During 2017, the firm joined Vision Path Education, which partners with leading employers to create inspiring and engaging programmes that help smart 14-18 year olds build their skills, learn about the world of work and connect with organisations they'd love to work for.
The CEO has a very open and collaborative management style with all employees. In the last staff survey, 91% said they have a great deal of faith in the CEO. Company updates, breakfast sessions, floor-walks and regional-office visits are regular.
The CEO has a very open and collaborative management style with all employees. In the last staff survey, 91% said they have a great deal of faith in the CEO. Company updates, breakfast sessions, floor-walks and regional-office visits are regular.
Pluss holds joint consultative committees which provide staff with an opportunity to feed into company deliberations. They are also seeking to develop a staff forum in the next year which will further amplify the voice of their employees.
As well as being focused on its main business objectives, the company has put into place a comprehensive people strategy to support, develop and nurture their employees.
Pluss uses a formal appraisal process to measure the performance of management. They are set to launch a competency framework which has been developed to ensure employees — including managers — are reviewed in line with the required behavioural and performance standards of the organisation.
A range of benefits include a wellbeing programme connected to the medical insurance offering incentives and rewards for healthy behaviours such as medical screening and physical activity. There's also an Employee Assistance Programme and flexible working.
The management organises regular social days. Recently, all staff were invited to a summer event that included an innovative group problem-solving activity.
A range of benefits include a wellbeing programme connected to the medical insurance offering incentives and rewards for healthy behaviours such as medical screening and physical activity. There's also an Employee Assistance Programme and flexible working.
Two company-wide conferences have included food and entertainment. The year-end conference was held at a cinema last year and the firm held a company-wide bowling competition. Eight random teams brought some colleagues together for the first time.
Individuals are encouraged to reach out to their colleagues for support, with the leadership team continually offering support and guidance through their daily and designated interactions with individuals. The HR Manager has regular one-to-one sessions with colleagues.
Two company-wide conferences have included food and entertainment. The year-end conference was held at a cinema last year and the firm held a company-wide bowling competition. Eight random teams brought some colleagues together for the first time.
Leaders lead by example with floor walks, communication and involvement with all projects and initiatives. The leadership team also take an interest in family matters and send personalised birthday and Christmas cards. There's a direct communication channel and staff get good work/life balance initiatives.
There's mentoring from people who already have the relevant qualifications. The HR Manager has an A1 Assessor qualification so they can guide the apprentices through their apprenticeship in conjunction with a training provider.
There's mentoring from people who already have the relevant qualifications. The HR Manager has an A1 Assessor qualification so they can guide the apprentices through their apprenticeship in conjunction with a training provider.
An employee assistance programme offers staff telephone and face-to-face support on anything that could be causing stress inside or outside of work. All employees are encouraged to speak with HR in confidence on any matter, whether work related or not.
The Orega Academy is a company-wide initiative operating as a series of interactive group development days. Sessions are created with an overall strategy in mind of aligning employees' skills and behaviours with the Orega vision and values.
An employee assistance programme offers staff telephone and face-to-face support on anything that could be causing stress inside or outside of work. All employees are encouraged to speak with HR in confidence on any matter, whether work related or not.
Ordnance Survey's recognition scheme also has a team reward element, in which corporate support is given to their sports and social groups that vary from running and volleyball to yoga and craft.
Ordnance Survey's recognition scheme also has a team reward element, in which corporate support is given to their sports and social groups that vary from running and volleyball to yoga and craft.
Ordnance Survey's recognition scheme also has a team reward element, in which corporate support is given to their sports and social groups that vary from running and volleyball to yoga and craft.
Implementing a promotion pathway document enabled the firm to increase benefits as people progressed through the business, offering additional healthcare, work-from-home opportunities, and extra holiday. This gave employees a clear route to the top.
James sits on the sales floor alongside everyone else, to demonstrate an approachable leadership style. He regularly visits other offices to ensure people are happy and settled, taking time out to check on individuals, and genuinely caring about staff wellbeing.
Implementing a promotion pathway document enabled the firm to increase benefits as people progressed through the business, offering additional healthcare, work-from-home opportunities, and extra holiday. This gave employees a clear route to the top.
A staple programme is quarterly health and wellbeing days. Classes include yoga, reflexology, massages, mindfulness, managing stress in the workplace and spinal checks. Staff also make their own smoothies and replace cake in the kitchen with healthy snacks.
Octopus likes to reward the exceptional. The ‘Superstar Awards', nominated by anyone from a person's manager upwards, reward at least one team or individual per month with tailored gifts based on their taste and lifestyle. There's a speech and a personal letter from their senior.
Octopus likes to reward the exceptional. The ‘Superstar Awards', nominated by anyone from a person's manager upwards, reward at least one team or individual per month with tailored gifts based on their taste and lifestyle. There's a speech and a personal letter from their senior.
Staff are rewarded for hard work in a number of innovative ways. They are given the chance to stay in a villa for seven nights, with the opportunity to bring along family and friends at no cost. The details of the villa are on a private website that is only accessible to employees.
Members of staff have access to free external 24/7 counselling services and helplines through the company healthcare plan. Nwes encourage a good work-life balance for all staff, and regularly runs after work de-stress sessions for staff to take part in.
In addition to having arranged some health and safety training courses, Nwes have enrolled on to an AAT course, as well as arranging telephone skills and confidence building skills for additional members of staff.
Senior management are committed to the company's values. They take new starters for coffee and operate an open door policy. Everyone had an input into the company values and quarterly update videos and team meetings keep employees informed about events within the business.
Novosco offer staff mindfulness sessions to learn techniques to help them to switch off and relax for 45 minutes of the working day. It's a six-week week programme provided by Novosco in conjunction with Seventh Heaven. Acupressure massages are also on offer.
Novosco actively encourage fundraising for charity. The social and charity calendars list events teams can attend. They've raised money for Action Cancer, NI Children's Hospice, Marie Curie and Macmillan Cancer Support.
Every Christmas, the NHF hold a celebratory event that features a number of employee awards. This is an opportunity to recognise all the hard work that colleagues have done. Staff are encouraged to nominate their colleagues, and winners can receive a variety of prizes.
All managers take part in a management development programme, which aims to ensure employees are managed fairly, consistently and given appropriate support. Managers are equipped with the skills to have engaging conversations with staff to ensure all aspects of their wellbeing are considered.
All managers take part in a management development programme, which aims to ensure employees are managed fairly, consistently and given appropriate support. Managers are equipped with the skills to have engaging conversations with staff to ensure all aspects of their wellbeing are considered.
Naim Audio support the local business community, partnering with a local college to encourage school leavers to consider engineering. They also partnered with local charity, Life Rocks, to convert a nuclear bunker into a space for young people to enjoy music.
The summer team building event was an 'It's a Knockout' challenge, which eight teams competed in. At the 100 Best Celebration Day, they split the company into three teams and competed across physical, mental and creative challenges.
Naim Audio support the local business community, partnering with a local college to encourage school leavers to consider engineering. They also partnered with local charity, Life Rocks, to convert a nuclear bunker into a space for young people to enjoy music.
MuleSoft have the most competitive employee stock purchase programme legally allowed. There's a 15% discount and two-year lookback period so all employees can benefit from the company's success, even if their shares haven't vested.
In the last engagement survey, people reported wanting more mentorship opportunities. They created a mentorship program pairing executives with individuals, giving them a framework work through together. They've also created a volunteer programme called Muleys Give Back.
MeetUp is an annual conference where MuleSoft fly every employee into San Diego for a week of strategy alignment, learning, working out issues and relationship building. Around 1,300 employees will take part in the ninth MeetUp in 2018, comprising more than 160 sessions.
Momentum Worldwide's global network of 2,000 employees are unified by The Momentum Way and the following core values: be one, have fun, do great work, be fearless, grow, and give back. Staff can be spot-rewarded for living the values.
‘Advance Right' is a career carving tool. Employees have an honest conversation around what their role looks like today and then talk about tomorrow. - their future role might not even exist yet. The final part of the conversation locks down a reasonable timeline.
‘Advance Right' is a career carving tool. Employees have an honest conversation around what their role looks like today and then talk about tomorrow. - their future role might not even exist yet. The final part of the conversation locks down a reasonable timeline.
MHS Homes raised over £15,000 for its nominated charity of the year The MS Society through running a series of events including a charity dog walk, golf day, quiz night, dragon boat race and a cake bake sale.
Employees are rewarded with an annual performance bonus, while an ‘instant recognition' staff reward scheme sees employees nominate their colleague who has excelled at demonstrating the values of the organisation. Winners are awarded shopping vouchers and a card.
MHS Homes raised over £15,000 for its nominated charity of the year The MS Society through running a series of events including a charity dog walk, golf day, quiz night, dragon boat race and a cake bake sale.
One of the behavioural traits is to 'talk first, email second' to improve interaction within the agency. The agency advocates face-to-face interaction, although there's an email group called 'fun' for informal communication on work emails.
MC&C develop their support staff within their specialist fields. Finance staff get full study support towards professional qualifications. This has meant increased financial knowledge across the team, which means senior team members are less involved in day-to-day tasks.
There's a team-building session on the last Thursday of every month, such as bowling, Octoberfest celebrations, food and drinks at various locations, and comedy nights. Everyone can work from home and holidays can be bought and sold.
For people development, Majestic Wine Warehouses collaboratively share best-practice. For retail teams, they've moved away from sales-based targets to KPIs, to recognise, develop and reward behavioural qualities in people that directly link to customer engagement.
For people development, Majestic Wine Warehouses collaboratively share best-practice. For retail teams, they've moved away from sales-based targets to KPIs, to recognise, develop and reward behavioural qualities in people that directly link to customer engagement.
For people development, Majestic Wine Warehouses collaboratively share best-practice. For retail teams, they've moved away from sales-based targets to KPIs, to recognise, develop and reward behavioural qualities in people that directly link to customer engagement.
The firm has a CSR working committee. They've introduced LED lights into stores and signed up with Eco-tricity to buy green energy for all eligible shops. They're also members of SEDEX, which shares ethical supply-chain data.
The leadership team are formally measured twice a year against entrepreneurship and teamwork. They also have an initiative offering further clarity on brand priorities and culture, 'Senses and Culture', which includes detail on their three brand priorities and the key words that represent the shared values.
The firm has a CSR working committee. They've introduced LED lights into stores and signed up with Eco-tricity to buy green energy for all eligible shops. They're also members of SEDEX, which shares ethical supply-chain data.
In 2016, the firm launched the Epic University of WoW, a comprehensive development programme equipping lawyers with the technical knowledge and business skills they need to perform at the highest level and provide excellent client service.
The company minimises its environmental impact by continually reviewing and improving energy efficiency, recycling and waste management. The firm has bees on the roof and teaches disadvantaged young people about enterprise and beekeeping.
In 2016, the firm launched the Epic University of WoW, a comprehensive development programme equipping lawyers with the technical knowledge and business skills they need to perform at the highest level and provide excellent client service.
The K-West have a long partnership with the Foodbank charity in Shepherds Bush. The company organises food collections and volunteers locally. They also work with the Masbro community centre, with offer vouchers for fundraising and work placement for their youth programmes.
The senior management team takes part in six management-development workshops a year, delivered by an external coach. They also get a one-hour individual session with the coach, exploring weaknesses and training needs. This has proved to be very effective.
The K-West have a long partnership with the Foodbank charity in Shepherds Bush. The company organises food collections and volunteers locally. They also work with the Masbro community centre, with offer vouchers for fundraising and work placement for their youth programmes.
There are quarterly all-company update meetings - where employees communicate the primary purpose and core values. Each meeting is run by six different projects, producing live demonstrations of current solutions, followed by an open Q&A session.
Teams often feel closely bonded after working together, often on client site for many weeks with intense periods of effort. Each project manager can take the team out for the evening on a spontaneous basis. This allows instant reward and recognition for work well done.
Keytree work with PlanZ Heroes, a food-waste charity. Keytree funds the work on a pro-bono basis, with an investment of over £200,000. Each October, they join in the Wok for 1,000, cooking and distributing 1,000 meals to London's homeless.
CEO Will Galgey is a genuinely very accessible and present leader in the office. He's improved the business' culture, with a more open structure, town-hall meetings, welcome meetings for new staff, and lunches with newly promoted staff. He personally mentors high-potential employees.
CEO Will Galgey is a genuinely very accessible and present leader in the office. He's improved the business' culture, with a more open structure, town-hall meetings, welcome meetings for new staff, and lunches with newly promoted staff. He personally mentors high-potential employees.
Kantar provide coaching, mentoring and support for all managers, plus a range of drop-in sessions each week for bitesize learning opportunities. The Accelerator programme rotates talented employees across five areas for five months, one week at a time.
The company interacts with the community to clean up local areas and support their selected charity in preparing for Christmas and other key functions. Raising money for selected charities includes bake-off competitions, summer fun days, selling raffle prizes and volunteering time.
The firm believes in collaboration, leading to many breakthroughs, from medical miracles to simple consumer products that make every day a little better. The 125,000 employees in 60 countries are united in a common mission: to help people everywhere live longer, healthier, happier lives.
The company interacts with the community to clean up local areas and support their selected charity in preparing for Christmas and other key functions. Raising money for selected charities includes bake-off competitions, summer fun days, selling raffle prizes and volunteering time.
The agency works with Hand In Hand For Syria and Making The Leap, helping disadvantaged young people get into work. They work also with Commercial Break, giving urban adults opportunities in the creative industries.
The agency is founded on passion, respect and agility. They derive joy and satisfaction from the effect they have on audiences, respect clients, audiences and brands, and move quickly to ensure their value to clients positions them as industry leaders.
Tools such as Slack and WhatsApp have proliferated but ‘Jack' encourages teams to speak to each other face-to-face. At Amber Lakes in Berkshire, the company summer party comprised dragon-boat racing, a barbecue and bar with outdoor games.
A volunteer scheme encourages employees to spend four hours per month at a charity. A match-funding initiative means £10,000 is available to match individual employee fundraising each year.
Managers' performance is assessed by their effectiveness in managerial tasks, teamwork, distributing work and delegation. This is documented by an online performance-management system recording monthly on-to-one meetings, and six-monthly and annual appraisals.
Managers' performance is assessed by their effectiveness in managerial tasks, teamwork, distributing work and delegation. This is documented by an online performance-management system recording monthly on-to-one meetings, and six-monthly and annual appraisals.
Placing employee wellbeing at the forefront of its operations, several staff have been appointed as mental health first aiders. Training has been provided in understanding mental health issues for both managers and employees.
Placing employee wellbeing at the forefront of its operations, several staff have been appointed as mental health first aiders. Training has been provided in understanding mental health issues for both managers and employees.
Placing employee wellbeing at the forefront of its operations, several staff have been appointed as mental health first aiders. Training has been provided in understanding mental health issues for both managers and employees.
The firm offers a Healthshield cash plan for all staff members. There's flexibility on working hours around appointments and family commitments, and staff have the opportunity to work from home. Interact also offers life insurance, the option to buy and sell holidays and provides fresh fruit daily.
Monthly socials include events such as bowling, skiing, barbecues with the Chief Executive Officer and attending the Comedy Club, with food and drinks provided. There are monthly happy hours, fresh fruit provided and beer on tap.
Monthly socials include events such as bowling, skiing, barbecues with the Chief Executive Officer and attending the Comedy Club, with food and drinks provided. There are monthly happy hours, fresh fruit provided and beer on tap.
The firm has a range of recognition tools. These include the gift of time for people's birthdays and the annual star awards where any team member can become involved and get nominated employee of the year. A range of prizes match the awards.
There's a monthly wellbeing magazine, reduced membership to local gyms, flexible working and the possibility of job shares and reduced hours. They can alter shift patterns or exempt people from certain hours if they have caring responsibilities.
The firm has a range of recognition tools. These include the gift of time for people's birthdays and the annual star awards where any team member can become involved and get nominated employee of the year. A range of prizes match the awards.
Action Against Hunger gave the company four problems to solve, one for each floor. The company also tackles issues that other companies avoid, including a session on the gender pay gap where innocent shared data and took questions from the audience.
Leaders are approachable and accessible – they sit with everyone else at open-plan desks. Douglas is often there and can be quizzed. They're visible in leading sessions at company meetings, and lunchtime ‘chatwiches'.
Everyone has a sustainability objective on their job description. Community initiatives include working at food banks, lunch clubs for kids whose parents can't afford to feed them an extra meal in school holidays, and redecorating a local volunteer centre for disabled adults.
An annual sales and management conference communicates business strategy and future plans, recognises performance, and shares success stories and best practice. Last year, 270 employees attended, developing ideas around the 'extreme focus' theme, which were widely cascaded.
An annual sales and management conference communicates business strategy and future plans, recognises performance, and shares success stories and best practice. Last year, 270 employees attended, developing ideas around the 'extreme focus' theme, which were widely cascaded.
The company recently researched how supported employees feel in relation to mental wellbeing. This research was a dissertation project that was part of an ICS-sponsored Masters qualification in HR. It produced a statistically valid tool to show what the firm does well and what it could do better.
Ideaworks spend time understanding client needs, so that the end result is simple and reliable. Ideaworks set the bar very high, striving for excellence, respecting clients and being innovative to the point that they don't stop until they win.
Ideaworks spend time understanding client needs, so that the end result is simple and reliable. Ideaworks set the bar very high, striving for excellence, respecting clients and being innovative to the point that they don't stop until they win.
Ideaworks have negotiated offers with local firms including restaurants, gyms and Go Ape. A comprehensive welcome programme includes buddy schemes and an occupational health provider is on hand for counselling and immunisation.
Howard Kennedy support people on the job through stretching opportunities. Frameworks set out what people need to do to progress. Senior business leaders have a business book club to read and discuss the latest management thinking.
Points are awarded for going above and beyond, through Cottrills Reward, with prizes including days out, domestic appliances, luxury goods and technology. Once a month, staff have a drink and chat with their colleagues. Staff can take one day's leave to volunteer.
Client/brand values are: approachable, commercial, professional, responsive, excellent value. An engagement group prioritised three areas: leadership, my team and giving something back. A monthly drinks 'trolley' encourages people to talk to each other more.
Holiday Extras buy from farmers and retailers to support the local economy. Many teams are now entirely paperless. They encourage car shares and promote the cycle-to-work scheme. The firm supports the Travel Foundation, promoting responsible tourism.
Holiday Extras buy from farmers and retailers to support the local economy. Many teams are now entirely paperless. They encourage car shares and promote the cycle-to-work scheme. The firm supports the Travel Foundation, promoting responsible tourism.
Holiday Extras buy from farmers and retailers to support the local economy. Many teams are now entirely paperless. They encourage car shares and promote the cycle-to-work scheme. The firm supports the Travel Foundation, promoting responsible tourism.
Employees are rewarded for the hard work that goes into meeting specific achievements or milestones. Also, if a sales target is met, lunch is paid for by the company - and it's usually pizza shaped.
For Heritage Parts Centre, it is about small gestures. Free fruit is provided everyday and a complimentary team breakfast is offered every Friday. The office is a relaxed area to work with lots of plants and desks that are height adjustable for staff to work standing up.
For Heritage Parts Centre, it is about small gestures. Free fruit is provided everyday and a complimentary team breakfast is offered every Friday. The office is a relaxed area to work with lots of plants and desks that are height adjustable for staff to work standing up.
An annual staff conference gives all staff the chance to work together, engage with senior management and participate and contribute to corporate activities. The event features a number of different activities showcasing current policy initiatives, while sharing current thinking on the vision of the organisation.
All staff have been assigned a minimum of three personal development days, during which they are invited to identify training needs. This has been supported through a new online learning system, which allows employees to complete training courses and record development.
All staff have been assigned a minimum of three personal development days, during which they are invited to identify training needs. This has been supported through a new online learning system, which allows employees to complete training courses and record development.
The mission, values and vision are regularly communicated at quarterly company updates, ‘State of the Company' presentations and team away days. The ‘Kapow Awards' also communicate the values.
Informal business updates take place weekly on the open floor. More structured company updates take place every quarter. Senior leaders have an ‘open door' policy, with employees able to discuss any topic.
The mission, values and vision are regularly communicated at quarterly company updates, ‘State of the Company' presentations and team away days. The ‘Kapow Awards' also communicate the values.
Departmental strategies are based on the company values, which are used in meetings and talked about regularly. Management also attend annual fun activities to get them involved and interacting with people outside of work.
Departmental strategies are based on the company values, which are used in meetings and talked about regularly. Management also attend annual fun activities to get them involved and interacting with people outside of work.
There are monthly meetings with the Managing Director regarding employees' development, setting goals to develop skills, and how they've implemented training so far. Due to recent growth, appraisals are now every three months.
Everyone gets £100 each year to spend on anything that involves learning something new. There's one day off per year for charity work, and the winner of ‘Wader of the Month' receives £200 to spend on an experience.
Hanson Wade have bought more working space to create a better working environment. This has led to a huge increase in collaborative meetings. People can work how they want – standing up, in their quiet reflection room, or on a sofa with their feet up.
Hanson Wade have bought more working space to create a better working environment. This has led to a huge increase in collaborative meetings. People can work how they want – standing up, in their quiet reflection room, or on a sofa with their feet up.
Handle Recruitment's consultants work with the Amy Winehouse Foundation to deliver ‘Employability Workshop Masterclasses'. They also back Music Support, a start-up charity helping musicians and individuals to overcome addictions, and Haringey Shed, a performing arts company for young people.
Handle Recruitment's consultants work with the Amy Winehouse Foundation to deliver ‘Employability Workshop Masterclasses'. They also back Music Support, a start-up charity helping musicians and individuals to overcome addictions, and Haringey Shed, a performing arts company for young people.
Handle Recruitment run ‘huddles', where teams gather in pods to discuss successes. There's also an annual trip to Barcelona to celebrate reaching business targets and the company pays for Friday drinks to encourage team-building and communication.
Hallmark Care Homes installed a biomass boiler in one home and others have energy-saving bulbs, solar panels and effective heat-recirculating systems. They encourage team members to drive hybrid or electric cars through a car salary sacrifice scheme.
Everyone is encouraged to exceed their potential with an array of learning and development opportunities. They get a thorough, tailored induction, a mentor/buddy, and ongoing personal and professional development. Apprenticeship programmes are available to all.
Everyone is encouraged to exceed their potential with an array of learning and development opportunities. They get a thorough, tailored induction, a mentor/buddy, and ongoing personal and professional development. Apprenticeship programmes are available to all.
By working in different parts of the office during the year and being a member of each team, leadership is available at any time for all members of staff. Managers also regularly participate in team activities and bonding.
Many employees opt for home working, or a home-work balance to help accommodate childcare and their personal circumstances. Staff also benefit from shifted hours that make caring for loved ones easier, or simply make the commute to work slightly more bearable.
Many employees opt for home working, or a home-work balance to help accommodate childcare and their personal circumstances. Staff also benefit from shifted hours that make caring for loved ones easier, or simply make the commute to work slightly more bearable.
Gravitas have a bespoke training system that was designed in-house. It is supported by a team of dedicated trainers, external consultants, providers and managers. The program is modular and caters to different learnings styles through a very wide variety of methods.
Gravitas have a bespoke training system that was designed in-house. It is supported by a team of dedicated trainers, external consultants, providers and managers. The program is modular and caters to different learnings styles through a very wide variety of methods.
Gravitas have a bespoke training system that was designed in-house. It is supported by a team of dedicated trainers, external consultants, providers and managers. The program is modular and caters to different learnings styles through a very wide variety of methods.
Gilo believes in making individuals leaders. Rather than micro-managing employees, the company asks staff what the problem is, what the ideal goal or solution is, and how to get there. They are then trusted to solve problems using their own initiative.
Teams have an annual company BBQ, complete with a summer olympics games. Gilo also offer employees the chance to try their hand at paramotoring, which often leads to employees participating in the company's fly-to-work scheme.
Gilo believes in making individuals leaders. Rather than micro-managing employees, the company asks staff what the problem is, what the ideal goal or solution is, and how to get there. They are then trusted to solve problems using their own initiative.
Week-long team building exercises are held where employees are put into teams, mixing with different departments all with the same goal to win the tasks set. Prizes for the team winners and for individual winners include weekends away and all-expenses-paid dinners.
Week-long team building exercises are held where employees are put into teams, mixing with different departments all with the same goal to win the tasks set. Prizes for the team winners and for individual winners include weekends away and all-expenses-paid dinners.
The company offers a blended approach to training for managers and team leaders, and, to ensure consistency, everyone in the business experiences the same learning sessions and one-to-one support.
Gain Theory offers aninnovative Training Academy to employees. Every new starter takes part in amonth-long training programme where they receive £25,000 worth of training,delivered by internal experts over a three-week period.
Every month, the company finances a social event to get all the teams together. Past trips have included: Shakespeare in the park, outdoor cinema, trampolining, pub quizzes, darts, ping pong, Oktoberfest, Go Ape, ice skating, softball, mixed football matches and much more.
Every month, the company finances a social event to get all the teams together. Past trips have included: Shakespeare in the park, outdoor cinema, trampolining, pub quizzes, darts, ping pong, Oktoberfest, Go Ape, ice skating, softball, mixed football matches and much more.
CEO Samir is willing to take all ideas seriously regardless of who they come from - whether from another manager or a team member. He is also incredibly approachable and sits in the main office with the rest of the company.
CEO Samir is willing to take all ideas seriously regardless of who they come from - whether from another manager or a team member. He is also incredibly approachable and sits in the main office with the rest of the company.
Coffee and Lunch Roulette is carried out bi-weekly, where individuals from other departments are randomly selected to have lunch or a coffee with someone else to promote cross-departmental bonding.
Members of the team are invited to bi-monthly People Briefings, which bring colleagues together to share success stories. In addition, the creation of a Drop-in Zone allows colleagues to meet, share ideas and be involved in key projects in different areas.
The business sets aside time to engage with Stress Awareness Day in order to encourage staff to look after themselves and their lives, while breaking down individual stressors. To raise awareness, staff were offered free massages, and were given top tips on combating the effects of stress.
Members of the team are invited to bi-monthly People Briefings, which bring colleagues together to share success stories. In addition, the creation of a Drop-in Zone allows colleagues to meet, share ideas and be involved in key projects in different areas.
The management team are role models for the values and demonstrate them in their engagement, both internally and externally. They have led on the evolution of the values, empowering employees to determine what each value means.
Freebridge have a number of practices in place to ease workplace stress. This includes access to counselling, which helps individuals to address personal stress, and coaching to empower employees to find their own solutions to workplace challenges they may be facing.
Since 2014, Freebridge have run Providence Street community centre in King's Lynn, taking over when it was underused and in decline and turning it into a thriving, refurbished and buzzing resource. The centre provides office space for partners, such as the NHS, and provides a venue for local groups and activities.
Last year, colleagues were invited to attend a garden party at the Hospice Grounds as part of the organisation's All Team Day annual event. As a thank you to staff for their hard work, the event promoted relaxation and fun, with a live band playing in the garden, games and an ice cream van.
All of the line managers are able to 'job shadow' in other departments and this is particularly encouraged with its Care Department, as this enables our people to have a greater understanding of the care services that are offered to the children and families that the organisation supports.
All of the line managers are able to 'job shadow' in other departments and this is particularly encouraged with its Care Department, as this enables our people to have a greater understanding of the care services that are offered to the children and families that the organisation supports.
All staff have their birthday off work - if a birthday falls at a weekend, they can simply take a day off in one of the weeks before or after the weekend.
Forest Fuels have donated wood chip to television show DIY SOS in Telford, creating a home for a very ill little boy. They also donated wood chip to a memorial garden in Devon commemorating a fallen soldier.
All staff have their birthday off work - if a birthday falls at a weekend, they can simply take a day off in one of the weeks before or after the weekend.
A flat management style ensures that employees are comfortable in quizzing the directors about the business in general. Upper management employ walkabout techniques to involve themselves in group conversation and to be on-hand to answer any questions.
A flat management style ensures that employees are comfortable in quizzing the directors about the business in general. Upper management employ walkabout techniques to involve themselves in group conversation and to be on-hand to answer any questions.
A flat management style ensures that employees are comfortable in quizzing the directors about the business in general. Upper management employ walkabout techniques to involve themselves in group conversation and to be on-hand to answer any questions.
Each year the company provides at least two events that are open to all employees to attend. The events are great opportunities for employees to mix and catch up with colleagues that they haven't seen for some time and receive company-wide updates.
Fidessa have a peer-to-peer reward scheme whereby employees are nominated to receive a £100 voucher for going the extra mile. Winners are chosen by comparing their performance to the company's values.
Fidessa have introduced free lunchtime yoga, pilates and circuit training classes for staff in the Woking office. In all UK offices, the company offers 20 minute back and shoulder massages to relieve the stresses of everyday life.
CEO Kim understands the need to engage with the employees and goes out of her way to ensure she is communicating well. Importantly, she meets all new starters in their first week and checks back in with them after a few months to ensure they are happy at work.
CEO Kim understands the need to engage with the employees and goes out of her way to ensure she is communicating well. Importantly, she meets all new starters in their first week and checks back in with them after a few months to ensure they are happy at work.
Just some of the events they have supported recently include sending a team to build a sensory garden at a local primary school, taking part in Women In Engineering day with Wolverhampton University and working with a primary school to design a new advert for the company.
Fashion-uk have teamed up with Alex's Wish to promote awareness of Duchenne Muscular Dystrophy. The company also seeks individuals for work experience placements from local schools, offering young people the opportunity to experience the work environment.
Leaders of the company aim to improve clarity in terms of structure, promotions and salary increases. This, in addition to a robust recruiting and retention policy, has demonstrated that the progression within the company is clear, open and merit based.
Leaders of the company aim to improve clarity in terms of structure, promotions and salary increases. This, in addition to a robust recruiting and retention policy, has demonstrated that the progression within the company is clear, open and merit based.
Employee wellbeing is supported with free sports massages, acupuncture and osteopathy. The company also offers full health screenings to staff, as well as an annual, free flu jab to all staff in the office.
Employee wellbeing is supported with free sports massages, acupuncture and osteopathy. The company also offers full health screenings to staff, as well as an annual, free flu jab to all staff in the office.
EW have a total of 68 solar panels on the roof of the Farnborough office. To date, the company have created over 42 MWh of energy and saved over 16,000kg of carbon dioxide emissions. Staff are updated regularly on how much energy they are creating.
Managers at the company are supported by regular coaching and feedback, with their work being underpinned by the ‘Manager's Toolkit'. This sets out exactly what the role of the manager is, especially when it comes to supporting the development of their team members.
Event such as the annual sales conference and strategic managers meeting celebrate also focus on celebrating key milestones within the business. Many social events are organised, including team-wide BBQs.
The company's Loyalty Awards offer a cash incentive that rewards people and says a big ‘thank you' to those who have worked for the business for a long time.
The company provides free fruit and healthy snacks, and runs a scheme for employees to use the local gym at a reduced rate. Lunchtime activities, such as running, cycling, swimming, triathlon, and so on, are also available for staff to participate in.
Ensoft have moved to paperless payroll and expenses, and have introduced recycling bins around the office, including bins for food waste. Offices are installed with movement sensors to trigger lights and reduce electricity wastage.
The company provides free fruit and healthy snacks, and runs a scheme for employees to use the local gym at a reduced rate. Lunchtime activities, such as running, cycling, swimming, triathlon, and so on, are also available for staff to participate in.
Senior management facilitate Management Team Development workshops for some business areas/venues to support the teams to identify where they are performing well, where they could do better and to create an action plan for their team development.
Both junior and senior members of staff were involved in the creation of the organisation's values five years ago, which means their vision, mission and objectives are universally accepted by employees at all levels.
Both junior and senior members of staff were involved in the creation of the organisation's values five years ago, which means their vision, mission and objectives are universally accepted by employees at all levels.
Over 2017, the company rolled out training to everyone in the organisation on the importance of sharing feedback and creating a culture of healthy, honest, timely dialogue. The training provided staff with tools and techniques to deliver effective feedback.
Each area of the business uses a combination of 360-degree feedback, appraisals, performance reviews and objective setting to measure and review the performance of its managers and leaders.
Each area of the business uses a combination of 360-degree feedback, appraisals, performance reviews and objective setting to measure and review the performance of its managers and leaders.
The company offers two ‘Inspiration Days' each year where individuals are encouraged to engage in cultural pursuits that will expand their learning and skill-sets, whether work or non-work related.
The ‘Knights of the Elm' award recognises individuals who go above and beyond in their commitment and demonstration of values. Each winner is ‘knighted' in a ceremony with tea and buns, and their prize is a gift to the value of £250 of their choice.
The company believe that the average, the safe, the familiar - it never makes a difference. A key principle is that if they really want to create change, if they want people to share, to participate and advocate, then staff need to be bold.
EE operates an internal social networking site, Splash. Splash is accessible by all employees and acts as a central communication channel. There are frequent posts from the CEO, as well as internal competitions with great prizes.
‘The Best Recognition Scheme' is an opportunity to recognise and reward colleagues who have done something brilliant. This can be in the form of an e-card, or a nomination for the monthly recognition award where winners receive a token of thanks and a voucher.
EE operates an internal social networking site, Splash. Splash is accessible by all employees and acts as a central communication channel. There are frequent posts from the CEO, as well as internal competitions with great prizes.
The company has introduced a range of initiatives for employee engagement, including enhanced long service awards, a coffee club, increased communications and mindfulness sessions for all office-based staff.
The company has introduced a range of initiatives for employee engagement, including enhanced long service awards, a coffee club, increased communications and mindfulness sessions for all office-based staff.
Edwards Lifesciences have a collaborative incentive scheme whereby all employees work towards set goals which are cascaded through the organisation. This is linked to the e-performance system and people are awarded between 5% and 15% of their salary.
The company offers group and individual support and development for managers. In some cases, short placements are offered in management roles as ‘trials', along with training and mentoring prior to individuals being offered permanent roles.
September is wellness month, with initiatives and competitions all aimed to get people healthy both physically and mentally.
The company offers group and individual support and development for managers. In some cases, short placements are offered in management roles as ‘trials', along with training and mentoring prior to individuals being offered permanent roles.
The company have recently invested in a learning and development officer who is a dedicated support source for staff. This enables eBECS to deliver soft skills training across the business to both new and existing employees.
‘Extra mile' awards are given to employees for going above and beyond the call of duty. Nominations can come from peers, managers or clients for either personal or professional reasons.
‘Extra mile' awards are given to employees for going above and beyond the call of duty. Nominations can come from peers, managers or clients for either personal or professional reasons.
Managing Director Steve Turner takes an active role in getting to know employees in the business. When an employee joins, Steve ensures he meets every one of them on their corporate induction journey. Then, at the end of each month, all new starters join Steve for a lunch out.
Dedicated to promoting interaction and communication amongst the teams, Easi-Drive have found hot desking key to generating conversations and capturing winning moments. These winning moments are quickly communicated through the bespoke intranet platform.
Managing Director Steve Turner takes an active role in getting to know employees in the business. When an employee joins, Steve ensures he meets every one of them on their corporate induction journey. Then, at the end of each month, all new starters join Steve for a lunch out.
The mission of the business is communicated on a regular basis, through references - i.e. in peer bonuses - storytelling and repetition. This is an integral part of the business and affects every decision made.
All managers are given annual performance reviews, including 360-degree reviews for senior leadership. The leaders also have regular one-on-one meetings with their direct manager at least bi-weekly to discuss ongoing performance and address any issues.
All managers are given annual performance reviews, including 360-degree reviews for senior leadership. The leaders also have regular one-on-one meetings with their direct manager at least bi-weekly to discuss ongoing performance and address any issues.
Defaqto run their Animal Awards, where each director can rewards one or more people in their department each quarter with vouchers, a cuddly animal on their desk and a reserved parking space right by the building.
Defaqto run their Animal Awards, where each director can rewards one or more people in their department each quarter with vouchers, a cuddly animal on their desk and a reserved parking space right by the building.
Defaqto run their Animal Awards, where each director can rewards one or more people in their department each quarter with vouchers, a cuddly animal on their desk and a reserved parking space right by the building.
David Nieper encourages wellbeing and environmental health through their walk to work incentive scheme. Additionally, rainwater is harvested, solar panels are installed on all buildings and supplies are sourced as locally as possible.
David Nieper encourages wellbeing and environmental health through their walk to work incentive scheme. Additionally, rainwater is harvested, solar panels are installed on all buildings and supplies are sourced as locally as possible.
David Nieper encourages wellbeing and environmental health through their walk to work incentive scheme. Additionally, rainwater is harvested, solar panels are installed on all buildings and supplies are sourced as locally as possible.
Datto actively support a range of charities through company fundraising initiatives, which have included a charity car wash, raffles, sporting activities, and much more.
Employees are able to submit recognition shout-outs to other employees, which are then displayed on the internal intranet page. Each year, one winner is chosen to receive a bonus and a trip to the annual conference in America.
To monitor engagement levels on a weekly basis, the introduction of charity, fun and wellness groups has given employees the chance to take part in something that has a big impact on their engagement levels at work.
Various exercise groups have formed within the organisation and the staff lead a ‘Biggest Loser' competition, which is always well-subscribed to on a quarterly basis. The company also offers free massages to employees.
Creditsafe recently held an 'It's a Knockout' tournament for the staff, where the company was closed for an afternoon. This gave employees chance to engage with other members of staff that they may not speak to through the course of their normal day.
Managers are offered regular tutoring and coaching so that they can continue their development, and performance is reviewed on a monthly basis.
As part of learning and development incentives, Content and Code award cash bonuses to employees who successfully complete Microsoft Competency exams.
To ensure the wellbeing of employees, Content and Code hire a massage therapist to come into the office every three weeks. Team members are also encouraged to talk to their line managers, who make sure they have regular one-to-ones with their team members.
To ensure the wellbeing of employees, Content and Code hire a massage therapist to come into the office every three weeks. Team members are also encouraged to talk to their line managers, who make sure they have regular one-to-ones with their team members.
Incentive trips and monthly, quarterly and half yearly achievers awards are run alongside bonus and commission incentive schemes. These include exchange trips with the US office in Los Angeles and other fully expensed trips abroad.
Lunch and Learn sessions are run not just by the in-house formal trainers, but by anybody who has had success with a particular client, initiative, campaign or activity - they are invited to run a short, ten-minute overview session for the rest of the business to promote best practice.
Lunch and Learn sessions are run not just by the in-house formal trainers, but by anybody who has had success with a particular client, initiative, campaign or activity - they are invited to run a short, ten-minute overview session for the rest of the business to promote best practice.
To support the wider community, Coastline Housing offer a range of grants up to £1,500 for local projects, groups and individual customers. Over the past year, they have granted awards for school playground enhancements, sports equipment and high-visibility jackets for community volunteers.
To support the wider community, Coastline Housing offer a range of grants up to £1,500 for local projects, groups and individual customers. Over the past year, they have granted awards for school playground enhancements, sports equipment and high-visibility jackets for community volunteers.
The company operates an annual appraisal scheme that assesses managers against core competencies. They also operate a management development programme where managers receive training on employee recognition, providing feedback and employee engagement.
The company's e-learning system forms a key role in how health and safety training is delivered to employees. OLAS is an online learning and assessment system that helps the allocation of regular training and awareness throughout the organisation while also being able to track progress and results.
The company's e-learning system forms a key role in how health and safety training is delivered to employees. OLAS is an online learning and assessment system that helps the allocation of regular training and awareness throughout the organisation while also being able to track progress and results.
The company's e-learning system forms a key role in how health and safety training is delivered to employees. OLAS is an online learning and assessment system that helps the allocation of regular training and awareness throughout the organisation while also being able to track progress and results.
Female employees have been offered places on Role UK, the specially designed course for women. Employees took up the opportunity to go on a course called ‘Women on the Ladder', which is primarily an outdoor activity centre that empowers women to build self-confidence.
Estimating Teams have raised almost £9,000 for a colleague who was diagnosed with a brain tumour. He and his family are trying to raise £100,000 for a procedure, which is available in the UK but not on the NHS.
Female employees have been offered places on Role UK, the specially designed course for women. Employees took up the opportunity to go on a course called ‘Women on the Ladder', which is primarily an outdoor activity centre that empowers women to build self-confidence.
They have recently introduced regular newsletters, decorated staff rooms, provided certificates for LSA, launched company activities, enhanced their referral scheme and introduced additional training for staff.
Progression is key and Champneys support and encourage this. Therapists can become general managers and kitchen porters can train to become sous chefs and so on. This development and change is actively supported through training.
Progression is key and Champneys support and encourage this. Therapists can become general managers and kitchen porters can train to become sous chefs and so on. This development and change is actively supported through training.
Every year, Ceviche holds an awards ceremony in which staff nominate each other. This involves a champagne and canapé reception that all employees are invited to attend. Winners are announced and awarded with a trophy, champagne and £100 cash.
Every year, Ceviche holds an awards ceremony in which staff nominate each other. This involves a champagne and canapé reception that all employees are invited to attend. Winners are announced and awarded with a trophy, champagne and £100 cash.
Ceviche are focused on supporting hospitality industry charities, local charities and Peruvian charities. In 2017, they held an event to raise money for the communities affected by the floods in Peru, raising over £6,000.
Castleoak's Chief Executive Officer recognises that having an 'open door policy' is somewhat cliché, but the company actively encourages a non-hierarchical structure whereby colleagues are always welcome to drop by his office and discuss any matters of interest.
Foundations, Castleoak's charitable arm was established in 2007 and organises raffles, cake sales, charity running events and ‘Castleoak Rocks', which includes putting on a gig with a band at a local venue to raise money for various local projects in their community.
Managers are monitored against their ability to continuously learn and develop. This could be through reviewing their progress in achieving formal qualifications or informally in terms of how they are embracing and working within the company's agile principles.
carwow have partnered with mental health company Sanctus who provide regular mental health coaching sessions and lunch learns with their staff. They have recently signed the Sanctus mental health pledge, promising to treat mental health in the same way as physical health.
As a result of last year's survey, carwow broadened their social events. They now run a film club and board game night and host a regular carwow quiz night with company-centric questions, improving relationships within the company.
carwow have partnered with mental health company Sanctus who provide regular mental health coaching sessions and lunch learns with their staff. They have recently signed the Sanctus mental health pledge, promising to treat mental health in the same way as physical health.
The company has trained in-house assessors and are now able to provide an apprenticeship to anyone within Carbon60 who would like to work towards a qualification within recruitment, business administration, customer service or management.
Carbon60 acknowledge that a sales environment can be stressful and their managers are trained in how to spot this. The company go above and beyond to remove as much work-related stress as possible and advocate seeking specialist support and guidance.
The company has trained in-house assessors and are now able to provide an apprenticeship to anyone within Carbon60 who would like to work towards a qualification within recruitment, business administration, customer service or management.
Canary Wharf College's principles are communicated to new employees through an extensive induction programme, including sessions on the history and ethos of the organisation. They also have staff meetings at the beginning of each term to reinforce the vision and values of the college.
The college supports employees from different and varied roles to obtain qualifications to develop themselves. For example, they supported teaching assistants to obtain teaching qualifications and teachers to obtain leadership qualifications.
Typically, a leader will be present at the start of each school day to welcome children as they enter the school, pass on any important notes or messages and allow staff to approach them about any matters.
Cambscuisine have recently partnered with Greener Growth, who have re-designed the restaurant gardens to enable the growing of produce on site. Ingredients such as rhubarb, redcurrants, herbs, spring onions, spinach, peas and fennel are now hand-picked every day.
The company has been trialling aluminium straws at their restaurants and look to roll this out so they can be 100% plastic free across all sites. Most recently, one site has started producing its own herbs and vegetables, helping to reduce carbon emissions.
The company has been trialling aluminium straws at their restaurants and look to roll this out so they can be 100% plastic free across all sites. Most recently, one site has started producing its own herbs and vegetables, helping to reduce carbon emissions.
Their ‘Inspiring Leaders' development programme uses scenario-based simulation activity to give participants the opportunity to undertake a lifelike business challenge. As part of this, they spend half a day giving and receiving feedback.
Their ‘Inspiring Leaders' development programme uses scenario-based simulation activity to give participants the opportunity to undertake a lifelike business challenge. As part of this, they spend half a day giving and receiving feedback.
In 2017, they introduced Special Thanks and Recognition (STAR) Awards across the group. The awards are designed to recognise and reward individuals who demonstrate one-off, above-and-beyond performance while modelling Cambridge Assessment values. Award winners receive a £50 voucher.
In 2017, the company introduced 'Chris100', a 100-second vlog for staff created by Chief Commercial Officer Chris Green. The vlog communicates everything the staff need to know that month, including team updates and company news.
In 2017, the company introduced 'Chris100', a 100-second vlog for staff created by Chief Commercial Officer Chris Green. The vlog communicates everything the staff need to know that month, including team updates and company news.
In 2017, the company introduced 'Chris100', a 100-second vlog for staff created by Chief Commercial Officer Chris Green. The vlog communicates everything the staff need to know that month, including team updates and company news.
To highlight the culture they want to achieve and maintain, the company created their six behaviours with help from employees. These include: Show the Love, Only Accept Awesome, I Got This, Do What Scares You, Tell It Like It Is and Open Up & Listen.
The senior management team publish their personal objectives for all employees to see. They also published the behaviours they are working on as individuals and these can be found framed and hanging on the wall in the office.
The senior management team publish their personal objectives for all employees to see. They also published the behaviours they are working on as individuals and these can be found framed and hanging on the wall in the office.
Chief Executive Officer Peter meets all new employees in their first week of employment and will take them for a New Start Lunch. This provides new employees a chance to get to know Peter and learn about his open-door policy.
Last year, the company conducted 'Stay interviews' with top performers across the business. The interview gives employees a chance to explain what is working well and not working so well, giving the HR and senior leadership teams an idea of what drives employees.
Last year, the company conducted 'Stay interviews' with top performers across the business. The interview gives employees a chance to explain what is working well and not working so well, giving the HR and senior leadership teams an idea of what drives employees.
All staff appraisals have a section where they are asked to provide examples of their performance that relates to the Company Values. Staff have a guide based on the ‘Values' workshop to remind them how they might live the values.
Bugler have helped the Peace Hospice throughout the year through fundraising activities. Staff have volunteered to participate in a 5K obstacle run, abseiling down one of Watford's highest buildings and a charity golf day.
The workforce is either based at the company's HQ or at one of up to 20 construction sites in the south east. Every staff member meets socially at least twice a year and all staff are given the option of using free taxis to get home no matter where they live.
Employee development is key and the company support all employees with training throughout their employment from graduate training to continued professional training (CPD). Each year, they support a number of graduates to achieve either the ACCA or ICAEW qualification.
Broomfield & Alexander currently have two dress down days a month and all proceeds go to their nominated charities. The company also regularly hosts cake bake sales asking staff to either bake or donate to the cause by buying the treats.
Broomfield & Alexander have a helpline for staff should they require any counselling support. They also have an income protection plan should people be off sick long term.
The company have also introduced 'Thirsty Thursday', which occurs monthly to improve interaction between teams in the ever expanding London office and general socialising in the regions.
Brooks Macdonald endeavour to ease stress by holding regular collaborative events, including annual Christmas mulled wine and mince pie gatherings, a Christmas jumper competition, and frequent cakes and goodies for staff.
The Brooks Macdonald Foundation was established in 2011 as a charitable trust. Funds are generated from corporate donations, an employee Give as You Earn Scheme, fundraising events and donations from friends, family and clients.
Broadgate Estates recognise the importance of health and happiness at work, and the Wellbeing Committee has come together with the purpose of providing an internal network to promote a workplace that encourages health, happiness and fulfilment.
To support their vision to enable remarkable places to perform, Broadgate believe in giving something back to their community. Their chosen charities for 2017/18 are Coram and LandAid and they will financially support individual's endeavours to raise money for charities.
To support their vision to enable remarkable places to perform, Broadgate believe in giving something back to their community. Their chosen charities for 2017/18 are Coram and LandAid and they will financially support individual's endeavours to raise money for charities.
The organisation seeks to reward individuals going above and beyond their role. To encourage this, they have introduced performance-based remuneration to motivate and reward consistent high performance.
Broadacres Housing Association use the Health and Safety Executive's toolkit to help identify areas that are causing employees to feel stressed. Once identified, the results are discussed with the employee and an action plan is developed in collaboration with their manager. This ensures that staff feel supported during this difficult time.
They have made a commitment to supporting as many groups as possible and have a ‘Community Development Fund' of £12,000 per annum that community groups and charitable organisations with a local link can apply to for funding.
The BHA organises staff roadshows to encourage their London staff to attend regional roadshows to meet and socialise with colleagues. Their goal in 2018 is to have all employees attend one of three regional events.
The BHA organises staff roadshows to encourage their London staff to attend regional roadshows to meet and socialise with colleagues. Their goal in 2018 is to have all employees attend one of three regional events.
Nick is very down to earth, humble and an authentic leader. He knows practically everybody's name in the business and is knowledgeable on their roles and what they bring to the organisation.
All management undergo a rigorous supervision and appraisal process. Performance reviews are overseen by line managers, but in some service areas - for example, retail - performance is measured by results.
They offer staff a comprehensive training plan with a range of mandatory and developmental programmes available. Break Charity has its own vocational accreditation centre so they can deliver work-based qualifications at levels 3 and 5.
All management undergo a rigorous supervision and appraisal process. Performance reviews are overseen by line managers, but in some service areas - for example, retail - performance is measured by results.
All managers have their performance reviewed through our internal performance review process. This involves a minimum of two formal review meetings per year in addition to regular one-to-ones.
Each team has a Christmas celebration paid for by the company that provides free transport or accommodation to all employees that wish it. They have a Santa's Grotto at the head office for employees with younger families.
In addition to performance related bonuses and incentives, the company are strong advocates of recognising the uniqueness of the individual. A variety of rewards are given from time off, to bubble baths and chocolates to dinner vouchers for yourself and a partner or large cash sums.
Boden really values employee development, supporting this with resource and budget. As well as the learning team in London, the company also have two warehouse trainers in Leicester and four call centre trainers in London, Leicester and the US.
Boden hold summer parties for all employees. Last summer, the London and Leicester teams got together at a county house in Oxfordshire for a day of fun and activities, including raft racing, rounders, food tasting and driving bumper cars.
Boden really values employee development, supporting this with resource and budget. As well as the learning team in London, the company also have two warehouse trainers in Leicester and four call centre trainers in London, Leicester and the US.
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