What are companies doing with regards to 'My Company'

By using animals to represent the PANDORA values, the company provide employees with something tangible to help demonstrate them. They have a figurine called Winnpier who is an amalgamation of all three values: the strong legs and tail from the lion, the large heart and long neck from the giraffe and the wings from the bumble bee. Winniper represents PANDORA's values and the behaviours that they require all their employees to demonstrate. The company launched their values called ‘PANDORA Life' in 2011 through large events within each region of PANDORA. Employees were taken out of the office to a beautiful location where the history of the company and the relevance and importance of its values were explained. PANDORA award prizes to employees for demonstrating the PANDORA Life values in their daily work and also at company events and parties. The values also have been incorporated into the company's Personal Development Reviews and employees must think about how they relate to their particular position. Objectives are then set incorporating the values.

By using animals to represent the PANDORA values, the company provide employees with something tangible to help demonstrate them. They have a figurine called Winnpier who is an amalgamation of all three values: the strong legs and tail from the lion, the large heart and long neck from the giraffe and the wings from the bumble bee. Winniper represents PANDORA's values and the behaviours that they require all their employees to demonstrate. The company launched their values called ‘PANDORA Life' in 2011 through large events within each region of PANDORA. Employees were taken out of the office to a beautiful location where the history of the company and the relevance and importance of its values were explained. PANDORA award prizes to employees for demonstrating the PANDORA Life values in their daily work and also at company events and parties. The values also have been incorporated into the company's Personal Development Reviews and employees must think about how they relate to their particular position. Objectives are then set incorporating the values.

Oxford City Council has invested heavily over the last two years in specific staff development. The first example is a comprehensive Health and Wellbeing programme, which covers a diverse range of subjects from nutritional health and health MOT's to resilience training and stress management techniques. As an addition to this a staff champion group was formed to put forward ideas about other aspects of development that would be popular. From this funding was provided for initiatives such as a Council Choir, City walking events, exercise bands and Fit Bits. The second example is the Leadership and Management Development Programme, where the fundamental principle was to move away from a ‘sheep-dip' training programme to an assessment centre where Leaders and Managers were able to identify personal strengths and developmental areas, as well as raise their own understanding of their emotional intelligence.

Oxford City Council is very conscious of its corporate social responsibility and recognises that there is a significant level of deprivation in the city. Many initiatives have and are being taken to tackle this, such as additional funding for education and support/mentoring for certain age groups in city schools. The has also been the redevelopment of community centres, a new swimming pool at Blackbirdleys, the Barton housing development and the new Westgate shopping centre. A team was also set up specifically to respond to the implications of welfare reform that impacted on several areas of the city. The Welfare Reform Team was specifically set up to respond to the implications of Welfare Reform on certain groups which included the homeless. The Council also works closely with charities such as Crisis to support homelessness and similar issues. Oxford City Council's apprenticeship scheme has been running for five years and has had a significant impact on ensuring vulnerable young people have a chance of employment and becoming ‘work ready'. One part of the organisation's Community Team has worked with a group of young people who were having difficulties at school and through various initiatives have changed lives for the better. One example of this has been the city garden, where these young people are responsible for managing and growing crops.

Oxera provide a number of training courses run internally at all levels of the business. This ensures that the content is relevant and applicable to the delegates and that the information can be applied back to the workplace they operate within. Any questions or queries after the courses can also be directed back to the presenters as and when required. Oxera also encourage one-to-one training, which is provided by the highest level experts within the company. One of the pre-requisites in becoming a Senior Consultant at Oxera is Line Management experience. The company prepare consultants for this by allowing them the opportunity to line manage an intern or work experience person for a short period of time. They also hold a number of recruitment events which they encourage the consultants to take part in to develop their presentation, networking and interpersonal skills.

Oxera provide a number of training courses run internally at all levels of the business. This ensures that the content is relevant and applicable to the delegates and that the information can be applied back to the workplace they operate within. Any questions or queries after the courses can also be directed back to the presenters as and when required. Oxera also encourage one-to-one training, which is provided by the highest level experts within the company. One of the pre-requisites in becoming a Senior Consultant at Oxera is Line Management experience. The company prepare consultants for this by allowing them the opportunity to line manage an intern or work experience person for a short period of time. They also hold a number of recruitment events which they encourage the consultants to take part in to develop their presentation, networking and interpersonal skills.

OVO invested over £600,000 in their Customer Service department with their new reward initiative, OVO Reward Steps. OVO Reward Steps is a way of rewarding great performance and recognising people's commitment to OVO within the Customer Service and back office teams. OVO Reward Steps has introduced significant salary milestones alongside clearly defined knowledge and experience criteria, giving people clear career progression in this crucial part of the business. Addressing attrition, sickness and a perception that people were not getting a ‘fair deal', OVO Reward Steps resulted in a 4% decrease in sickness, 52% decrease in attrition and 39.8% increase in the company's eNPS score for ‘Reward'. The success of this project in its first four months represents savings to the business of £409,762.

OVO invested over £600,000 in their Customer Service department with their new reward initiative, OVO Reward Steps. OVO Reward Steps is a way of rewarding great performance and recognising people's commitment to OVO within the Customer Service and back office teams. OVO Reward Steps has introduced significant salary milestones alongside clearly defined knowledge and experience criteria, giving people clear career progression in this crucial part of the business. Addressing attrition, sickness and a perception that people were not getting a ‘fair deal', OVO Reward Steps resulted in a 4% decrease in sickness, 52% decrease in attrition and 39.8% increase in the company's eNPS score for ‘Reward'. The success of this project in its first four months represents savings to the business of £409,762.

One Way have an induction training programme, progressive career path, regular one to ones, annual appraisals, internal training workshops and external training which are organised as appropriate relevant to role, an online HR system with logbook detailing training and development for each team member.

One Way have an induction training programme, progressive career path, regular one to ones, annual appraisals, internal training workshops and external training which are organised as appropriate relevant to role, an online HR system with logbook detailing training and development for each team member.

Out of Old Mill's total head count of 243, over 70 are currently training to be Accountants, Tax Advisers or Financial Planners. This represents a huge investment in the future of Old Mill and is all supported by the company's Coaching and Mentoring programme. Trainees are also rotated around Old Mill so that they can appreciate the different parts of the business when advising clients in the future. The Leadership Programme covers all employees from Trainee through to Partner level and increases self-awareness of how they impact on others. This programme has been designed in conjunction with the Centre for Leadership Studies at the University of Exeter.

Old Mill's Leadership Programme has made a big difference with the Managers. It focuses on how people impact on others and has been specifically designed to align with Old Mill's values and goals. The company have also had specific developmental issues with one or two Managers. The company culture encourages Managers and employees alike to want to change and develop. Old Mill have had some great results through individual coaching, all by using a mixture of both internal and external Coaches. The performance of the Managers is measured in financial terms on a month by month basis. The company's appraisal system also measures performance against specific objectives and organisational values. Finally, a very comprehensive psychometric and 360 evaluation of the Managers is repeatedly completed.

In addition to NNT Data offering occupational health and the Employee Assistance Programme, the company promotes the sabbatical and flexible working policy and also encourages employees to utilise these benefits. The business also encourages employees to take all annual leave throughout the holiday calendar year. The company recognises that in unfortunate circumstances an employee may need to take up to five days paid leave, which is another benefit used to assist employees with wellness and their return back to work.

NTT Data's Reward and Recognition Programme is designed to recognise and celebrate the valuable contributions of all the company's employees across the UK. This recognition can be for anything, from daily achievements that deliver greater value to clients to the implementation of ground-breaking innovation. To be selected for a Recognition Award, employees must demonstrate outstanding commitment and achievement. For a bronze Award staff receive £250, for silver Award's £500 and for the Gold Award it is £1,000. In addition there is the Team Award Team event, where rewarded individuals and teams are recognised in Town Hall meetings and presented with a glass trophy.

One of No1 Lounges main focuses of 2016 has been to improve employees' development so their people feel supported, empowered and engaged in their own progression. The company recognise the importance of internal promotion and it's key that they support their people throughout their employment with us. Over 70% of employees with a length of service over four years have achieved promotions, with many starting in Team Member roles and progressing into local and central Management Teams. To ensure new starters feel supported on their journey at No1 Lounges they have recently launched the ‘Flying Start' programme, which charts the personal development of employees in their first three months. This enables them to chart their progression and set clear and achievable objectives. No1 Lounges operational training programme, held on ‘Up In The Air Days', brings their people together to share knowledge and experiences while learning interesting, diverse and relevant skills. The programme is designed for the employee to opt in and sessions are facilitated by the in-house trainer, HODs or the external L&D partner ‘Purple Cubed'.

It's integral to the successful running of No1 Lounges that every employee has a comprehensive understanding of the broader workings and objectives of the business. That's why ‘Tray Days' and ‘Desk Days' take place regularly and are open to all employees, from Heads of Department to housekeepers. Desk Days allow operational employees to spend time with each department in Head Office (referred to as the London Office to avoid hierarchy) and Tray Days give the London Office valuable exposure to the workings of lounges. The CEO Phil Cameron is extremely hands on. Phil, Joe (Head of Operations and Jamie (Head of People) spend at least two days a week in the operations, supporting the Managers, Supervisors and Team Members. They also have a weekly call with each lounge Manager, which takes place every Monday morning. The running of the operations is complex and Phil believes high pressured situations need to be handled calmly, while keeping the businesses objectives front of mind. He aims to inspire his teams by ensuring he's personable, passionate and present. One distinctive initiative that demonstrates the way the Phil engages colleagues in the organisation is ‘Grill Phil'. These take place every six weeks at each airport and allow him to communicate any business updates and new ideas directly. Staff can then ‘grill' him on any topics and raise any issues, which the company believe is key to engagement. The majority of actions to come out of a Grill Phil are implemented or responded to within a month of the meeting to ensure employees feel listened to, supported and an integral part of No1 Lounges development.

In designing the NHBC's bonus structure the organisation have recognised that whilst all employees can influence business performance, those at lower grades have considerably less influence than Senior Managers on corporate objectives. As a result of this, to drive and recognise employee performance NHBC have weighted the bonus calculations for lower graded employees, allowing them to have greater influence over their bonus achievement. For most employees the bonus is based on 75% individual performance and 25% Company performance, whilst the CEO is 85% Company performance. This means that lower graded employees will receive a substantial proportion of bonus if they perform well but the Company does not over achieve.

NHBC six core principles or behaviours are integral to an organisational wide recognition scheme called Star Awards, a scheme that is open to all employees. Staff can nominate colleagues for work or actions that embody one or more of the NHBC behaviours. The nominees receive notification of the nomination and their names are posted on the organisation's intranet. At the end of the year the nominations go forward to a cross sectional judging panel, with winners and runners up of each category being invited to attend a gala event.

NG Bailey utilise opportunities to work with external partners as part of their approach to employee development. The company's educational outreach activities are supported by employees from every level of the organisation, from apprentices to Executive Team Members. Individuals can find themselves undertaking the simplest of tasks, from organising a careers discussion with a class or year group to working as part of a team developing a day of STEM (science, technology, engineering and maths) related activities for 300+ students. This challenges them to use their existing management and leadership skills in a very different and unpredictable environment, as well as offering an opportunity to take part in something extremely rewarding. NG Bailey also work with existing clients to carry out “dragons den” type workshops, were they put forward a group from one of their talent programmes to work with clients who are looking for inventive ideas to tackling the problems they are facing in their own businesses. This provides a great opportunity to apply their strategic thinking skills to unusual problems whilst working to tight deadlines in a foreign environment.

NG Bailey utilise opportunities to work with external partners as part of their approach to employee development. The company's educational outreach activities are supported by employees from every level of the organisation, from apprentices to Executive Team Members. Individuals can find themselves undertaking the simplest of tasks, from organising a careers discussion with a class or year group to working as part of a team developing a day of STEM (science, technology, engineering and maths) related activities for 300+ students. This challenges them to use their existing management and leadership skills in a very different and unpredictable environment, as well as offering an opportunity to take part in something extremely rewarding. NG Bailey also work with existing clients to carry out “dragons den” type workshops, were they put forward a group from one of their talent programmes to work with clients who are looking for inventive ideas to tackling the problems they are facing in their own businesses. This provides a great opportunity to apply their strategic thinking skills to unusual problems whilst working to tight deadlines in a foreign environment.