the summer, they set this up on the deck of their roof terrace.

Monthly company funded stress management discussions, facilitated externally, which includes 'stress free days' utilising stress relieving methods. Company funded external quarterly in work hours health and wellbeing consultations covering diet, blood pressure, cholesterol testing, BMI etc. Company subsidised gym membership.

Fleet Hire have a number of communication channels to encourage open and honest feedback. These include; Stress Management committee, represented by each area of the business and facilitated by an external counsellor. Anonymous suggestions box, reviewed monthly by management. Social Committee. Q &A sessions after each monthly floor presentation.

Tim Kemp is Chairman of Firmdale hotels London and New York. For the past 30 years he has taken what started out as a few small student hostels in central London locations and created from them, luxury, full service, award winning boutique hotels. He manages a core team of Directors and visits the various properties on a daily basis to ensure that each provides the high standards he demands. He has an active role in areas such as personnel and training, purchasing, branding and identity of his successful hotel group. Tim breathes life into derelict areas which in turn brings more jobs and money into new communities. It is this sense of independence that sets Tim Kemp apart as the leader of Firmdale Hotels. He has the freedom to realise his ideas. Whilst he is able to delegate responsibility to other leaders in his organisation, he retains a ground roots relationship with personnel at all levels.

Employee development by access to a variety of training interventions. Dedicated team of learning and development professionals, Head of Training, Group Trainer,specialist, Food / Beverage Training Manager. Dedicated departmental skills trainers who are experts in customer service field and knowledgeable in company specific operational procedures. Accessable to all employees, ensuring successful orientation of new employees. They monitor and record training provison to ensure consistency. Head of Training ensures courses accessible to all and pitched at different levels and job role. Ensures clear and progressive pathway towards achieving supervisory and management skills allowing development within the business . Includes management development programme, Supervisory Skills workshops, Food and Beverage academy, NVQ customer service and team leading, Graduate Management Training programme. Comprehensive training calendar published inviting all managers to nominate employees for the courses. Head of Training identifies employees who would benefit from specific courses and talented employees can enhance their skills and fulfill future leadership succession plans.

Dialogue is encouraged between managers and team members. Managers are encouraged to adopt a flexible approach to team members. Allow flexibility in work patterns and allow work from home without significant prior arrangement.

During summer 2011, Ffastfill had a Summer BBQ and Dragon Boating event for all staff and their families. It was well attended and the feedback was great from employees. Ffastfill catered for families including small children where a bouncy castle was available for their entertainment.

The key attribute that FDM's leader Rod Flavell has, is the energy, dynamism and commitment towards the organisation and its employees. He believes in a hands on approach and operating in a flat structure environment whereby he and the other directors interact with all levels within the business and sit in an open plan environment. Rod spends time understanding who his staff are, their motivations and encourages internal career progression for high performers ensuring that the company reflects his dynamic approach. This makes the working environment fast-paced, interactive and interesting as it is always changing and adapting to get the most from its staff and to maintain their engagement with the organisation.

FDM are a very active organisation encouraging any sports activities that help employees to interact in a more social environment. They have football, netball and volleyball teams which employees can get involved in and compete in an informal setting. They also have lots of employees taking part in marathons, bike rides, strong man conpetitions and other various activities which are in aid of charitable organisations.

Danny Pecorelli, Exclusive Hotel's Managing Director, is a man of great values and principles. He has integrity and operates with transparency and honesty, always warmly greeting team members as if they were old friends - in many cases they are! All Exclusive employees personally know Danny on first name terms and all remain firmly loyal to the Exclusive family. Exclusive Hotels started as a family business and remains so today, 30 years later. Their guiding principles are centric to a family unit, abeit extended, care and respect, hard work and integrity. Look after each other and look after their guests.

Exclusive Hotels always aim to create great hospitality careers instead of just giving somebody a job. Continual learning, development and progression are very much at the heart of Exclusive Hotels, demonstrated by the huge investment that they make into their people every year. All of their teams have the opportunity to attend internal training, receive specialist training by external providers, be sponsored by the Company, as well as receive day to day on-the-job training. Exclusive Hotels are passionate about enabling people to learn more, to deliver more, as well as to develop more and they are able to do this through bespoke training programmes and workshops, as well as personal coaching and mentoring. There are many opportunities for Exclusive People who take responsibility for their own personal development and progression.

They assign each new starter a 'mentor' who coaches each new employee from day one within the organisation. They ensure that the new trainee takes part in each area specific training and on-going development programmes. They have regular contact with the new starter and provide training related support and advice.

Eurostaff Group respect employees' life outside of work: time for family, friends and outside interests/hobbies. Managers have the ability to alter working hours and responsibilities to make working life more flexible. The introduction of the early finish at 3pm on a Friday was a result of realising the efforts of employees. Managers spend one on one time with each employee at least once a week either inside or outside the organisation, in which they discuss personal goals and ambitions, and what they can do to help them reach their potential. Managers set clear key performance indicators for every employee, and are quick to reward high achievements with a market leading incentive scheme including trips to Paris and Las Vegas. Managers and Directors all sit on the sales floor, not locked away in an office. An open door policy is not necessary at Eurostaff as there are no doors. Each individual's opinion and feedback is invaluable and considered. Many approaches and processes were heavily influenced by employee's feedback to managers.

Their approach to reward and remuneration structures is such that an employee's salary reflects the role they fulfil, whilst a variety of bonus mechanisms reflect employees' achievements versus predetermined personal objectives. In addition, all employees are eligible to participate in the Share Incentive Plan and Sharesave Plan and a majority of employees are awarded share options under the company's Executive Share Option Plan. Each year shares and options are awarded under these plans to reflect the importance of staff participation, and contribution towards, the success of the company. Over 80% of staff hold shares in the company either by direct ownership or participation in the plans, and the company's approach towards employee equity participation has been recognised by three “ifs Proshare” awards. In 2006 the Share Incentive Plan won awards for best new share plan and most effective communication of an employee share plan and in 2007 won the award for best overall performance in fostering employee share ownership. Furthermore, the recognition apparent in the “Roll of Honour” is further reinforced through a handwritten letter from the CEO acknowledging the nominee's efforts and thanking them for their contribution to the business.

The company regularly brings the entire workforce together in a single business event in which the wider economic environment, the industry marketplace, recent business results and continuing objectives are presented. This is an important event which allows the entire organisation to meet and socialise whether office-based or field-based.

Simon Bassett has been the Managing Director of EMR since 2008, shortly after the company was acquired by FiveTen Group. One of the key reasons Simon is admired and respected by EMR staff and fellow FiveTen Group management is his extensive marketing recruitment experience, having worked in almost every role in EMR, from Junior Consultant through to now Managing Director. This positively influences the culture within EMR, reinforcing one of leading by example, visibility and open communication. Simon also focuses on leading by example by continuously developing himself both personally and professionally through an executive coach, and being a key contributor to the UK marketing community. As such, Simon is a member of The Marketing Society and a regular judge at the annual Marketing Week Engagement Awards. He also supports the CIM with career planning and advice to their members and has been a guest lecturer at Henley Business School. Simon is also Vice Chairman of M Squared, the marketing sector group of APSCo - the professional body that represents the interests of recruitment organisations. As part of a commitment to innovation, Simon introduced Marketer's Pulse in 2011, a Twitter feed devoted to the UK professional marketing community which encourages all EMR stakeholders to get involved, including clients, candidates and employees.

The recruitment industry is highly competitive and can be very challenging at times. As such, it's vital that their employees are appropriately recognised and rewarded for the contribution they make to the success of EMR. While the EMR benefits package is comprehensive, in addition to this they offer on going rewards for meeting and exceeding monthly individual and team targets, as well as on going quarterly and annual rewards for value-based performance. These include bottles of champagne, iPads, extra holiday days, bar tabs, team lunches and the Red Letter rewards scheme outlined above. A generous bounty system is also in place to reward current employees who refer new employees into the business.

The organisation hosted an EMCAS Extravaganza for staff and partners which included fairground rides, games, magicians and body painting. The event was a huge success and they had lots of positive feedback from staff. As the staff are across three sites these functions help to create community within the organisation.

They have various social events throughout the year; however, their main focus is the Christmas Annual Awards. These are based solely on their employees; they are given nomination sheets to vote for their colleagues achievements over the year. The winners are announced at the dinner and are asked to accept their awards by the CEO; they are also given prizes and trophies. The winners are invited to functions during their winning year to celebrate their achievements further. They also offer long service awards and even best Christmas decoration awards.

Their engagement plan comprises many elements implemented in the last 12 months, including a thorough and comprehensive induction programme for new starters. Twice yearly unique “Sharing The Vision” sessions at which they take the entire business off site for half a day to report on progress towards achieving their mission, vision and values. The organisation also holds “Afternoon Tea & Cake with Chairman & CEO” sessions for all new starters. An appraisal programme, refreshed within the last 12 months and their “Client Champion” reward scheme. The leader of Ellis Whittam, Deven Thakrar, is certainly distinctive. It is the unique combination of many traits and qualities that make him distinctive, including his ability to inspire colleagues. His ability to mentor and develop and genuine passion and commitment to achieving EW's Mission, Vision and Values. His tremendous work rate, pace and ambition – all of which are infectious. Deven is also accessible to all colleagues, his active involvement with all teams and attendance at all team meetings. He also has a personable nature, knowing all colleagues by name and taking the time to build a rapport with all of them.

The organisation does a lot to enhance the welfare of their colleagues. They offer many traditional benefits such as a pension, free life assurance, private medical insurance, dental care, optical care, an employee assistance programme, child care voucher scheme, an enhanced service day and unpaid leave package. Ellis Whittam has their own apple trees, colleagues pick their own apples and their committee arranges for those apples to be pressed and bottled. Their home grown organic Ellis Whittam apple juice is then available free of charge for colleagues to drink throughout the winter months. In addition, they have a vegetable patch and produce from it is offered to colleagues with an honesty box. Any funds raised go towards their annual chosen charity. They also organise regular sports competitions including cycle challenges, 'It's a Knockout' and an annual sports day. Taking time out in the fresh air to play and compete together has proven to be hugely successful in enhancing the feeling of wellbeing and morale amongst their colleagues.

Being ISO 14001 certified means that Eland have identified elements of their business that impact the environment. They have produced a policy that ensures they meet stringent objectives according to environmental legislation. The management and adherence to this policy is an ongoing process.

Being ISO 14001 certified means that Eland have identified elements of their business that impact the environment. They have produced a policy that ensures they meet stringent objectives according to environmental legislation. The management and adherence to this policy is an ongoing process.

e.surv's leader is inspirational, understanding and passionate about the company. She has a drive to be innovative, to deliver the best possible service to the customers and shareholder value. All of the senior management team have made a greater effort with staff communication and transparency about their strategy.

e.surv are constantly promoting the carbon reduction programme and encouraging their surveyors to reduce their carbon footprint by driving efficiently.

dotDigitalGroup constantly listen to employee feedback and have introduced a range of initiatives to support employee development and the focus of the new appraisal system is equally weighted between performance and development. The best current example is the offer of matched funds towards an employee's ambition or something on their bucket list. Does not have to be work related - just something that they can evidence will develop them personally. To date dotDigitalGroup have bids for sailing, pilot training, leadership training, drumming, paragliding, engaging a personal trainer and a tandem sky dive.

dotDigitalGroup constantly listen to employee feedback and have introduced a range of initiatives to support employee development and the focus of the new appraisal system is equally weighted between performance and development. The best current example is the offer of matched funds towards an employee's ambition or something on their bucket list. Does not have to be work related - just something that they can evidence will develop them personally. To date dotDigitalGroup have bids for sailing, pilot training, leadership training, drumming, paragliding, engaging a personal trainer and a tandem sky dive.

For the second year in a row, Disruptive had their company boat trip. The whole company went to Henley on Thames where they boarded a boat for a cruise down the river. Food, drink and entertainment was provided - on their return for those who wanted the party to continue (it was only 5pm after all) they were dropped off in Marlow for fish and chips and a pub or too. Great night out and a few sore heads the next day.

Quarterly company meetings are interspersed with a "department focus" - a particular team or department present back to the business what they do. The most recent was a presentation given by the product team - who talked the business through the process. These regular meetings allow departments to see how they fit together and prompted suggestions in how they could work better with each other. It encouraged thinking about how the company could do things differently. Areas that need attention are discussed, strategies are agreed and they also celebrate their successes.