What are companies doing with regards to 'My Company'

In addition to generous monetary bonuses, all employees at WFAC can earn 'Chorlty Chips' (CCs) for doing everyday things, such as attending work each day or meeting their quality expectations. The company have created an online shop where employees can spend their CCs to get goods such as vouchers, family days out or additional leave. Similar to online banking, each employee also has their own balance, prominent when they log on. Another jewel in WFAC's crown is their ‘Achievements' feature. Appealing to their young workforce, the company ventured outside the box and decided to create a system that mirrors a video game. Agents can ‘unlock' Achievement Points (AP) for completing a range of activities, some that are easily attained, such as logging onto the system for the first time and others which are more challenging, such as the agent's customers receiving over one million pounds worth of offers in a month. These APs can then be exchanged for currency in the internal shop.

In addition to generous monetary bonuses, all employees at WFAC can earn 'Chorlty Chips' (CCs) for doing everyday things, such as attending work each day or meeting their quality expectations. The company have created an online shop where employees can spend their CCs to get goods such as vouchers, family days out or additional leave. Similar to online banking, each employee also has their own balance, prominent when they log on. Another jewel in WFAC's crown is their ‘Achievements' feature. Appealing to their young workforce, the company ventured outside the box and decided to create a system that mirrors a video game. Agents can ‘unlock' Achievement Points (AP) for completing a range of activities, some that are easily attained, such as logging onto the system for the first time and others which are more challenging, such as the agent's customers receiving over one million pounds worth of offers in a month. These APs can then be exchanged for currency in the internal shop.

WDP operates a Health, Safety & Wellbeing handbook. They also have a Staff Handbook that includes a stress management policy and guide aimed at Managers and team members. The handbook includes suggestions about how to notice and mitigate stress. WDP's approach to flexible working contributes to employee wellbeing, as does their investment in employee learning and development. The company's L&D team delivers training open to all employees, which is particularly useful for practitioners engaging with service users. It covers noticing signs of stress, supporting team members, stress reduction techniques, ways to minimise stress and next steps if more than self-care is required. Most teams engaging directly with client caseloads also receive group clinical supervision with an external clinical supervisor or an alternative suitable reflective space.

Westminster Drug Project (WDP) has in the past had a fully funded internal OCN accredited staff qualification course to help new practitioners evidence their competency. The company's commitment to employee development includes investing in competency, qualifications and also continuing their professional development programmes. The organisation believes in growing talent and approximately 40% of their Managers are home grown. The annual WDP Staff Away Day took place on Monday 21st and Tuesday 22nd November, hosted at the Irish Centre in Camden. Both days were a resounding success, with a number of achievements from the past year discussed and celebrated. Each day began with some introductory words from the Chair Yasmin Batliwala and the joint Chief executives, Arun Dhandayudham and Manish Nanda. The morning and afternoon workshops followed, consisting of Breaking Free Online, Informal Learning at WDP, Teamwork and Change and Working with Young People. All workshops were informative and interactive, highlighting WDP's intention of growing. The SAVA awards further emulated this theme, celebrating the diligence and dedication of WDP staff throughout their various centres.

In addition to their extensive pay and benefits package, performance related bonuses and intangible benefits such as flexible working and a great working environment, VocaLink also have an employee recognition scheme that seeks to reward employees for efforts that are over and above their usual role. The recognition award scheme is directly linked to the company behaviours of commercial, courageous, collaborative, transparent and respectful. Anyone across the business can nominate their colleagues against one or more of these behaviours through the recognition portal. As each nomination is made with supporting information, a post is made on the intranet which contains all the details of the nomination and is available to 'like' and comment on. All the nominations are then assessed by a panel made up of colleagues from across the business. Three nominations per month are crowned 'winners' and in addition to the immediate recognition from the nomination itself, these employees are awarded £100, which can be redeemed at a range of shops and restaurants. In addition, teams of people that are nominated could win a quarterly prize of up to £500 towards a team celebration. Each year three 'overall' winners are selected by a panel to receive £1,500. The scheme is regularly reviewed and refreshed to ensure that it is in line with our behaviours and the needs of all employees.

In addition to their extensive pay and benefits package, performance related bonuses and intangible benefits such as flexible working and a great working environment, VocaLink also have an employee recognition scheme that seeks to reward employees for efforts that are over and above their usual role. The recognition award scheme is directly linked to the company behaviours of commercial, courageous, collaborative, transparent and respectful. Anyone across the business can nominate their colleagues against one or more of these behaviours through the recognition portal. As each nomination is made with supporting information, a post is made on the intranet which contains all the details of the nomination and is available to 'like' and comment on. All the nominations are then assessed by a panel made up of colleagues from across the business. Three nominations per month are crowned 'winners' and in addition to the immediate recognition from the nomination itself, these employees are awarded £100, which can be redeemed at a range of shops and restaurants. In addition, teams of people that are nominated could win a quarterly prize of up to £500 towards a team celebration. Each year three 'overall' winners are selected by a panel to receive £1,500. The scheme is regularly reviewed and refreshed to ensure that it is in line with our behaviours and the needs of all employees.

This year for Vertex's annual day of service, they supported a number of local causes. These included SmartWorks who provide business attire for those interviewing to return to work, the Hammersmith Garden project to maintain a local school nature garden, and the Selby Trust community hub, helping them to repaint areas of the centre and maintain their fencing. This year they supported SmartWorks, who provide appropriate business clothing to people in need so that they can look smart for interview to help them gain employment. Support involved donating, sorting and ironing clothes ready for when they are required.

Communication of the company's mission and values starts on day one at Vertex's new employee induction and is something that the company feel very strongly about. They also have a recognition programme which focuses on the everyday implementation of the company values and rewards employees for the ways in which they do this.

Twice a year companywide training events on employment law are provided, as well as managerial skills sessions for all Managers. Urgo also give 360 assessments for people Managers. As part of the annual appraisal process, Managers are assessed versus the Urgo Managerial competencies. A talent review day also takes place each year, where each Manager is presented by their line Manager to the Leadership Team in order to identify high potential people and to also create development plans.

Twice a year companywide training events on employment law are provided, as well as managerial skills sessions for all Managers. Urgo also give 360 assessments for people Managers. As part of the annual appraisal process, Managers are assessed versus the Urgo Managerial competencies. A talent review day also takes place each year, where each Manager is presented by their line Manager to the Leadership Team in order to identify high potential people and to also create development plans.

At Unicef, different teams adopt different practices according to their needs. These include weekly stand up meetings to share priorities for the week and to ask for assistance if they need it using a red /amber / green status flag, which indicates their workload to colleagues. There is also the use of instant messaging or communication apps such as WhatsApp to share information, updates and to ask questions, plus the use of Skype or FaceTime to dial colleagues into meetings. Each year, Unicef bring all employees together for an all staff away day. This is an engaging event which gives real meaning and purpose to everyone's jobs by connecting people to the impact their efforts and Unicef's work is having for children around the world. 2016's event was themed around Children on the Move. They had informative presentations from colleagues working in their Jordan and Lebanon country offices and heard from inspiring young people about the positive impact one of their UK Programmes 'Rights Respecting Schools' is having on their lives. Staff also had the opportunity to participate in a humanitarian emergency simulation and take a virtual reality tour of a refugee camp.

During a recent strategy process at Unicef, members of their Executive team ran face to face briefing sessions for employees in which they shared their refreshed primary purpose / mission statement and showed how their strategic plans and ways of working together will help achieve their vision of a world fit for every child. Their Executive Director also presented on this at their all staff away day in September. These are a couple of ways that Unicef help colleagues to see how the work they do contributes to the bigger picture. As part of Unicef UK's induction programme, all new colleagues take part in a half day interactive workshop that is focused on introducing their Common Approach values and explaining how they work together to achieve their ambitious goals for children. Their Common Approach values are first mentioned during the recruitment of new staff. They are an important part of the induction and on-boarding of new colleagues. They also conduct 360 feedback as part of the end of probation review to ensure that new recruits are able to model these values in their work with others.

As part of their total reward framework, UCAS operate employee-led recognition schemes known as Shining Stars and Shining Teams to both recognise and celebrate the hard work and achievements of their people on a regular basis. Often team members can see the day to day effort and hard work that individuals put in and this is their opportunity to acknowledge it. A large proportion of the success of this scheme can be attributed to what people can be rewarded for because the scheme nomination criteria is directly linked to their core values – Customer, Commitment, Agility, Team, Outcomes and Extraordinary. Colleagues are acknowledged for their outstanding work, achievements, ideas and teamwork on a quarterly basis and are made a fuss of at a celebratory drinks reception and by having their name and nomination displayed in the UCAS restaurant for all to see. Winners also receive retail vouchers for them to select a gift that is personal to them and that they will really value.

UCAS support a number of community and charitable initiatives as part of their Wellbeing Strategy. There is a wide range of activities that have been organised or sponsored, as well as hosting awareness days, event sponsorship (e.g. Cheltenham Science Festival, sporting events), sustainable travel activities and events to support the personal health and wellbeing of employees. UCAS employees also participate in a number of charitable events using three paid volunteering days each year, as well as some doing these in their own time. Activities include paired reading at local schools, young persons' mentoring, practice interviews for Year 10 & 11 students and participating in local education provider sporting tournaments. UCAS also opens its grounds to local schools for allotment development and pond-dipping, all to support local educational programmes and curriculums. Furthermore UCAS recently hosted the Cheltenham Qualifying Round of Debating Matters, which is a national debating competition for sixth form students. UCAS is also a proud sponsor of the competition and a number of employees commit their time to serve as judges at various levels of the competition.

Tusker have several "break-out" areas which are equipped with comfortable seating, food preparation equipment and drinks machines which enable employees to switch off from work during their breaks. Additionally, they have televisions available for employees to watch in these spaces, as well as activities including darts and table tennis available for staff to participate in. Tusker also run a bike hire scheme for employees to enhance fitness levels and a greener form of transport. Each team member has the ability to turn their phone to "do not disturb" in order to aid focus on their roles or to complete tasks without interruption. Tusker actively encourages this practice. Tusker carefully monitors the skill sets of individuals and ensures staff are in appropriate roles. Further training is provided for those who require support, as is a change of role for those who find their current skillset isn't matched to their existing role.

Tusker have several "break-out" areas which are equipped with comfortable seating, food preparation equipment and drinks machines which enable employees to switch off from work during their breaks. Additionally, they have televisions available for employees to watch in these spaces, as well as activities including darts and table tennis available for staff to participate in. Tusker also run a bike hire scheme for employees to enhance fitness levels and a greener form of transport. Each team member has the ability to turn their phone to "do not disturb" in order to aid focus on their roles or to complete tasks without interruption. Tusker actively encourages this practice. Tusker carefully monitors the skill sets of individuals and ensures staff are in appropriate roles. Further training is provided for those who require support, as is a change of role for those who find their current skillset isn't matched to their existing role.

As a rapidly growing company, Total Assist runs a regular and dedicated internal recruitment academy for new staff. This gives new team members a fully supported environment to learn their new role amongst their peers before they progress to a consultant desk of their own. The company have also found this is a great way for new starters to mix with existing employees and promotes a family feel within the company.

Senior Management operate an open door policy and actively spend their time amongst floor staff to support and provide assistance, promoting a feeling of all employees being on the same level and encouraging team members to talk to Senior Managers about any concerns that they may have. Senior Management perpetually seek ways to recognise and reward outstanding achievement, for example floor walking, taking the time to get to know every team member personally and taking an active interest in team members' well-being and personal development.