The company have a shared network where learning and development tools and templates can be found, such as the appraisal or probation assessment templates. They offer pay and support for external management qualifications CIMA – CIPD. They have performance Appraisal Training (facilitated by HR) - Learning Lunches/brain box sessions and professional development sessions. All annual appraisals require 360 degree feedback from clients, colleagues and suppliers. All People Managers have regular one-to-one meetings with human resources and senior management to enhance people leadership skills. New people managers receive a mentor that aids in their support during the initial months. Managers have very regular forums and updates together to share ideas, gain knowledge and have their voices heard.

i-level operate a monthly staff meeting in one location where different leaders host each month. They also have live Q&A or surgery sessions. The workspace is open plan even senior management sit on the same floor and not closed off from other employees. The layout of the office promotes easy access for all employees. The company hold Intranet blogs or present regular pieces of information in the organisation newsletter/magazine. They believe the sort of communication should be face-to-face. For a company of close to 150 employees, he knows everybody by name, position and contribution to i-level. The company is undergoing significant cultural and structural change and the leadership have ensured they hold regular updates at monthly meetings as well as ensuring he is accessible to every member of the business. The leadership believe in a strengths based culture and this involves tearing up the old rule book to identify and nurture what people are naturally good at and to tie this into their individual performance development structure.

The culture of Idis is very dynamic and encourages entrepreneurship. This is clearly driven by Natalie, their leader. She is a charismatic leader and passionate communicator, who is keen to provide updates and communicate with all staff. Examples include, leading the ad-hoc company “bus stop” meetings and attending team meetings. They also run a lunch with Natalie programme, where a couple of times a month a staff member will go to lunch with Natalie, individuals are randomly selected and it could be an employee from any level or department. The purpose of this is to get first hand feedback from staff and temperature check what the organisation are doing well and what they could be doing better. Natalie also leads our staff innovation team, providing a monthly forum to explore new ideas and how they can be implemented into the business.

The HR department work in strong partnership with people managers in Idis to coach and empower them to be more effective in their roles. To encourage people managers to further develop their skills the company support and fund external qualifications and 360 feedback is provided annually to senior managers, members of the directors team also have access to external business coaches as well as Management and Leadership academies.

Employees are rewarded and recognised for their efforts. Managers are encouraged to acknowledge good performance directly with their staff. Milestone recognition is given and usually takes the form of a celebratory event and a gift and instant recognition is usually by email.

Employees are rewarded through various means. There is an appraisal process in place during which employees and managers are encouraged to give balanced feedback. All employees are also eligible for a bonus. This is directly performance related therefore recognises those who have achieved.

Over the last few years HBC has introduced many actions to reduce CO2 emissions and related environmental impacts from its operations. Some highlights of this include innovation in the vehicle fleet including environmentally friendly mayoral car and caretakers vans, measures to encourage staff to purchase more fuel efficient vehicles and efficient use of computer equipment with a central energy management system. More recently, the energy performance of 10 of the main buildings has been audited and they are committed to considering how to bring forward improvements to the energy efficiency of those buildings. To help with this, they created a Property Services post with an increased emphasis on energy management.

Hyndurn Borough Council recognise and reward high performance teams and individuals in various ways such as Local Heroes in their newsletter, the Great Big Thank You event, Hyndsight, personal letters of congratulation from the Managing Director and token payments in recognition of staff who go the extra mile. Job evaluations are conducted regularly to ensure that salaries are paid equally for jobs across the organisation.

Teams are rewarded and recognised in many ways. These include Bar3 events, which are themed events designed for all employees to come together, relax and have fun. There are Christmas party's held in Maidenhead and Glasgow and all employees are invited. For the employees working in retail stores and unable to attend, they provide £30 per head for local arrangements to be made. Individual teams also run annual events which are about connecting as a group as well as focussed on work. There are also team celebrations, for example, the retail team has monthly store team incentives to celebrate successes in different campaigns and successful teams are rewarded and recognised via their 3 Cheers scheme, where they will receive both a thank you and voucher or points to be spent in the online prize store. Formal team building also takes place. For example, they recently ran a two day event for an HR team. It started off with an icebreaker and a session from the manager describing her view of the challenges the business and the team faced. There were development exercises focused on being more influential in the business and with each other as well as how to make effective requests and commitments in this team.

Teams are rewarded and recognised in many ways. These include Bar3 events, which are themed events designed for all employees to come together, relax and have fun. There are Christmas party's held in Maidenhead and Glasgow and all employees are invited. For the employees working in retail stores and unable to attend, they provide £30 per head for local arrangements to be made. Individual teams also run annual events which are about connecting as a group as well as focussed on work. There are also team celebrations, for example, the retail team has monthly store team incentives to celebrate successes in different campaigns and successful teams are rewarded and recognised via their 3 Cheers scheme, where they will receive both a thank you and voucher or points to be spent in the online prize store. Formal team building also takes place. For example, they recently ran a two day event for an HR team. It started off with an icebreaker and a session from the manager describing her view of the challenges the business and the team faced. There were development exercises focused on being more influential in the business and with each other as well as how to make effective requests and commitments in this team.

There are various events organised to ensure that teams spend time together outside of the workplace including the annual dinner and dance, educationals and theme park visits. There is also a fund in place which can be used at the team's discretion to arrange such events. Formal teambuilding events are also held several times a year. The most recent involved the senior management team and directors spending an away day brainstorming new ideas and discussing the progress of the company in the future. This ended with a social meal.

There is a great deal of support available for managers. The organisation uses online support such as XpertHR and they also have external legal support in place. Training includes the ILM Management Development Scheme and managers also receive support towards external qualifications such as CIM, CIPD and NVQ's. Feedback is given through regular mentoring with Human Resources, succession planning for key employees and they currently run a 360 degree performance appraisal system.

Hitachi Data Systems have an on line management resource centre, providing a central hub for all people related transactions, performance management, management development tools and compensation planning. All managers also have access to Skillsport, an on-line training resource that can be accessed at any time to develop a wide range of management skills.

There is a quarterly Vision session run by the executive team in the US with full video conferencing around global Hitachi Data Systems sites. There are also Townhall sessions run by the UK leadership team twice a year.

Hinckley & Bosworth Borough Council provide dedicated sessions for people who want to quit smoking. They have a health improvement officer who promotes healthy lifestyles to staff. They help to manage stress within the workforce by working with a union to provide 1-2-1 sessions and they support paid OCC health counselling for stress and other mental health issues. The company also hold staff walks and yoga sessions.

Hinckley & Bosworth Borough Council provide dedicated sessions for people who want to quit smoking. They have a health improvement officer who promotes healthy lifestyles to staff. They help to manage stress within the workforce by working with a union to provide 1-2-1 sessions and they support paid OCC health counselling for stress and other mental health issues. The company also hold staff walks and yoga sessions.

Employees are recognised and rewarded in many ways. In recognition of commitment, after ten years service and every subsequent five years, employees receive a certificate and a cheque. Managers can also give awards for going the extra mile where employees are rewarded with shopping vouchers. There is also a Bright Spark suggestion scheme in place where ideas are initially filtered by staff consultation group representatives. If an idea is adopted, the person suggesting it receives a financial reward dependent on whether the benefits are local, regional or national.

Managers are supported by various means including toolkits on sickness, absence management and meetings management. They offer a number of management skills training courses but also a trainee team manager 2-year programme. Service managers are all expected to achieve NVQs at level 4 in management and health and social care. Occasionally, more senior employees will be sponsored for an MBA or DMS. All managers have a once or twice annual conference. Locally and regionally, various meetings are arranged for developmental, project and information dissemination purposes.

They support employees' wellbeing through employee representative groups, health and safety groups and employee diversity groups. They also help maintain work/life balance through flexible part time hours for employees returning to work, especially from maternity leave but also from long term illness.