Pride Powers Performance

Development comes from a number of different channels, including team leaders and coaches. Other channels include quality assurance and formal training programmes, plus promotions and progression through the company and within different departments.

Development comes from a number of different channels, including team leaders and coaches. Other channels include quality assurance and formal training programmes, plus promotions and progression through the company and within different departments.

Managers have access to ongoing support in the form of internal mentoring programme and co-coaching, which challenge their thinking and provide support from an external, independent source. Quarterly 180-degree feedback sessions give managers a chance to consider their own progress and set goals for themselves.

RedEye have an ILM-approved manager and development programme and recently launched a pilot leadership programme, Leadership+, to develop personal leadership skills using strengths-based development. Other offerings include a mentorship scheme and a careers week held once a year.

Popular company initiatives including the FairQuid savings and loan scheme, which helps workers borrow money from a credit union at an affordable rate. They also offer a Christmas Club, which encourages employees to save £10 per month for 12 months, which is then topped up to £180 by Recycling Lives just before Christmas.

Popular company initiatives including the FairQuid savings and loan scheme, which helps workers borrow money from a credit union at an affordable rate. They also offer a Christmas Club, which encourages employees to save £10 per month for 12 months, which is then topped up to £180 by Recycling Lives just before Christmas.

The company aims to create connected companies, make business simpler, inspire innovation and reward results. The overall aim is to be the largest, best-regarded Microsoft business applications partner in the UK.

New staff get a Microsoft curriculum. The company monitors this Dynamics Training Path, which forms part of the employee's KPIs during probation. Many work from home or from partner sites, so e-learning is popular.

Pythagoras have two wellness challenges per year, with a recent example being a company-wide walking challenge. They also offer weekly yoga and meditation sessions to help colleagues manage stress, and manage working hours carefully to stop individuals from getting overworked

The company has an annual appraisal programme that sets out formal objectives for teams and managers. A rating is used to help identify individual levels of achievement, making it easier for HR and senior leaders to discuss the progress and performance of staff.

PSE are partnered with pupils at several London schools and staff regularly volunteer their time to tutor GCSE and A-Level pupils in STEM subjects for one hour per week during term times, while also offering coaching for university interviews.

PSE pride themselves on providing a stress-free workplace for all members of staff, and claim that because of flexible working and opportunities for reduced hours or unpaid leave, employees have the freedom to resolve issues on their own terms.

Employees often volunteer for charities or take part in events to help out in the community. The organisation is also supportive of staff taking extended time off, including sabbaticals, to travel the world and do sponsored events for charity.

Employees often volunteer for charities or take part in events to help out in the community. The organisation is also supportive of staff taking extended time off, including sabbaticals, to travel the world and do sponsored events for charity.

All colleagues have access to the company's LifeWorks platform, giving 24/7 access to a confidential helpline, counselling and support on a wide range of issues, as well as a range of discounts and perks. Staff also have access to free health screenings, wellbeing materials, drinks and food, as well as mental health support.

The company uses executive blogs, online Q&A sessions and regular team talks to maintain open communication between management and employees. They have also introduced the psychometric tool ‘Insights Discovery' to all colleagues, which is helping to raise levels of self-awareness and awareness of others to develop more effective relationships.

The organisation is proud to ‘grow' its own talent. Managers use feedback from partners and commissioners, service reviews, internal audits, risk analysis and outcomes to identify learning needs. Senior managers are visible and attend roadshows in the spring. Staff who do well in appraisals get incremental pay rises.

The organisation is proud to ‘grow' its own talent. Managers use feedback from partners and commissioners, service reviews, internal audits, risk analysis and outcomes to identify learning needs. Senior managers are visible and attend roadshows in the spring. Staff who do well in appraisals get incremental pay rises.

The company rewards staff in a variety of different ways, including extra leave, a dinner with their partner or a simple bunch of flowers. An employee recognition scheme is also offered, which allows everyone the opportunity to recognise colleagues doing a great job, while a ‘thank you' box has been set up for a monthly draw.

The company rewards staff in a variety of different ways, including extra leave, a dinner with their partner or a simple bunch of flowers. An employee recognition scheme is also offered, which allows everyone the opportunity to recognise colleagues doing a great job, while a ‘thank you' box has been set up for a monthly draw.

People's Postcode Lottery offer employees access to private healthcare, which provides support with physical and mental health, including access to counselling and CBT. They also offer a free employee assistance programme that includes telephone and face-to-face counselling.

The company strive for sustainability in everything they do, from the way employees act to the way they work. Their core values are a promise of how they treat the earth, nature and other people.

If a member of staff refers a candidate that is subsequently hired and passes their probation period, employees are given £3,000 personally, as well as £1,000 to a charity of their choice and £1,000 towards a team social pot.

If a member of staff refers a candidate that is subsequently hired and passes their probation period, employees are given £3,000 personally, as well as £1,000 to a charity of their choice and £1,000 towards a team social pot.

The senior leadership team visits projects across the country to see first hand the organisation's values in operation. Staff are encouraged to get involved in the running of the organisation through participation in working groups, quality groups and consultations.

The senior leadership team visits projects across the country to see first hand the organisation's values in operation. Staff are encouraged to get involved in the running of the organisation through participation in working groups, quality groups and consultations.

Oktra's managers cultivate a strong culture of communication and collaborative relationships, helping all employees stay updated and feel included. Each quarter, one person is awarded the ‘Team Member of the Quarter' prize of £200 to show recognition and appreciation for their hard work.

Every Friday, Oktra hosts social gatherings in the office, with food and drink provided in the breakout area. An annual Christmas trip is also held to reward employees for all their hard work; last year, the venue was Osea Island, and this year Porto has been selected.

OEE Consulting offer monthly sales awards voted for by the whole company, as well as an annual top three ranking of memorable and unique staff contributions moments that are showcased at the Christmas party. Winners receive prizes to show the company's recognition of their efforts.

OEE Consulting offer monthly sales awards voted for by the whole company, as well as an annual top three ranking of memorable and unique staff contributions moments that are showcased at the Christmas party. Winners receive prizes to show the company's recognition of their efforts.

The senior management team leads all business updates and company conferences and hold ‘town hall' sessions to address questions, concerns or suggestions colleagues may have. They also regularly fundraise for charity and make themselves available to the rest of the team wherever possible.

ODEON employees are provided with free fruit, breakout areas and counselling support where necessary, and are also encouraged to undertake charity work and take part in fundraising events. Film screenings are also held before and after work to help the team relax and socialise.

A coaching culture helps staff reach their full potential. HR offer either ad-hoc coaching or coaching on an ongoing basis for colleagues who need the support. They also help those in difficulties or those who have gaps in their skills and knowledge.

Senior leaders demonstrate the organisation's core values, are visible and take interest in the day-to-day operational model. Chief Executive Will is accessible to all staff and operates an open-door policy. He knows everyone's first names and leads the delivery of Long Service Awards events.

In 2018, they launched the ‘Everyone Home Safe Every Day' safety programme. Although focusing primarily on safety, this has been expanded to cover wellbeing issues too. All meetings now start with a ‘safety share' so staff can share learnings on health, safety and wellbeing.

Northumbrian Water Group run a series of schemes aimed at giving back to the community, including a volunteering scheme, as well as sponsorship opportunities for staff who wish to take part in fundraising activity. They are also passionate about environmental issues.

Last year, Northcote Group raised over £50,000 for Hospitality Action, which offers vital assistance for people who work, or have worked in the hospitality industry and who find themselves in crisis. One way of raising money for the charity included their ‘Obsession' food festival.

Within their Kitchen Brigade of 30 chefs, they strive to promote from within and their apprenticeship programme has recruited one third of their workforce. Danny Young, who last year won National Young Chef of the year, he is currently sous chef at the age of 24.

There are no office or door barriers, Next Ventures' co-founders and management sit and work within the open plan sales floor. Both co-founders constantly re-iterate their ‘open for a chat' ethos, and encourage this to be practiced across the company. This means everyone is supported to engage directly with one another.

Next Ventures ensure that career paths are set with clear targets in mind, allowing people to know what they need to work on and how to achieve it. There are also structured training programmes at every level, split into one-day and month-long schemes to develop staff skills.

Bands are used to determine each employees level of role within the firm, benefit entitlements, and annual bonus arrangements. The band of each role is determined by the reward team using a job evaluation method, which classifies roles according to the level they operate at in the business.

It's not every CEO that wants to meet every single colleague in their first week, but NewDay CEO James Corcoran absolutely insists on meeting new starters at an Orientation Day that takes place once every month.

The company's core values are Customers First, Valuing Everyone, Delivering Excellence, Continuous Improvement, Value for Money and Sharing Information. Senior management lead by example, lobbying government, developing innovative financial modelling and leading the set-up of an efficiency framework.

Agile working is enhancing staff wellbeing. With multiple bookable desks at sites across the district, staff can reduce their travel time. Other practices include Workplace Stress Risk Assessment, flexible working, workload discussions and access to free confidential counselling.

Their core values are Hungry (ambitious to succeed), Accountable (take ownership and responsibility), Respectful (treat everyone with respect and understanding),and Together (proud to be one team). Ace Sessions are organised to help staff understand how they can contribute to achieving the organisation's strategic objectives.

Vector 360 feedback sessions allow managers to review their performance from all angles and focus on areas that need improvement. A Gender Pay Gap report introduced the Aspire Programme, which is aimed at helping women achieve their career goals.

Managers must attend the Great People Management Programme, introducing a range of excellent performance-management techniques, processes and tools. The Future Engage Deliver programme is a three-month modular programme developing a common language of what leadership means.

Innovation within the organisation contributed to them winning Best Not-For-Profit Team and Best Intranet at the Institute of Internal Communications Awards. Managers get a monthly toolkit of core messages they tailor to their teams, while the annual visitor experience awards celebrate the year's most inspiring work.

NCP encourage staff to work smartly and adhere to their core working hours. Employees are also encouraged to work flexibly when returning to work from maternity or long-term sick leave, which gives them the chance to gradually adjust to being back at work.

NCP look to create a positive working environment for all employees. As an annual incentive, staff that have performed exceptionally are taken on an all-expenses paid holiday by the company.

The leadership team have regular talent reviews where opportunities for development are discussed and plans operationalised to develop, managers and leaders of the future, which can include formal learning opportunities, stretch assignments, internal mentoring and coaching.

Their core values are integrated into how they do business, how they partner externally and internally, and these values are what enable the business to be commercially excellent in every interaction.

The company values form the cornerstone of everything the organisation does. Each employee gets a book outlining the Vision and Values. The CEO is often in the field and very approachable, even taking part in the annual CEO sleepout to raise awareness of homelessness.

The company values form the cornerstone of everything the organisation does. Each employee gets a book outlining the Vision and Values. The CEO is often in the field and very approachable, even taking part in the annual CEO sleepout to raise awareness of homelessness.

Mploy believe in being open-minded and listening to all points of view, and that pride, passion and loving what they do creates a supported, committed and focused business, which builds wealth in a driven and fun environment.

Mploy part-funded a senior manager's Master's Degree, which enabled her to further her education while adding value to the business. In turn, these additional skills allowed her to secure a promotion from Regional Director to Commercial Director.

At the end of the financial year, they have an awards ceremony that is aligned to the MotoNovo Way, where they formally recognise MotoNovians who have embodied the unwritten ground rules throughout the year.

Externally, there are a variety of recognised qualifications that can be gained by members of the management team, who are encouraged to attend a diverse range of training, rather than apply a blanket approach and enrol all managers in the same course.

All managers and team leaders are invited to make the most of a range of internal and external training courses on management essentials, such as recruitment and selection, disciplinary and performance management. Further opportunities for development are set to launch in 2019.

Every Friday is Frisby Friday, where employees are invited to head down to the local park to take part in activities and chat in an informal setting. Daily gym classes are also available for staff, while regular parties and social events help to promote relationship building among staff.

Manager performance is reviewed monthly, in line with the rest of the company teams, through completing a Personal Business Review form. The company do not believe in a scoring system and prefer to have an open dialogue on the things that are going well and what could be improved.

Working hours were reduced in 2018, a move that has had a positive impact on productivity and results. Also, a consultant of the week is awarded to recognise the achievements of a member of staff, and invites employees to share their success stories.

Their values are grounded in their work, to be human, future-minded and to make things happen. Certificates of Achievement are awarded to staff who demonstrate these values in their behaviour, attitude and achievements.

To ensure everyone feels part of a team, they host ‘Speed Dating' events - opportunities for staff and volunteers to meet others across the organisation with themed chats in pairs or small groups every six months at all team meetings.

The company provide an annual BUPA health check for all members of staff, and employees are aware the business operate a simple open-door policy, providing discretion on all matters, to ensure their wellbeing remains a priority.

The company provide an annual BUPA health check for all members of staff, and employees are aware the business operate a simple open-door policy, providing discretion on all matters, to ensure their wellbeing remains a priority.

All members of staff were taken to Edinburgh for the company conference, which ran over two days. During this event, the team took part in a tour of the city and an evening meal at a historic location with a murder mystery.

Feedback has driven a number of changes within the organisation. The brand changed reporting structures, project priorities, benefits packages, working hours, meeting reporting outlines, office decor, learning and development initiatives based on staff feedback.

Manorview Group are passionate about giving back to the communities they serve. They regularly work with A&M Scotland who support children from deprived areas to offer placements to some of the young people in their membership.

Chief Executive Officer Steve Graham is in outlets on a weekly basis and he also communicates with the team by email and via a blog on their Iris employee app. He attempts to know all 570 employees by name and attends every Manorview Way workshop, totalling around 150 in 2018.

Managed 24/7 have internal screens where they announce hardworking colleagues whether it being weekly or monthly. This allows the company to see who has completed great work, which then creates conversation and motivation.

Managers complete Microsoft Accreditation's and have on going support available to them through regular 121's. Managed 24/7 also use DILO's (taken from the sixth sigma process) for all managers alongside on going training and on-boarding.

At Make UK, home workers use Lync to communicate with each other. There are regular team meetings and away days held for staff to come together. In addition to this, H&S, Customer First and Well Being Champions across work locations / working groups.

Make UK provide a Mental Health First Aider programme covering all locations. In addition, all staff are eligible to use Westfield Health Level 1 benefits. Make UK provide flexible arrangements on a case by case basis and have always provided the statutory minimum arrangements.

All of their colleagues can access their Employee Assistance Services free of charge. This includes: emotional support, legal support, financial planning & hardship grants and health & wellness advice.

The brand's Growing Together process allows for all managers to have performance expectations discussed and agreed. Quarterly check-ins, mid and end year reviews also take place. Aligned with the Growing Together process, and to help evaluate the current performance and potential of retail store management teams.

All new managers are invited to attend a management course through the British Institute of Recruiters and APSCo. This provides them with fundamental training on management and results with them being awarded a management diploma qualification.

All new managers are invited to attend a management course through the British Institute of Recruiters and APSCo. This provides them with fundamental training on management and results with them being awarded a management diploma qualification.

This is a values-based business, with new starters introduced to the Purpose Statement, culture statement and values on day one. They're then woven into day-to-day life, assisted by a number of initiatives, including the 25 Culture Champions in the business.

Three times a year, the CEO hosts ‘Come Dine With Tom' to reward the team in each location. Six times a year, in Speed Networking, around 20 people get to spend four minutes with each business leader. There's also a People Conference, profit-sharing and a Partnership Day.

The organisation has moved from appraisals to ‘achievement conversations'. There's an Ideas Lab on the blog site to encourage innovation, and board briefings to share information about decisions and milestones with staff. The senior team embraced the recent Summer Challenge, which included the Tour de Yorkshire bike ride and Three Peaks Challenge.

Staff are subscribed to the Health Shield cash plan, offering health and wellbeing initiatives alongside an employee assistance programme. The Summer Challenge is an in-house programme that looks at whole-person wellbeing, including mindfulness and physical challenges.

A Green Team reviews environmental policies, and the firm has been carbon neutral for over ten years thanks to smarter lighting, double-sided printing, and auto-turn-off systems. 1% of profits goes to charity, including one that supports emerging playwrights.

Board directors are hands-on in client teams and the senior team ‘career manage' staff. The chair sits on a mixed-level voluntary team doing pro-bono work and forwards opportunities for arts projects and volunteering. Tony Langham is a Founding Ambassador for Women in PR.

Karndean rewards individuals for length of service with the business, and recently introduced a reward for those who have worked at the firm for five years. In 2018, there were 13 people who had worked for Karndean for more than ten years, the largest ever proportion.

Karndean rewards individuals for length of service with the business, and recently introduced a reward for those who have worked at the firm for five years. In 2018, there were 13 people who had worked for Karndean for more than ten years, the largest ever proportion.

A new intranet helps communicate performance, recent deals, new starters, work anniversaries, and more. All managers hold weekly team meetings, weekly management meetings and monthly operational board meetings. There's a suggestions box in the canteen and company-wide trips to Aintree races, walks and nights out.

A new intranet helps communicate performance, recent deals, new starters, work anniversaries, and more. All managers hold weekly team meetings, weekly management meetings and monthly operational board meetings. There's a suggestions box in the canteen and company-wide trips to Aintree races, walks and nights out.

Managing Director Chris Hancock makes himself available to speak to any individual, an approach he encourages his management team to support. In case some individuals aren't confident in approaching Chris at his desk, each Friday he takes a walk around the contact centre floor to speak with employees.

The organisation partners with Involve, Swindon and has completed two community projects. One included volunteering at a local school, where the team helped to get the school clean and tidy at the end of one term and ready for the next.

Becky operates an open-door policy and is very approachable to all levels of staff. She is very much the face of Jane Lewis and took time out for their Nurses' Day celebrations to personally thank nurses at the company for their hard work and ongoing commitment.

Becky operates an open-door policy and is very approachable to all levels of staff. She is very much the face of Jane Lewis and took time out for their Nurses' Day celebrations to personally thank nurses at the company for their hard work and ongoing commitment.

Jenny McLean, itison's sales director, rose through the ranks at lightning speed and became one of Scotland's youngest ever company directors when she was promoted - proof that age is no barrier to advancement with itison.

Jenny McLean, itison's sales director, rose through the ranks at lightning speed and became one of Scotland's youngest ever company directors when she was promoted - proof that age is no barrier to advancement with itison.

Intermarketing's annual Make it Happen Day brings the agency together for a day of fast-paced creative problem solving. This year, all staff were challenged to “be brave, go bold and think big” in their approach to tackling creative briefs for major brands.

As well as a strategic business plan, the organisation produces and publishes an agency plan of attack, which is a commitment to making them the best in the world and the best place to work. Progress updates are provided twice each year at company updates.

Employees are actively encouraged to pursue a number of community/fundraising projects. As such, recommendations are welcome for charitable causes, with support given to Alzheimer's Research UK and Comic Relief as well as smaller, more personal charities.

Employees are actively encouraged to pursue a number of community/fundraising projects. As such, recommendations are welcome for charitable causes, with support given to Alzheimer's Research UK and Comic Relief as well as smaller, more personal charities.

Hydrogen have created a learning culture where all levels of staff receive tailored training. This includes internal training delivery, as well as utilising external facilitators for specific niche areas. A mentoring programme is also offered throughout the business.

In May 2018, Hydrogen selected top performing members of staff to attend an all-expenses paid trip to Hvar, Croatia. On top of this, they run quarterly lunches for those who are found to have gone the extra mile in the previous period.

They host an annual community fun day where they open their facilities and resources to provide a free fun day out for the community, local groups and charities. They also host school trips to pantomimes among many other voluntary activities with local schools.

They sponsor employees to undertake formal qualifications each year that will develop them in their roles. They also provide qualification loans for those who wish to study qualifications outside of their work remit. In-house training such as safeguarding sessions are also available.

As part of the transformation agenda, spending on learning and development is at least 1% of turnover. There's a robust Leadership Development Programme and a Customers First programme designed to help staff understand the customer perspective and their responses.

After a review in 2016, Homes in Sedgemoor divided the area into a series of neighbourhoods and set up mini teams for each. They now support activities there, such as resident-engagement events, partnership working and neighbourhood walks.

They have held two main events over the last 12 months, one being Race the Plane and the other being Heathrow's midnight marathon. Their efforts helped to raise more than £100,000 for charitable causes and included participants from all departments across the airport.

They have held two main events over the last 12 months, one being Race the Plane and the other being Heathrow's midnight marathon. Their efforts helped to raise more than £100,000 for charitable causes and included participants from all departments across the airport.

Each manager nominates employees from their department for a merit award each year. These are people who've gone the extra mile, for example staff who took on additional responsibilities or whose roles were extended. In 2018, this equated to a 7.5% salary increase.

Success at the organisation means building good relationships and cultivating shared values. An annual Health Shield Day offers fun challenges, such as a Formula 1 challenge, trips to Alton Towers and the Crystal Maze. Social events include bake-offs, pub quizzes and fancy dress.

The Haven House 2020 Vision is visible on the website and part of the recruitment process. A competency framework links into the organisation's core values and forms part of the appraisal process.

Haven House are keen to reduce one-time-only plastics. All staff get a water bottle and one-time-only plastic cups are minimised. Green initiatives include an instant boiling water tap, recycling toner cartridges and sensor lights. The garden is planted to attract bees.

Haslers' firm-wide training programme gives staff the chance to develop their skills and experiences. Employees are also given a paid volunteering day to take part in charity work in order to enhance their skills and experience.

As part of their efforts to improve the business's carbon footprint, Haslers created an in-house Green Team, who come up with and action initiatives across the company. These have included a car sharing scheme, paperless systems and electric car charging points.

Their most recent team development session involved setting up four teams of approximately six cross-functional managers per team. Their challenge was to set up inclusive social extracurricular clubs for the organisation, with a budget of £10,000.

Their most recent team development session involved setting up four teams of approximately six cross-functional managers per team. Their challenge was to set up inclusive social extracurricular clubs for the organisation, with a budget of £10,000.

The firm feels strongly that all employees contribute to the organisation's overall success; therefore, their benefits package recognises the contributions of everyone and provides rewards accordingly. All salaries are benchmarked to ensure that they are fair and competitive.

Since launching the learning and development programme 'Genius', they have reviewed the scheme to ensure it provides structure and consistency. Training sessions include wellbeing, SRA competencies and performance reviews, as well as some of the basic skills required daily, such as time management.

In May 2018, their meeting centre was awarded the Green Tourism Bronze accreditation. To achieve this they use Fairtrade beverage products as well as Rainforest Alliance certified coffee. They also supply their visitors with 100% wooden biodegradable cutlery and cups.

In May 2018, their meeting centre was awarded the Green Tourism Bronze accreditation. To achieve this they use Fairtrade beverage products as well as Rainforest Alliance certified coffee. They also supply their visitors with 100% wooden biodegradable cutlery and cups.

Every day, 619 children and young people arrive at GOSH. Core principles of the charity are: respect, enterprising, collaborative, accountable and passionate. Staff can visit the hospital to see the mission in action and volunteer. Employees are also asked during appraisals how they have lived these values.

HR and managers complete a ‘training needs analysis' for each individual. Where staff express interest in opportunities beyond their team, the charity seeks out roles in projects, cross-charity groups and secondments for them. What's more, 30% of all roles last year were filled internally.

Managing Director Neil Lawrence engages with the business in a number of ways. He is frequently visits every office across the branch network to spend time with employees, and regularly provides video, letter and email updates, including notes in the company newsletter.

Managing Director Neil Lawrence engages with the business in a number of ways. He is frequently visits every office across the branch network to spend time with employees, and regularly provides video, letter and email updates, including notes in the company newsletter.

The organisation has a very open culture and staff are encouraged to ask questions if they don't understand a business decision. They have an update call that all staff are invited to dial into each month, which gives an update on where the current state of the business.

The firm's offices are surrounded by farmland and woodland, and there are many walking and running routes to be explored at lunchtimes or before and after work. Bicycles are available to hire on site and a calisthenics gym has recently been built in the grounds.

While Ciaron Dunne relies on his managers to run each team, he remains available to all staff as much as possible, as he's interested in what they're working on. Any member of staff can book a meeting in with him.

In the past year, the company has been pushing to make their office even more environmentally friendly. They were already largely paperless, but they have now also replaced their disposable plastic catering equipment with paper and continue to seek ways to do more.

Their annual off-site summer download recently celebrated the agency's 10th anniversary, with presentations by senior management looking at the past, present and future of the company. The afternoon was rounded off with a huge party.

Their annual off-site summer download recently celebrated the agency's 10th anniversary, with presentations by senior management looking at the past, present and future of the company. The afternoon was rounded off with a huge party.

The Legal Assistance Foundation programme provides opportunities for graduates of any discipline to join the firm at a grassroots level straight from university and have the opportunity to train to be a solicitor with full sponsorship.

The Legal Assistance Foundation programme provides opportunities for graduates of any discipline to join the firm at a grassroots level straight from university and have the opportunity to train to be a solicitor with full sponsorship.

They take a very mature approach to work-life balance, whereby employees are encouraged to work from home and take some form of exercise throughout the day, such as a 20-minute walk outside to get some fresh air.

The highlight of Fourth's year has been the Achieve More workshops, which got everybody talking about the company's values, purpose and customers. Since then, interdepartmental communication has increased, as well as the number of employee-led projects.

Part of the staff incentive scheme is the ‘Perkbox' platform, which gives staff access to more than 200 money-saving perks, including reduced gym membership and savings on sports products, equipment and nutrition. Staff also have access to online workouts, including boxing and yoga.

In 2018, their Employee of the Year scheme changed so that more than one person could be rewarded. All 12 Employee of the Month winners were up for the award, with the prize money including £2,000 for first place.

Leadership development programmes at Fletchers Solicitors include Aura, Heads and Leader Up. Over the past year, they have also done a considerable amount of work on apprenticeships.

They currently recycle cardboard and paper and have recently brought in plastic and tin recycling at the request of the staff. They are also actively working towards becoming a fully paperless office.

EY Badges, introduced in November 2017, are the first digital badges to be offered globally. They provide on-demand access to learning content that will help employees to develop future-focused skills and provide experiences that can shape their careers.

Steve Varley likes to engage directly with employees. Neither he nor his team sit in offices; their desks are in an open-plan space with everyone else. They rotate their meetings between sites across the UK to meet with different offices.

Extrastaff strongly embrace employee development and empowerment, and empower all employees with the tools and support to succeed in the industry. They believe in promoting internally wherever possible, and at least 30% of the management team were promoted from within over the last year.

Extrastaff strongly embrace employee development and empowerment, and empower all employees with the tools and support to succeed in the industry. They believe in promoting internally wherever possible, and at least 30% of the management team were promoted from within over the last year.

On their learning and development intranet homepage, they have sections for tutors, assistant directors, centre directors and regional managers. Each section has a host of content aimed at supporting their development. They are looking to turn this into a social learning platform to share, vote and comment on the most useful content.

Bill splits his time between the head office and visiting centres. He is very active in the office, taking the time to speak to individual members of staff about how things are going inside and outside of work.

Performance is measured through individual objectives and KPIs, plus delivery of work against company values. Objectives are formally monitored at least twice a year. There's an ‘output-driven' approach to managing performance and staff can choose how and when they deliver these within their role.

Performance is measured through individual objectives and KPIs, plus delivery of work against company values. Objectives are formally monitored at least twice a year. There's an ‘output-driven' approach to managing performance and staff can choose how and when they deliver these within their role.

A number of line managers have embarked on developing themselves with the Institute of Learning and Management. These qualifications have proven to be extremely popular as participants can apply all they learn to their day-to-day role as people managers.

A number of line managers have embarked on developing themselves with the Institute of Learning and Management. These qualifications have proven to be extremely popular as participants can apply all they learn to their day-to-day role as people managers.

For staff they have an employee support line, which is a free and confidential 24 hour, 365 days a year, telephone service offering staff and their direct family members support on stress at both work and at home.

Their annual 'Star Awards' aim to highlight exceptional performances where teams or individuals have 'gone the extra mile' and been a shining emblem of one of the council's shared values. The Star Awards take place at the Mayor's Christmas drinks event in December.

As part of their positive workplace initiative, they offer all employees the chance to be a member of the nearby gym, encouraging them to take advantage of exercising by providing a 75-minute lunch break. Filtered water, tea, coffee and squash are also provided for free.

Their Management Academy Programme is an intensive three-day training course that teaches the fundamentals of being a manager. The key elements of training are motivating, mentoring and coaching a team and how to attract, engage and retain good people.

Each year, DLL pledge a number of volunteering hours to work with various initiatives in the local community. They also regularly donate to local food banks and hold events to teach students from nearby schools interview techniques and skills.

Each year, DLL pledge a number of volunteering hours to work with various initiatives in the local community. They also regularly donate to local food banks and hold events to teach students from nearby schools interview techniques and skills.

Their CONNECT programme, set up in 2014 and delivered to more than 5,000 employees, allows fresh thinking and better conversations to take place at work in order to deliver an improved experience to customers and bolster communication with each other.

Direct Line need their managers to stretch themselves, perform to the best of their ability and continuously improve. Their straightforward and less bureaucratic approach to managing performance and development is based on two-way communication between management and employees.

David regularly shares his experiences with many of the country's business leaders, as well as senior people from the political, regulatory and not-for-profit spheres via blog posts. In 2018, he and his family were on the Deloitte London Pride bus dancing with their GLOBE network colleagues.

Their One Million Futures strategy aims to help a million people get to where they want to be by 2021, whether it's the classroom, workplace or boardroom. So far, they have contributed more than £10 million and have supported more than 480,000 futures.

All managers that attend leadership training have a follow-up meeting to agree a development plan with their line manager. This is reviewed alongside their objectives from their annual review to ensure they are on track and working towards the same vision.

In 2018, the company sponsored the Essex & Herts Air Ambulance Trust (EHAAT), holding various fundraising activities to raise money for the charity. Activities included taking part in a Tough Mudder race, holding a sponsored walk and organising a cake sale.

Last year, Dalcour Maclaren chose the Alzheimer's Association for their annual charity fundraising programme, raising more than £27,000. All employees were given the option to take half a day off work to volunteer in their local communities.

Last year, Dalcour Maclaren chose the Alzheimer's Association for their annual charity fundraising programme, raising more than £27,000. All employees were given the option to take half a day off work to volunteer in their local communities.

The firm shares money management and pension information with employees to support their financial wellbeing. This includes toolkits, one-to-one meetings and a visit from the Pension Awareness Bus. These efforts resulted in the company being recognised as a finalist in the Employee Benefits Awards.

As a founding member of Legalign Global, an alliance of four multinational law firms, employees are given access to development opportunities via talent swaps. To date, swaps have been completed in Germany and Australia.

Conversant promote sports, fitness and wellbeing by subsidising a football and tag rugby team, as well as offering yoga onsite. With a gym next door, the company contributes towards employees' membership so staff can use the facilities.

Conversant promote sports, fitness and wellbeing by subsidising a football and tag rugby team, as well as offering yoga onsite. With a gym next door, the company contributes towards employees' membership so staff can use the facilities.

New employees get one-to-one meetings with the CEO and senior management team, and get support from a more experienced colleague. Employees are encouraged to develop leadership skills through shadowing, while the ‘25 ways to say thank you' scheme rewards staff with random gifts and team lunches.

A birthday afternoon tea with senior managers to improve communication has bred trust and connected employees to the overall vision of the organisation. One day a month, senior management work from different sites, which increases engagement between employees and makes the senior team more approachable.

Their approach to improving team interaction and communication is to offer a wide range of opportunities, projects and teams that colleagues from across the organisation can get involved in. One example is Gateway Voice, which is their new employee forum to discuss employee-related matters.

Their focus is on their communities, and colleagues have been involved in the development of allotments, vegetable growing schemes, wild-life gardens and Britain in Bloom. They also launched their Cleaner Greener project with the aim of promoting wellbeing and healthy living for residents.

Their ‘Personal Best' process enables employees to create a year-round plan with clear and specific goals for their role and career. They link short and mid-term goals to their learning hub and specific learning programmes to help staff achieve and succeed in their roles.

Mark Lee is a hands-on leader, moving between Communicorp UK's nine locations and attending local team meetings every week. Mark also leads a call with every manager from across the business to give an update and hear progress and priorities from all business areas.

All employees are empowered to make recommendations at any time. If an idea is developed and put into action, the employee will often be part of the team to implement this. A monthly “Captain's Table” lunch provides 10 employees with a confidential, open forum in which to speak with the General Manager.

All employees are empowered to make recommendations at any time. If an idea is developed and put into action, the employee will often be part of the team to implement this. A monthly “Captain's Table” lunch provides 10 employees with a confidential, open forum in which to speak with the General Manager.

Workshops are held to encourage employees to share their work problems, and feedback is used to solve workplace issues or help individuals. Large projects are split into minimum marketable features so developers are not overwhelmed, which helps to avoid stress.

Codeweavers have an annual “away day”, booking a local hotel for the day to host various team-building activities. The day includes a company update, which is entirely transparent in relation to financial performance and reiterates the mission and values of the company.

Employees get their birthday off and also benefit from unlimited drinks and fruit, Thursday night drinks and a bar area with a pool table. There's a nap room, stand-up desks and a healthy cafe. Managers ask about the wellbeing of their team and workload is monitored.

Cloud.IQ want to hit their targets in the right way. That means going the extra mile for customers and creating an open, collaborative and progressive culture. The company asks employees, partners and customers to judge them against these values.

Employees are measured against CIM's values of being collaborative, passionate, purposeful, relevant and responsible. The CIM introduced a Question Time-style format, so staff can question a panel on business performance and progress. CEO Chris Daly sits with staff at lunch to hear their views.

The Management Fundamentals programme has six modules, covering people management, performance management, leading change and managing as a coach. CIM have also introduced a programme of continuous management that links organisational strategy and goals to personal objectives.

Chattertons raise money for their charity of the year through a variety of means. For example, some members of the team took part in the Viking Way Challenge in Lincolnshire, while others have supported local schools with their careers days.

Chattertons raise money for their charity of the year through a variety of means. For example, some members of the team took part in the Viking Way Challenge in Lincolnshire, while others have supported local schools with their careers days.

The company support employees in all areas of their professional and personal development by providing an intensive and structured programme that covers all facets of the advice process. This includes sales/service initiatives, client-facing soft skills, technical knowledge and business quality.

With the independent financial sector being extremely competitive, advisers are given the option of choosing which contract they prefer to work under based on their individual circumstances. Options include the ‘Employed Contract' and the ‘Variable Contract'.

The company aims to make a positive contribution to the community by bringing jobs to local people, supporting and encouraging employees to become involved in community activities and events, and identifying a local charitable cause to support each year.

Over the last 12 months, CCFS have rewarded employees for their efforts by providing food to celebrate key business achievements. At Christmas they provided a bottle of wine and a personalised company annual of 2018 for all staff, as well as a fully funded annual Christmas party.

The company has supported their chosen charity - Reconnected - in a number of amazing ways. Firstly, they donated a van, which was kitted out for a street homeless feeding programme, before paying for the refurbishment of the kitchen at Reconnected City Hub.

The company has supported their chosen charity - Reconnected - in a number of amazing ways. Firstly, they donated a van, which was kitted out for a street homeless feeding programme, before paying for the refurbishment of the kitchen at Reconnected City Hub.

There is an on-site gym, which employees can use during their breaks, while the company also invests in team building events and other fun events in the workplace that help build great employee relationships.

Leader James interacts and engages with staff in many ways, including arranging and leading birthday singalongs in the office, involving team members in a range of exciting projects, joining the team for lunch in the kitchen area and also playing table football with different members of staff.

To assist with personal growth, they developed the ‘Leader's Journey', a bespoke seven-part accredited course that teaches managers how to lead through values, develop their staff to perform at their best, and develop and grow as individuals both professionally and personally.

As part of their environmental initiatives, they are involved in an ongoing programme to install thermal insulation into a large number of our properties, helping customers to reduce heating costs.They also installed a more energy efficient air conditioning system in their head office.