What are companies doing with regards to 'My Company'

Employees training needs are derived from organisational priorities via the business planning process and individual needs as part of the outcomes of appraisal discussions. This results in employees taking part in a wide variety of training activities including Leadership and Management training, Policy and Procedural training, equality and diversity and many more. Non-work related training is considered sympathetically where resources are available in a partnership arrangement with the employee concerned i.e. agreement is sought on the respective contributions both partners can make. For instance fees may be paid by the council in return for the employee studying in their own time. The council has entered into a partnership with the Trades Unions to create a network of Union Learner Representatives who are supported to promote more informal learning in the workplace and to assist with the identification and take up of Skills for Life programmes.

Employees training needs are derived from organisational priorities via the business planning process and individual needs as part of the outcomes of appraisal discussions. This results in employees taking part in a wide variety of training activities including Leadership and Management training, Policy and Procedural training, equality and diversity and many more. Non-work related training is considered sympathetically where resources are available in a partnership arrangement with the employee concerned i.e. agreement is sought on the respective contributions both partners can make. For instance fees may be paid by the council in return for the employee studying in their own time. The council has entered into a partnership with the Trades Unions to create a network of Union Learner Representatives who are supported to promote more informal learning in the workplace and to assist with the identification and take up of Skills for Life programmes.

The company invest heavily in training and development for all members of the team from directors to site operatives. They are committed to offering career opportunities for people to come into the industry and a number of training programmes, including professional and technical, site management, apprenticeships, graduate placements and work experience. They have developed a coaching culture to ‘grow' the team and ‘unlock' their potential. Southdale would be prepared to consider any employees proposals in regards to their own personal development and where practicable implement them.

Southdale monitor their organisations impact on the environment by building code 3, 4 and 5 sustainable properties they are members of the Considerate Constructors scheme and work with local initiatives to reduce their carbon footprint. Waste management systems are implemented in all of their developments, as well as the recycling policy that is in place within all of their offices. Employees have also undertaken various challenges and activities in a bid to raise funds for local charities including a Golf day, the Three Peaks Challenge, the Great North Run, Virgin Vie parties, dress down days and coffee mornings, staff also have the opportunity to take time off to fulfil voluntary commitments and staff are encouraged to get involved with local voluntary organisations.

They have rolled out a comprehensive management development programme tailored for all management levels. The HR team support managers in many of the people management tasks that they need to complete such as sickness and disciplinary and provide one to one coaching to guide managers through the stages of each process. The Directors work with an external coach both individually and as a team. An external consultant holds training sessions with managers and coaching and mentoring is available dependant on individuals needs.

They have rolled out a comprehensive management development programme tailored for all management levels. The HR team support managers in many of the people management tasks that they need to complete such as sickness and disciplinary and provide one to one coaching to guide managers through the stages of each process. The Directors work with an external coach both individually and as a team. An external consultant holds training sessions with managers and coaching and mentoring is available dependant on individuals needs.

Throughout 2008/09 and 2009/10, the Principal took time to visit individual departments on a regular basis in an effort to update colleagues on the Capital Project and provide an open forum to air any concerns and/or suggestions on any subject. The Principal undertakes regular Q&A sessions with Middle Managers aiming to address any staff concerns or action any suggestions as swiftly and as efficiently as possible. The Principal personally meets and welcomes any new staff individually over coffee whilst senior managers facilitate their formal staff inductions.

The College run an investment in excellence programme which is a four day course developed based on the principles of cognitive psychology and in particular the power of positive thought and aspirational goal setting. Such was the success of the programmes that ten managers undertook a course that gives them the ability to deliver the course internally in order to roll it out to all staff in subsequent years. The sharing of best practice is strongly supported and encouraged, the College is aware that it needs to constantly refresh its approaches to sharing good practice and has continued its positive work in ensuring new ideas and teaching tools are shared within and across faculties.

Employees are encouraged to take part in charitable activities and are given up to 3 paid days off per year to assist them. They have taken part in a number of events including sponsored cycle rides, Big Chill festival and a PR trip to Africa which was in support of SolarAid. SolarAid was set up by the Chairman Jeremy Leggett with the companies first year profits. Solarcentury's vision is to make a big difference in attaining a cleaner world and a sustainable future. Every 6 months, the management team meet with the Environment Champion to review progress, set targets and look for ways to improve their performance in this respect. In support of their local community they also offer talks in schools work placements for students.

Employees are encouraged to take part in charitable activities and are given up to 3 paid days off per year to assist them. They have taken part in a number of events including sponsored cycle rides, Big Chill festival and a PR trip to Africa which was in support of SolarAid. SolarAid was set up by the Chairman Jeremy Leggett with the companies first year profits. Solarcentury's vision is to make a big difference in attaining a cleaner world and a sustainable future. Every 6 months, the management team meet with the Environment Champion to review progress, set targets and look for ways to improve their performance in this respect. In support of their local community they also offer talks in schools work placements for students.

The Company operates an Employee of the Quarter award and an Employee of the Year Award. These awards are nominated for by senior managers and are in recognition of outstanding work and achievement. A nomination form is completed by each Senior Manager and then discussed at the next available Management Meeting and the winner decided. The employee is presented with a certificate, a silver trophy or cup and a cheque for £50. For the past two years, they have paid out a bonus to staff in recognition of their years of service to the organisation. The value of the awards ranged from £346 to £909. SmartWater also award 'Board Commendations' when an employee has for example: gone above and beyond the call of duty at work and/or made an outstanding contribution. A certificate is awarded to the member of staff and they also receive a cheque for £100.

SmartWater try and support their employee's health and wellbeing. They are flexible in their approach to employees who require time off to attend personal appointments such as counselling or regular health checks. Employees are entitled to time off in lieu for any hours worked over their normal working hours and this time is normally taken at a time that is convenient to the employee as well as the organisation. Those who have families are given the opportunity to work flexible hours to enable them to attend important occasions such as child assemblies and sports days. They have an informal policy for monitoring employees based in the office. Employees away from the office are given daily worksheets to complete or an electronic diary, to which other members of staff have access. This ensures that the work/life balance is met.

Skandia have a range of courses for all levels of management and where required support managers with internal mentors. An online 360 tool to assist managers has been developed along with an internally managed feedback mechanism. They retain many external suppliers to deliver life and business coaching to middle and senior managers and provide support in obtaining internal and external professional qualifications in association with external business schools. Managers are encouraged to attend seminars and professional forums to maintain professional knowledge and meet CPD requirements. Voluntary networking groups have been introduced for the different management levels bringing together the various business departments.

A flexible benefits package is on offer which includes free private health care, critical illness / personal insurance and a wellness program. They have enhanced their offerings to employees with more therapist sessions being made available onsite. Online resources are available both at work and at home where employees can access the latest health and wellbeing news as well as taking health assessments. Skandia also provides an optional onsite annual flu vaccination programme and work with an agency to provide balanced menus and raise awareness on healthy eating through road shows and leaflets. This year, as part of a financial awareness programme, employees were given access to pension financial advice to help them understand more about their pension.

All of the senior management team embark upon an internal management development programme over an 18 month period. The programme covers performance management, managers role in context, one to one coaching and creativity and innovation. It is designed to build a cohesive management team and enhance the skills of their senior managers. The programme links into both the officers and assistants development programme to show the relationship between the different sets of employees and enhance day to day interaction between managers, officers and assistants. As a result of the programme all employees have the same expectations. A staff counselling scheme is available internally and externally to assist managers with their development.

They offer an employee health benefits package to the value of £300 which is available to all staff regardless of position in the organisation or the amount of hours they work. Employees can choose a health benefit that is suited to their needs such as smoking cessation, dental insurance and optical insurance. These benefits are reviewed annually and employee suggestions for future benefits are taken on board. To promote a healthier lifestyle employees have access to subsidised sports facilities / memberships. Servite Housing try to accommodate employee's needs and offer a wide range of flexible working conditions. Subject to service demands they offer flexi-time, staggered hours, shift swaps job shares and many more.

They offer employees discounted gym membership and also provide a £20 wellbeing supplement to those with gym memberships. Free private health care is available to all employees and through this they can gain access to help and advice on quitting smoking and eating healthily. Seatwave has implemented a personal day policy which allows employees to take up to 5 days additional leave per annum at their request. Days can be used for things such as additional holiday, to spend the day in bed or take the kids to the park.

Seatwave annually conduct an external compensation survey to ensure salaries and benefits are in line with the market. In reward for employee's efforts, performance related stock option grants are available and quarterly performance reviews are carried out. They have a ‘spot' bonus program to celebrate extraordinary efforts and hold quarterly initiatives with awards for team winners.

To support employees in maintaining their work/life balance a number of employees are able to work from home. Employee's families are invited to celebration events such as Christmas and retirements parties. They offer Life Assurance to all employees and corporate gym membership is available.

They are keen to reward and invest in their employees. Key motivation initiatives include a quarterly competition launched in the UK newsletter, a detailed performance and development review process, comprehensive training and development for all employees and a provision of corporate clothing. Employee's opinions are valued and they are encouraged to put forward ideas and initiatives though a reward scheme. If overall company targets are met employees are rewarded with an annual bonus. They also offer a recommendation bonus for new employees referred by current employees.