People Managers Matter

RFIB Group Limited use performance recognition and have an Unsung Hero Award - awarded monthly at the company presentation evening. This is given for excelling in one of the core competencies of Strive for Excellence, Technical Competence, Problem Solving, Working with Others, Working with Others, Communication and Commercial Awareness. They also have a milestone recognition scheme where additional leave is given upon reaching 10 and 15 years of service and after 25 years of service employees are given the gift of a watch.

RFIB Group Limited have an EAP scheme for Eating healthily, Managing stress and Other mental health issues in addition to medical referral. They take employee wellbeing seriously and once a month they have accupunture massages available as well as holding subsidised in house pilates classes twice weekly.

Renaissance Personnel operates flexible working patterns to enable employees to strike a fair balance between work life and social life. There are free annual medical checks for all employees, free health assessments for Night Workers and staff are allowed time off to attend sponsored walks or the London Marathon. All staff are offered free basic healthcare which comprise of vital signs checks. If there is anything unusual, they are referred to their own GP. The employees are encouraged to take regular exercise which does not only have to be about paying gym membership.

Renaissance Personnel operates flexible working patterns to enable employees to strike a fair balance between work life and social life. There are free annual medical checks for all employees, free health assessments for Night Workers and staff are allowed time off to attend sponsored walks or the London Marathon. All staff are offered free basic healthcare which comprise of vital signs checks. If there is anything unusual, they are referred to their own GP. The employees are encouraged to take regular exercise which does not only have to be about paying gym membership.

Randstad Technologies have a budget specifically for fun and social events. Colleagues take part in Friday drinks, Team lunches, Christmas party, Summer day and a one-day event organised outdoor, (generally parks) between May and June with different activities and a meal organised. It is a great opportunity to gather all members of staff in a social atmosphere before the holidays season kicks off. They also hold an Intra offices 5-a-side football and netball tournament. Lunch or dinner is usually held quarterly for every team to get together. Their last experience of team building was a 15-participants quiz night held in Central London. The night out in itself was a very good way to socialise outside work and get to know each other a bit more.

Randstad Technologies ensure that their employees feel rewarded for their efforts by combining financial rewards and recognition. They have an advantageous commission scheme and they put their efforts into celebrating their employees' good efforts. They also invest in high quality competitions' rewards to ensure all employees feel their efforts will be recognised. Instant recognition is commonly used by sending a company email highliting the efforts of their employees. Lunch and drinks happen to celebrate employee achievements and they also have a monthly company results meeting where champagne is provided to the best performers of the month.

Portico have a formal Thank you Scheme that is an instant recognition scheme across their whole business. Each location has staff noticeboard to share relevant communications such as internal vacancy list, training posters, event posters. Portico also send out regular posters via email communicating training events, Giving Back events and social activities as well as reward and recognition.

Portico have a formal Thank you Scheme that is an instant recognition scheme across their whole business. Each location has staff noticeboard to share relevant communications such as internal vacancy list, training posters, event posters. Portico also send out regular posters via email communicating training events, Giving Back events and social activities as well as reward and recognition.

Places for People have Star Awards to ensure that employees feel they are rewarded for their efforts. The Star Awards include a celebration dinner each year for those who were nominated for the awards. They also hold regular 1 to 1's and appraisals as well as personal thank yous from the CEO.

On average, employees receive 18 hours per year formal training with an average spend per employee on training per year of £80. They provide training activities such as: H&S, Induction, Manual Handling, presentation skills, influencing skills, IT training and leadership development.

The Managing Director delivers a Town Hall communication to all employees once a month to update employees on recent events, progress and what is coming. A live Q&A session follows the monthly Town Hall communication where employees can ask any questions in an open forum. There is an open door policy accross the Company and employees are encouraged to liaise with Senior Managers regularly. The Managing Director and Senior Management team also deliver a quarterly strategic review presentation to all employees to update on progress against business strategy and any developments.

Management Workshops are run for all existing managers and aspiring managers to aquipe them with the skills and knowledge to motivate and manage their teams in line with best practice and Company Policy. Where appropriate external management qualifications are supported through the Company assisted study programme and internal management workshops are run periodically for all people managers. Mentoring is provided by one of their Directors, all of which have been fully trained. Many Managers at Pattonair are members of a proffessional body e.g. CIPD, CQI, CIMA, CIPS and they attend seminars periodically to keep up to date with new initiatives and network with others in their field for support. Others attend formal courses to contribute to their continuous proffessional development.

Skills Pledge is a partnership between the Government and Orchid. This is a public commitment to help all employees to develop their basic skills and enable them to work towards relevant, valuable qualifications. People are the lifeblood of the Orchid business, without their passion, commitment and motivation, Orchid would not continue to prosper. When times are tough, many companies make the mistake of viewing staff training and incentives as non-essential and start looking at ways to trim their overheads. This in itself is a false economy. Orchid believe by recruiting, training and motivating their staff they will reduce staff turnover, improve moral and motivation and increase productivity - ultimately leading to increased profits. This is a people business, nothing more and nothing less.

At Orchid they want everyone to enjoy working with them, both whilst they are at their place of work and also when they are enjoying their personal leisure time. Orchid understand that a work life balance is important and to give you an extra helping hand they have introduced “Orchid Concierge” which is a re launch of the Time & Knowledge brochure. Time & Knowledge are here to give you an extra hand to help you take care of all those jobs you have to do but don't have the time to sort out, or the knowledge as to who are the best people to use. They will put you in touch with suppliers who can accomplish the jobs you need doing, across a variety of services that range from the ordinary to the unexpected. Whether you're planning a party, looking for a plumber, arranging a holiday or searching for the perfect gift, they can help.

NPS Group offer employees discounted gym membership and further reductions with other companies. They also provide BUPA Wellness Leaflets that cover managing stress in the workplace policy, quitting smoking and other mental issues. NPS Group also implemented East of England Mental Health First Aid.

NPS Group offer employees discounted gym membership and further reductions with other companies. They also provide BUPA Wellness Leaflets that cover managing stress in the workplace policy, quitting smoking and other mental issues. NPS Group also implemented East of England Mental Health First Aid.

Nichols VIP Award – Valued, Inspiring and Proud. Employees are nominated by colleagues, visitors or customers, for individuals who have brought out the Nichols Plc. “spirit” in others, excelled as a team player or have gone above or beyond expectations. All nominees are congratulated and recognised at the company briefing, and the executive team pick a winner and they are awarded with a red letter day experience. There are one off financial rewards for outstanding achievement or contributions , recognition following the completion of a project that may have involved additional contributions and Nichols invite employee and partner to enjoy Dinner at a local restaurant of their choice. All employees can benefit from an additional weeks holiday or equivalent holiday pay for every 5 complete years of service. Although Nichols do not have a formal process for innovation, they do encourage all employees to “Share Ideas and Think outside of the Box” and they recognise individuals publicly and reward them as appropriate.

Nichols have twice yearly health awareness days at which health and well being professionals hold 121 assessments with all staff. On the back of this they recently completed a pedometer challenge, encouraging staff to increase the number of steps they took each day. They completed this challenge over a 12 week period and collectively they took sufficient steps to walk from their office to Brisbane, Australia (as the crow flies). Employees are encouraged to take part in sporting activities and Nichols have groups of employees who regularly play golf, football, netball and badminton or go running. Employees also go walking or to the local Gym/leisure centre for a swim at lunchtime and others walk or cycle to work. On site shower facilities are provided. For those who are not quite so energetic Nichols have a Wii console and their employees enjoy a game of virtual tennis or golf at lunchtime. Periodically Nichols hold Indian head or arm and hand massage, believing that it helps to relieve some of the day to day tensions.

There was an across the board pay reivew of 3% in July 2010. Also a bonus was paid in June 2010 to all employees which was both performance and profit related, depending on job roles. In April 2009 they changed the store bonus to half-yearly: this bonus goes to the whole store team and is entirely based on their store performance. This motivates staff through the knowledge that their own performance determines the success of the store. The bonus is up to 8% of annual salary, including overtime payments, and so reflects their total contribution. At that same time the head offices management scheme was realigned to reflect performance. Junior head office staff who had delivered exceptional performance (as nominated by the Leadership team) were rewarded with a one-off discretionary bonus of up to £1000. The share-save scheme gives all employees the opportunity to by rewarded for their efforts through increases in the share price. They acknowledge that recognitiion for greatness can be as valuable as monetary rewards and the various award schemes which they run give employees and teams the opportunity to be thanked in person by members of the Exec.

There was an across the board pay reivew of 3% in July 2010. Also a bonus was paid in June 2010 to all employees which was both performance and profit related, depending on job roles. In April 2009 they changed the store bonus to half-yearly: this bonus goes to the whole store team and is entirely based on their store performance. This motivates staff through the knowledge that their own performance determines the success of the store. The bonus is up to 8% of annual salary, including overtime payments, and so reflects their total contribution. At that same time the head offices management scheme was realigned to reflect performance. Junior head office staff who had delivered exceptional performance (as nominated by the Leadership team) were rewarded with a one-off discretionary bonus of up to £1000. The share-save scheme gives all employees the opportunity to by rewarded for their efforts through increases in the share price. They acknowledge that recognitiion for greatness can be as valuable as monetary rewards and the various award schemes which they run give employees and teams the opportunity to be thanked in person by members of the Exec.

Supporting local charities and businesses is a huge part of what Morrison do and they are dedicated to helping the communities they serve do their bit for charity and the environment. The CSR manager is putting in place a charity events plan at the moment with Shelter and will follow this to ensure Morrison are working in partnership with them to maximise every fundraising opportunity they can.

Morrison believes in celebrating the success of their people and using their full suite of engagement tools through which to do this. They publicly celebrate success through their internal magazine “Connect”, their intranet “MINT” and also through their recognition scheme, Morrison Stars. They also reward good performance with one off thank yous from senior managers to their staff and actively publish compliment letters from clients in the company magazine.

The leaders of Metro are driven by a desire to create a caring company which delivers sustainable employment and supports the wider community. Metro use the services, on a part time basis, of 250 self-employed contractors, providing them with engaging work, often well beyond their normal retirement age. A key value is Metro's commitment to charity fund raising. Staff nominated SOS Children's Villages for this year, but they have raised over £40,000 for various charities over the years.

Line managers ensure that employees work loads are manageable and also monitor how many hours people are working. Also Metro are organising Personal Energy Workshops for all staff which are designed to investigate their personal energy levels through understanding the factors that either boost or drain one's internal energy battery and how the employee can influence their motivation drive and enthusiasm on a daily basis. There are a lot of flexibility arrangements of an informal nature, in operation. Metro have a flexibility policy which covers carers and people with children under the age of 16 or under 18 where disabled. This is where they grant flexibility on a more formal basis. Additionally, Metro have in the past, given extended periods of absence and/or flexibility for personal issues. A good example of this is where there has been bereavement.

Manhattan Associates provide work experience placements for students at local schools. They try to select a local charity to support at christmas time, for example they purchased gifts for underpriviledge children with disabilities. They also collect shampoos and soaps from employee travel and these are distributed to a local womens shelter.

Sales employees are rewarded by meeting quota and going to Presidents Club. There are 5 spaces for other employees to join them nominated by their peers - this year the trip is to Cancun. They provide spot bonuses for those employees who are not eligible to participate in an annual bonus plan, a monetary amount awarded dependant on effort.

The company sets aside a sum of money each year and matches funds raised by their staff. As a publishing company their aim is to support charities involved in literacy and reading. They work with a local junior school on a reading partnership scheme.

The company sets aside a sum of money each year and matches funds raised by their staff. As a publishing company their aim is to support charities involved in literacy and reading. They work with a local junior school on a reading partnership scheme.

Kitcatt Nohr hold regular "Digital Surgeries" when staff can ask their Technical Director and Digital Planning Director for advice on digital marketing. Based on staff feedback the leaders provide openness, caring for staff and a strong sense of values and they are good role models.

The Partners act as mentors for the founders of the sister agencies Trinity and Huw Davis Partnership. KNAS offer mentoring to their staff as a way to help them grow a specific skill, deal with a particular issue or tap into a mentor's knowledge. All the Partners and Senior Management Team are committed to acting as mentors, but other people can be mentors too.

The Managing Director is full of energy and always striving to think outside the box. He encourages others to do the same and his levels of enthusiasm are infectious. He appreciates the efforts of everyone in the organization and always communicates this to them. His level of pastoral care over his staff is second to none.

Some people in the organisation have their own external mentor and the company will give them time to go and meet with them or allow the external mentor come into the office to better understand the mentees working environment. If an area of development has been identified in a manager and they find a course that they feel will help them to address it then the organisation will either contribute towards or pay for the cost of the course depending on its value. The HR department has created a pack which details how to be an effective manager which is given to all members of the management team. JBW Group will also be developing all line managers this year.

There is a study policy in place. The company have an employee undertaking the MA Human Resources management at Portsmouth University funded by the company. There is a wide range of internal courses run every year. These are advertised on the courses calendar of events and includes courses such as running successful meetings, presentation skills, appraisal skills and HR for managers. They encourage 'stand in' opportunities for employees to stand in for their manager for periods of less than 3 months. This allows an employee to get experience of people management.

There is a study policy in place. The company have an employee undertaking the MA Human Resources management at Portsmouth University funded by the company. There is a wide range of internal courses run every year. These are advertised on the courses calendar of events and includes courses such as running successful meetings, presentation skills, appraisal skills and HR for managers. They encourage 'stand in' opportunities for employees to stand in for their manager for periods of less than 3 months. This allows an employee to get experience of people management.

HR works closely with Line Managers across the agency to ensure members' efforts and development are being captured. These are also recorded in performance appraisal documents. These are also acknowledged out to the agency through HPS' internal newsletter.

Recruitment guides/training initiatives are already in place. There is pay/support for external management qualifications through the HPS educational assistance programme. 360º feedback is currently being rolled out for Senior Management.

Within their monthly newsletter "Cross Talk" they have "stars of the month" and recognise years of service with vouchers. We also ensure that line managers communicate client feedback to the relevant individual. Employees are encouraged to put forward innovative ideas to their "My Bright Idea" for which employees can email in ideas for cash rewards.

Every team are given a subsidy for each employee at Christmas. Conferences are held to bring employees together and local arrangements are made for other social events. Although they do not have a specific budget for fun and social events they do hold Christmas events and summer BBQ's for their employees across the country.

Greenlight offer Management training for new managers, interview skills training. Presentation Training, Excel training, Language skills tutoring (one on one) - this is where English isn't first language. They organise individual English Business language skills lessons, Leadership training and Project Management skills.

Greenlight offer Management training for new managers, interview skills training. Presentation Training, Excel training, Language skills tutoring (one on one) - this is where English isn't first language. They organise individual English Business language skills lessons, Leadership training and Project Management skills.

The CEO of Grayling has an open and human approach, in which she communicates with all staff in a similar manner. She conducts some of the training in their Future Fit programme to maintain her profile across all locations. Staff are aware that all senior Directors are approachable and have no doors!

The CEO of Grayling has an open and human approach, in which she communicates with all staff in a similar manner. She conducts some of the training in their Future Fit programme to maintain her profile across all locations. Staff are aware that all senior Directors are approachable and have no doors!

Fuller's are a family orientated business. Employees' families are also part of the company. There is an understanding that family life is very important to their employees. There is flexibility on juggling work and life priorities, as an example flexibility on attendance at work to attend school events is encouraged. The company doctor is actively involved in the company welfare. Fuller's provide counselling services when required and where appropriate, at company expense. For example general mental wellbeing, drink dependency and traumatic events.

Everyone is treated on an individual basis and all L&D are assessed depending on the situation or person. Full classroom and on-line support is offered. There is also the opportunity to have a Personal coach. Fuller's operate a number of workshops for learning and open discussions. There are Managers' Training and Induction packs with full hands on and one to one support of the Fuller's training team. There is a Management development programme, designed for aspiring pub managers.

Whilst First Direct don't have a specific budget for fun and social events they have an overall engagement budget which looks at events and activities to drive up engagement and make First Direct the best place to work. They have a Best Place to Work team designated to making coming to work at first direct a fantastic experience. Some of their previous events have included a football themed month to tie in with the World Cup which saw an inflatable table top football in the car park, a keepie uppie challenge with giant sized footballs across departments and a Wag Week with a nail and beauty bar and beauty gift stalls to appeal to their female population.

Whilst First Direct don't have a specific budget for fun and social events they have an overall engagement budget which looks at events and activities to drive up engagement and make First Direct the best place to work. They have a Best Place to Work team designated to making coming to work at first direct a fantastic experience. Some of their previous events have included a football themed month to tie in with the World Cup which saw an inflatable table top football in the car park, a keepie uppie challenge with giant sized footballs across departments and a Wag Week with a nail and beauty bar and beauty gift stalls to appeal to their female population.

Communications between management, directors and employees at Environmental Business Products ensure that employees know that they are thanked for their efforts. Monetary gratitude is shown on a case by case basis at the discretion of the management and directors.

At Environmental Business Products employees raise money for charities doing various events. This money is often matched by the company. Their Quality Team regularly work on how the company maintains its zero landfill policy and environmental systems. They are conducting a carbon footprinting assessment to see exactly what their carbon output is and their company is based on the reuse of already existing products. They have ISO accreditation for Quality and Environment and to date they have saved 50 million inkjet cartridges from landfill, by collecting them through their recycling schemes for reuse through remanufacturing. Through their recycling schemes Each One Counts and Support Your School, they promote environmental good practice to the general public as widely as possible and offer a free service where they pick up empty cartridges from addresses all over the UK or send free post recycling bags out to the public to post their items back to them.

Management tool kits/resources are included in the Performance Management Appraisal System. People Managers have management training NVQs and professional qualifications which are paid for and support by CHG. There is an on the job training buddy/mentor allocated to all new staff as part of their induction. Housing Diversity Network Coaching and Mentoring Programme is offered to all staff.

CHG has established robust systems of training and personal development in operation. This is underpinned by a rigorous system of planning, delivery and evaluation of training programmes which help inform future training decisions. Investment in staff is delivered through various methods of training e.g. courses, professional qualifications through day release, open university or night school, personal development and on the job training/induction.

Colway Ltd provide life assurance and a long term sickness benefits. If an employee is off for more than 26 weeks, they can apply to have up to 75% of their current salary paid through our provider company. They offer non-sickness bonus days. This gives the employee the chance to earn an extra days holiday. The company also have a strict policy that staff must take holidays and lunch breaks. The company offer a health screen to their staff and have Whizz-Kidz fund raising where some employees run marathons. Their new sandwich provider RED BOX offers more healthy lunch choices for employees.

Leaders and senior management are approachable, honest, positive, open regular team meetings, project work, client specific discussions and the quarterly 'becoming better managers' forum. They conduct an annual director's road show where they update all employees on the company's performance, targets and plans for the future. They also have a monthly MD forum; employees in small groups of 4/5 meet with the MD on an informal basis to discuss how the company is going and any key issues in the business.

The Carphone Warehouse have an internal training academy and they run workshops on a bi-weekly basis in their support centre. Topics include Problem solving, Insights discovery, Time management, Influencing skills. They have also designed a two day management development programme in partnership with Lane 4 Managing the Best Buy Europe Way Managing the BBE way is delivered in the UK by the MD team. Any people managers from CPW or Best Buy can attend. The workshops run each month, at locations across the country. This is an exciting programme, that will challenge every leader and allows the freedom and openness to take your own personal plans and tactics back to your team

The Carphone Warehouse have an internal training academy and they run workshops on a bi-weekly basis in their support centre. Topics include Problem solving, Insights discovery, Time management, Influencing skills. They have also designed a two day management development programme in partnership with Lane 4 Managing the Best Buy Europe Way Managing the BBE way is delivered in the UK by the MD team. Any people managers from CPW or Best Buy can attend. The workshops run each month, at locations across the country. This is an exciting programme, that will challenge every leader and allows the freedom and openness to take your own personal plans and tactics back to your team

Through their self service HR information system, all employees can access their total reward statement. This provides instant and current access to Information on all aspects including their salary and benefits package. They have an in-house smoke cessation programme delivered by the NHS to help employees quit smoking They have an NHS delivered Weight No More Programme for all staff to promote all aspects of healthy eating and weight Management. In addition they have a food co-op which delivers fruit and vegetables to our HQ office on a weekly basis. As part of our wellbeing week, we have held food cookery demonstrations to promote health eating options and dishes and our staff cafe sells healthy food options as part of its menu range.

Business and Enterprise North East have an Environmental Group drawn from a range of staff from across the business who undertake their role on a voluntary basis. Their role has involved the development of the Environment Strategy which sets out their long-term commitment to the environment. It describes success, proposes performance targets and identifies issues and solutions to overcome them and covers, carbon management, sustainable procurement and consumption, protecting the environment and people strategy.

An open door policy is in operation and Directors work in open plan environments at Head Office and the majority of site offices. The Directors are very visible in the organisation. They carry out regular site visits and attend all regional meetings and social events. Regular cluster and regional meetings are held where employees can ask the Directors questions

Employees are supported in a variety of ways and can work from home if need be. They offer flexible hours to suit their personal needs and view all employees as individuals and treat them according to their specific individual needs. The Board lead by example and promote a healthy lifestyle. They encourage all staff to do the same.

Azzurri communicate and engage with their employees through a number of channels including CEO's monthly update, newsletters, their Intranet and their employee representative forum. They have started to use e-newsletters called IMPRINT as a way of communicating new information to people in a more interesting and colourful format other than normal e-mail. They also have an Information and Consultation of Employees Council called Voice of Azzurri. There are 13 representatives from across the business who were nominated and voted for by all employees. They meet on a quarterly basis. The role of the VOA forum is to hold useful and worthwhile discussions between management and employees on a wide range of issues that impact all employees within the business where everybody can have their say and pass on ideas to the board.

Although there is no specific budget Azzurri does hold social events to increase team spirit which are fun including a bowling night, ‘Azzurri's Got Talent', a charity fundraising barbeque and quiz nights along with annual Christmas parties.

The company has funds especially for fun and social events. £220 was spent per person between August 2009 and August 2010. This included the Comedy Store Christmas Party, Softball in the Park, Company Drinks, Company Conference, Quiz Nights and a Summer BBQ. Formal team building is provided 1–2 times per year and included a soft ball event in Regents Park.

David Alberto makes it his business to visit centres regularly and speaks to all employees when he can. He is known as an inspirational leader in Avanta. His open door policy encourages all to speak with him whenever they need, take ideas to him and any Suggestions offered are taken seriously. David's invitations to events are spread widely so everyone has an opportunity to attend where possible. David starts any Induction day off with a presentation of the company, with an open and answer question and answers session. He has created an open culture and close family feel to Avanta, and has maintained this through a strong period of business growth. The current SMT started working with David in 2004, when the business started and they have continued to be part of this growing company alongside David, working as a team to build the best possible business that they can.

Each quarter, Autodesk UK holds "All Hands" meetings, a meeting for all UK employees to celebrate successes and share business updates. Employees and managers have the opportunity to nominate a colleague for going "above and beyond" and the winning nominee receives public recognition and a gift in front of their colleagues. "Autobucks" is a spot recognition bonus award program. It provides managers with a convenient, easy to use means of recognising and rewarding employees that demonstrate above and beyond performance. The purpose of a spot recognition program is to reward employees “on the spot” in order to recognise an exceptional work product or behaviour.

One Autodesk employee "banked" their volunteer hours and spent some time participating in a volunteer program in Salvador, Brazil. The placement was working at a Sisters of Charity day care centre in one of the favelas (shanty town) on the outskirts of Salvador. These centres were set up through Mother Teresa's mission to care for the poorest children in the community and provide them with food, shelter and love. The employee's role at the centre was to help with feeding, playing (using development activities as far as possible) and washing. Other employees have participated in career coaching and workshops in local schools and community centres.

Angel Trains offer leadership courses and management skill courses. As the need is identified the company will organise for an external company to conduct a 360 feedback process. This is then fed back to employee to work on with their line manager. The company also have 2 professionally trained coaches who offer coaching to all employees. The senior managers and executive receive external coaching when the need is identified.

The company ensure that they explain to employees why they have the budget for pay and bonuses. Angel Trains reward their high performing employees well, aiming to pay upper quartile compensation. They also offer competitive benefits including a defined benefit pension scheme or 15% contribution of salary, 30 days holiday for most employees and free permanent health insurance. Average training spend in the UK tends to be £300 per head, whereas in Angel Trains it averages over £1,800 per head.

The Council's safety adviser gives advice and support for quitting smoking and holds a budget to fund smoking cessation products. We have lunchtime fitness classes at the Council such as ‘gut busters', Pilates and yoga. They have run several health screening days where staff can have their cholesterol, blood pressure, BMI and bone density. They also have a range of flexible working policies including non standard working hours, flexi-time, flexible working for parents and carers and paid time off for urgent family leave. They also hold events such as ‘Bring your children to work' day.

The organisation have team lunches to celebrate birthdays and other special occasions or achievements. The council encourages staff to put themselves forward for external awards and recognition. Wherever appropriate staff from the team will be sponsored by the council to attend award ceremonies and events. They are running three pilot schemes for "an even better place to work" programme which will be rolled out across the council in the New Year. This is an inclusive and innovative programme to assist staff to manage their morale and motivation and build better relationships within the team.

The organisation offer various management courses including "Managing for First Time". They also offer various informal line manager days to help to build on the management skills that employees have.

The organisation review their salary structure on a regular basis and deal with anomalies. They also ask for regular feedback through supervisions and balanced scorecard reviews.

The Leadership Trust is a charity. All profits they make are distributed in grants and bursaries to other voluntary organisations in order to further their leadership development. Since starting their grants and bursaries scheme they have donated in excess of £3.4M.

Employees serious about losing weight are offered moral support. Time off is supported if an employee feels this is appropriate for managing stress, otherwise managers are encouraged to offer support on an ongoing basis. It is recognised that this is a real issue for some employees and time off/support from manager is provided. They provide a fully equipped fitness centre with new equipment that is available to staff to use any time outside working hours as long as the site is open, free of charge.

Strategic Directors have previously run customer excellence Workshops for staff. In addition our Chief Executive holds regular Chief's Chats on issues that may be of concern to staff. There is an open door policy in place at Stratford District Council. The leader has strong integrity and believes in a culture of transparency, openness, fairness and equality for all staff. He encourages flexibility within the organisation.

There are a number of ways in which staff are rewarded, in addition to their salary. Honoraria payments are made where employees take on additional work beyond their usual role. The employee award scheme recognises where staff have 'gone the extra mile' and awards a financial payment or additional annual leave to the category winners. There is a team award as part of the annual Employee Award Scheme.

Employees only have a contract for a maximum of 37 hours per week. Care Managers can authorise anyone wishing to work overtime for a maximum of 48 hours per week. These levels of work are in line with the European Time Working Directive and are in place to protect Sandwell's employees. Sandwell also employ a staff care counsellor for any employee experiencing specific personal or employment issues. The care counsellor can refer individuals for specialist counselling if necessary. Sandwell also has a specialist occupational health advisor who employees can see or be referred to with any physical or mental health issues.

Management tool kits/resources are part of the management training programme. Sandwell offer pay/support for external management qualifications. They currently have a care worker on a university qualification which SCCT is funding. There is also a Management Development Programme. Sandwell offer 360 feedback through Management meetings and personal supervision. Internal coaching/mentoring is undertaken with personal supervision.

A Health and Wellbeing group, with representatives from across the council, has recently been formed to look at all areas of Health and Wellbeing. A Health and Wellbeing Fair was held earlier in the year involving a number of local professionals and organisations giving advice and demonstrations on a variety of subjects. As a result of this several further events have been made available for staff including reiki/massage sessions and pilates. It is envisaged that through the work of the Health and Wellbeing Group this events list will grow. Additional health and wellbeing provision includes access to free counselling services, occupational health and the opportunity to pay into the health scheme.

Communication is the key to ensuring employees feel they are rewarded for their efforts and feel valued as part of the organisation. People's contribution to the organisation is recognised and valued. There are celebration awards, a staff suggestion scheme and being informed of the results of any suggestions made and letting staff know their opinions were valued. There is an appraisal system and staff receive feedback from their managers. The Council has adopted a rolling review process for Investors in People to ensure the mechanisms continue to be in place to support staff and let them know how valued their contribution is.

Postcomm has a culture amongst its staff to raise money for charity. A number of staff have undertaken bike rides, runs for a variety of charities, e.g. Anthony Nolan Trust, British Heart Foundation, Breast Cancer awareness.

Postcomm has a culture amongst its staff to raise money for charity. A number of staff have undertaken bike rides, runs for a variety of charities, e.g. Anthony Nolan Trust, British Heart Foundation, Breast Cancer awareness.

Staff are encouraged and supported to express their views and opinions on how they can make Poplar HARCA a better place to work and contribute to how they deliver services to residents which makes them feel valued. Poplar HARCA have an excellent range of benefits such as health screening, legal and personal counselling, childcare vouchers and subsidised schemes.

The Leader is approachable to all levels of staff within the organisation, proactive in sharing the vision and explaining how all staff fit in, encourages new ideas and initiatives from all staff and sends personal invites to staff to attend corporate events.

Effective Talent Management and Leadership Development is a key objective for Chief Executives, Chairs and Boards. Best Practice research suggests that there are eight pre-conditions or essentials for successful Talent Management and Leadership Development. The NHS East of England propose that these essentials are simplified and embedded into the SHA and PCT Talent and Leadership plans to provide a consistent and coherent focus of attention, ensuring that they are spoilt for choice for Leaders and Talent across the NHS both now and in the future.

The NHS East of England are a high performing organisation that makes many exciting demands of their staff. They offer a vibrant, dynamic working environment that gives opportunities for people to explore both breadth and depth in their roles. While the pace is fast and the expectations are high, they give back to their staff as much as they give to the organisation.

Performance is awarded through the ‘Performance Management System' which links to the annual pay award. Natural England also operate a recognition policy which enables managers to recognise individuals or groups of people for contributions to Natural England. The pay and benefits package includes an annual pay award which is linked to individuals' performance. The company also listen and take steps to introduce additional flexible benefits which employees value. Some of the further benefits that have been introduced include career breaks, discounted gym membership, buying annual leave and salary sacrifice schemes to enable people to buy childcare vouchers or bicycles.

Performance is awarded through the ‘Performance Management System' which links to the annual pay award. Natural England also operate a recognition policy which enables managers to recognise individuals or groups of people for contributions to Natural England. The pay and benefits package includes an annual pay award which is linked to individuals' performance. The company also listen and take steps to introduce additional flexible benefits which employees value. Some of the further benefits that have been introduced include career breaks, discounted gym membership, buying annual leave and salary sacrifice schemes to enable people to buy childcare vouchers or bicycles.

To ensure employees feel they are rewarded for their efforts the company have performance related pay, significant training and development, significant annual leave, opportunities for external and internal secondments, project work and cross-functional team working.

To encourage healthy eating, fresh fruit is available in the office for all staff. Employee Assistance Programmes are in place for managing stress and mental health issues. Staff are very sports minded and several of them have run in the Westmonster Bridges monthly run at lunchtime programme. They also have a Cycle To work Scheme which more than 10% of staff have taken advantage of. The company have also offered membership to the Civil Service Sports Council.

Training activities within the organisation include Pensions Scheme training, Data Protection, IT Systems and Corporate training. Formal qualifications are also supported through time off or funds.

In order to support people managers in the organisation, they have Internal management development training, meetings and internal/external coaching available.

Johnnie Johnson Housing regularly provide information and advice to their customers through their newsletter to help them reduce the cost of utilities and also reduce their own environmental impact. They have a large programme of refurbishment work, in which they are upgrading elements of their housing stock to provide more energy efficient homes for their customers. They are also starting to provide innovative measures, such as onsite generation of electricity from photo voltaic panels to help their customers save money and reduce the environmental impact of their properties.

People managers within "Johnnie" Johnson Housing are given the opportunity to take part in mentoring programmes to assist others inside and outside of the organisation to develop their skills. Where possible the company open up courses to other managers who are not necessarily pursuing the full qualification, e.g. individual modules/sessions on the ILM courses.

Impact Housing Association regularly hold management training sessions especially the Institute of Leadership and Management qualification and internal events on managing attendance, discipline and grievances. They are currently running a CIH Management Development Programme. Where appropriate they pay for management qualifications. Impact hold four managers meetings a year where all the organisation's managers come together to discuss development and service improvement.

Impact Housing Association regularly hold management training sessions especially the Institute of Leadership and Management qualification and internal events on managing attendance, discipline and grievances. They are currently running a CIH Management Development Programme. Where appropriate they pay for management qualifications. Impact hold four managers meetings a year where all the organisation's managers come together to discuss development and service improvement.

Global Action have a Christmas party, quizzes and evenings out and a Swish event.

Global Action have a Christmas party, quizzes and evenings out and a Swish event.

An MA in teaching and learning is provided free and run by the Institute of Education, University of London. A Coaching Diploma, accredited by Middlesex University, is open to all services and teaching staff. Regular Friday afternoon sessions are run on teaching and learning, teachers teaching teachers. Long-term management development programmes are run for senior, middle and aspiring leaders. Mentoring by both external and internal staff is available for managers and work shadowing is available to all staff.

The company issue certificates at awards ceremonies for the completion of both internal and external professional development. Teams are taken for meals in recognition of outstanding performance. Hospitality is provided to all staff on the occasion of significant achievement. All staff are thanked publicly in all staff briefings in recognition of successful outcomes and hard work. Letters of recognition are sent to individual employees and to whole teams when there is high performance. The company hold Termly Star Awards according to various categories nominated by staff and students. Professional standards payments are available to teachers who meet the criteria.

There are many social events for employees to attend such as the FIL annual dinner dance and the RIAS Christmas parties. They also see the importance of team building and hold events more than five times a year. For example, Fortis UK held a senior management conference at the end of February. Over eighty managers from all the UK businesses attended the two day event. Under the banner "Together we're stronger", the managers were put into cross business groups who attended a series of business specific presentations and insurance market presentations. There were also workshop sessions designed to generate ideas, build teamwork and develop networking opportunities.

There are many social events for employees to attend such as the FIL annual dinner dance and the RIAS Christmas parties. They also see the importance of team building and hold events more than five times a year. For example, Fortis UK held a senior management conference at the end of February. Over eighty managers from all the UK businesses attended the two day event. Under the banner "Together we're stronger", the managers were put into cross business groups who attended a series of business specific presentations and insurance market presentations. There were also workshop sessions designed to generate ideas, build teamwork and develop networking opportunities.

Their employee assistance programme provides practical information on issues such as quitting smoking, healthy eating and mental health issues. The programme allows employees to speak to a professional counsellor on matters affecting their emotional well-being including relationships, bereavement, stress and anxiety. Managers are trained on how to manage stress in the workplace through their internal development sessions. Subsidised or free gym membership is available for employees depending on their location.

The CEO is incredibly approachable and welcomes comments and feedback from all levels of staff. He interacts with employees and takes part in team events. All of the directors have an open door policy and employees of all levels are welcome to approach them. They all walk the office floor and interact with employees on a daily basis. The CEO holds regular 'Have Your Say' sessions where employees have the opportunity to get their questions answered. At their company conference in April 09, the employees were able to ask the board of directors any questions and they provided immediate answers.

The company works closely with employees to monitor work levels and are very conscious of supporting staff when they have demands at home. For example they provide flexibility if an employee needs to support a family member. The firm's culture promotes a strong ethos of ensuring staff are supported through all stages of their lives. They hold a Summer BBQ each year where all staff and their families are invited. Due to the economic climate this year the Partners cooked the BBQ themselves. To promote healthy eating they provide subsidised healthy food in the staff kitchen and free fruit to all staff.

As staff progress they are given the opportunity to take on more management responsibility where appropriate with support from their head of department and HR. They are encouraged to assist in making departmental decisions and supervise less experienced staff and conduct their appraisals. Wollaston's do not have a formal mentoring scheme however new joiners are assigned a buddy and less experienced staff will sit next to more experienced staff to support them and develop their knowledge.

Various topics related to wellbeing can be found on the intranet. They have assisted smokers with a 6 stage programme designed to support quitting and have a relaxation CD library where employees can loan CD's on stress relief and sleep. 'Positive Improvements through positive attitude' workshops have been arranged and they have also set up one-on-one stress management consultations where required. Their sabbatical policy enables staff to take a break of 2 weeks to 3 months on partial salary over and above their annual leave entitlement.

Various topics related to wellbeing can be found on the intranet. They have assisted smokers with a 6 stage programme designed to support quitting and have a relaxation CD library where employees can loan CD's on stress relief and sleep. 'Positive Improvements through positive attitude' workshops have been arranged and they have also set up one-on-one stress management consultations where required. Their sabbatical policy enables staff to take a break of 2 weeks to 3 months on partial salary over and above their annual leave entitlement.

Unum have a comprehensive salary management policy to regulate how individual salaries are determined and managed on a consistent and equitable basis. They also have a comprehensive reward and recognition framework in place and they monitor the effectiveness of these policies and practices via specific questions in their annual employee opinion survey. They reward and celebrate achievements and exceptional work in a number of ways including quarterly and annual awards, thank you events, where top performers are recognised, and loyalty awards.

Employees have access to wide range of material to help them achieve a healthy and active work/life balance. They have an employee assistance programme which assists employees with matters including help to quit smoking. Unum also hold health and wellbeing fairs that are attended by external providers and practioners and offer advice on a range of topics such as eating healthy, stress, mental health issues and exercise.

Employees take part in a range of training activities including Health and Safety, group workshops to understand others behaviour and IT system training. The organisation supports employees undertaking relevant professional qualifications by providing funding for exams and materials. Staff are also able to take study days when needed to allow them to complete coursework and take exams. Employees are encouraged to share knowledge with the rest of the company in team meetings.

Employees take part in a range of training activities including Health and Safety, group workshops to understand others behaviour and IT system training. The organisation supports employees undertaking relevant professional qualifications by providing funding for exams and materials. Staff are also able to take study days when needed to allow them to complete coursework and take exams. Employees are encouraged to share knowledge with the rest of the company in team meetings.

Managers have been provided with a Hiring Tool Kit to aid in recruitment. Tool kits are also in place for coaching, mentoring and development, as well as in completing appraisal forms for their staff. Internal coaching courses are available from Skillsoft, via Scotiabank in London's online training catalogue. Additional, classroom style courses are organised by an external provider called the Mind Gym. People managers are directly assessed in their Performance Appraisals, by their supervisors but also their internal clients, on “People” criteria that focuses on employee satisfaction, development and engagement. Employees have to demonstrate partnership behaviours such as “working together with colleagues in the spirit of mutual cooperation and responsibility in order to achieve business goals”. A minimum average grade of “Meets Expectations” is required, or an action plan is put into place to address and improve the issue.

Total Reward Statements are available to all staff electronically, via the Bank's "Scotia-Kit" online portal. Their TRS are constantly updated to reflect any benefit elections, such as the firms Denplan cover or other benefits such as Childcare Vouchers. Furthermore, employees have the option to instantaneously access an online valuation of their pension pot, so as to gauge the performance of any individual fund. Going forward, the Bank will also be introducing an online portal to aid employees to instantaneously manage their company shares, via the Bank's Share Incentive Plan (SIP). Reward and recognition are important motivational tools to ensure that employees feel that they are rewarded for their efforts, incentive payments are awarded to employees proportionally to their performance level and employees who perform well and who want to develop are also supported, ensuring their performance appraisal reflects their efforts and that there is scope for development and progression.

The Leadership Investment for Text 100 is a global initiative aimed at the leadership development of their SAM, AD and SAD teams on a regional and global scale. Each region hosts regular teleconferences with this group to exchange best practices and discuss case studies around consulting and management activities.

Their in-house training programme, Text Life is open to all Text 100 staff. Local Text Life Ambassadors in each of the global offices are accountable for developing a training calendar tailored to the local office needs, tapping into the company's library of courses, white papers and external presenters.

O2 have a strong focus on 'Teams'. They have Conferences which always have an entertaining and fun aspect to them, whether it's surfing and adventure, treasure hunts, creating iPhone applications or partying at the O2, they tailor the celebration to the team so it's a unique and personal event. On a more local level, individual teams hold dinners and team building activities to encourage team bonding. They have great camaraderie at O2. Across their sites you'll find teams celebrating things like Halloween, Children in Need, World Cup Football, Easter where they dress up, decorate the office, raise money for charity (matched by O2).

O2 people are encouraged to Give Something Back by pursuing charitable causes and playing an active role in their community. They encourage them to apply for awards or refer friends and family under the It's Your Community programme which gives grants of up to £1000 to community projects throughout the UK. O2 also actively encourage volunteering and fundraising. For example the Telefónica Proniño programme gives staff a once-in-a-lifetime opportunity to work with underprivileged children in South America for a month. O2 UK recycle materials used in their offices and retail establishments. They also recycle the electronic waste which they receive from their customers (handsets, routers, laptops etc) and their network equipment. Telefónica O2 UK recognise the need to get their house in order. They have a responsibility for the planet and believe that sound management of their environmental impact is critical to their future. By doing the right things they can also stand out from the crowd, gain trust, save money and invest in things their customers most value.

They have rolled out a comprehensive management development programme tailored for all management levels. The HR team support managers in many of the people management tasks that they need to complete such as sickness and disciplinary and provide one to one coaching to guide managers through the stages of each process. The Directors work with an external coach both individually and as a team. An external consultant holds training sessions with managers and coaching and mentoring is available dependant on individuals needs.

Directors and senior managers ensure employees are acknowledged for good work and the CEO will send a personal thank you letter to them. Performance is recognised through the Shining Stars scheme where an award is made once a quarter. The award is judged by a panel of employees. Annual appraisals are held and employees receive increments in addition to an annual pay award if they meet set standards. Attendance is rewarded for no absence over 12 months. A benefits booklet for staff is produced which outlines what is available and provides information about how to access the benefits. This information is included on the intranet and they hold focus groups with employees to discuss benefits to ensure the benefits suit their needs.

Skandia have a range of courses for all levels of management and where required support managers with internal mentors. An online 360 tool to assist managers has been developed along with an internally managed feedback mechanism. They retain many external suppliers to deliver life and business coaching to middle and senior managers and provide support in obtaining internal and external professional qualifications in association with external business schools. Managers are encouraged to attend seminars and professional forums to maintain professional knowledge and meet CPD requirements. Voluntary networking groups have been introduced for the different management levels bringing together the various business departments.

Skandia have a range of courses for all levels of management and where required support managers with internal mentors. An online 360 tool to assist managers has been developed along with an internally managed feedback mechanism. They retain many external suppliers to deliver life and business coaching to middle and senior managers and provide support in obtaining internal and external professional qualifications in association with external business schools. Managers are encouraged to attend seminars and professional forums to maintain professional knowledge and meet CPD requirements. Voluntary networking groups have been introduced for the different management levels bringing together the various business departments.

They offer employees discounted gym membership and also provide a £20 wellbeing supplement to those with gym memberships. Free private health care is available to all employees and through this they can gain access to help and advice on quitting smoking and eating healthily. Seatwave has implemented a personal day policy which allows employees to take up to 5 days additional leave per annum at their request. Days can be used for things such as additional holiday, to spend the day in bed or take the kids to the park.

They offer employees discounted gym membership and also provide a £20 wellbeing supplement to those with gym memberships. Free private health care is available to all employees and through this they can gain access to help and advice on quitting smoking and eating healthily. Seatwave has implemented a personal day policy which allows employees to take up to 5 days additional leave per annum at their request. Days can be used for things such as additional holiday, to spend the day in bed or take the kids to the park.

Ribby Hall encourages management development by providing management training courses which are company funded and by giving all managers 360 feedback. Following internal coaching and workshops managers are mentored, this includes performance reviews and the recruitment process.

To promote interaction within teams there is a range of social sporting events held such as tennis, bowls and canoeing along with non sporting events for example ‘Ribby's Got Talent' this recent event was designed to increase communication and teamwork across the departments.

Record have four onsite pushbikes which employees are free to use, they also give discount on certain gyms near the office and provide free fruit around the office for all employees. By having flexible working hours, employees can fit a medical appointment early in the morning or later afternoon without having to take the time off. With the flexible hour's system, if an employee works overtime or at a weekend they can take the time back by taking the time off during the week. They hold one event a year (summer/christmas party) where staff can invite their partners. They also invite all staff children in for Christmas Eve morning to have a kid's party with them. They have a clocking in and out system where employees clock in and out at the beginning and end of the day and at lunchtime. They allow one flexi day, built up from working overtime per month in addition to annual leave. There is also lots of flexibility for the start and end times of the day. As long as staff work their core hours during the day/week they may start any time before 10am and finish any time after 3.30pm.

In all of their company meetings the Executives and senior management invite questions throughout, so as to ensure employees are fully aware of everything happening within the company. All employers and leaders are in an open plan office. All leaders are approachable and welcome any interaction. They have employee dinners with update presentations; they also have various adhoc presentations, and team meetings and lunches where senior management attend. As they have an open door policy, if anyone has anything they would like to discuss with him they may and he regularly encourages dialogue with all of their staff. He regularly interacts with all staff, socially and at work. They often attend many of the "fun" functions they hold.

The organisation has summer hog roasts including a 5-a-side football competition. Social gatherings after team meetings are also organised. Executive briefings are held followed by social events. The Tech Support team will have lunchtime celebration in the office for good customer survey results. The Finance team organise a treasure hunt as a team building exercise. The HR team has gone through personality profiling as a team building exercise. The Presales team has had an off-roading quad bike experience.

The organisation offer the flexibility to accommodate personal and medical appointments and time off with pay is granted for doctor, hospital and dental appointments. They do not pay overtime but do grant lieu days to staff who work longer hours at key business times. Family members are invited to social summer hog roast events where there is a bouncy castle and games provided for children. They offer a home working policy and are as flexible as possible about working hours on an informal basis for example employees can start early and finish early as agreed with their managers if it fits with the needs of the business.

Protocol hold a range of company wide and independent events to allow employees to interact on a more informal level. An annual Christmas party for all employees takes place and independent branches run initiatives such as lunches and team nights out. Employees take part in team building events through the company conference. A recent event was held at the Emirates Stadium where the afternoon was dedicated to team building activities which were fun, challenging and thought provoking.

All Managers have regular meetings with their line managers to identify any development needs. They provide external training in a number of different business areas including coaching and leadership which are open to all managers who need support. Managers take part in an annual management development programme to ensure their skills are up to date. Regular management and operational meetings are held where managers can share knowledge and discuss objectives.

Managers are assisted with specialist learning that is relevant to Pret and have workbooks to cover every role. Approximately 70% of managers are from internal promotions and have followed Pret's training pathway from the start of their career. External mentoring is provided for senior managers and they are encouraged to attend conferences, meetings and Pret chat groups to assist with their progression. Managers also attend regular development meetings and focus groups.

Pret A Manger provides employees with competitive pay and bonuses are awarded to employees of all levels. Senior managers always take time to say ‘thank you' to employees for their efforts and use ‘wow cards' to instantly recognise hard work. The company also run a monthly competition where the top performing shop is awarded with funds to spend on an event of their choice. Career development opportunities are available to all employees and they celebrate promotions within the company with vouchers.

Regular fun and social events are organised to encourage employees and teams to interact. They hold an annual summer party, Christmas parties and regional sports days. They run various campaigns on topics such as global awareness where the team who have the most impact on energy use over a year is rewarded with a trip to Kenya. Team bonuses are also awarded for various challenges and targets. Regular team building events take place at least 3 times a year ranging from leadership and coaching courses, to road shows with food tasting and live cooking shows.

Pizza Express consistently seek to ensure their employees feel rewarded and hold roundtable events to gain feedback on what employees would like. Restaurant support teams are rewarded through the ‘Restaurant Support Hero Awards' by the Managing Director at their monthly team brief. They also run an employee of the month scheme to recognise exceptional work from operations managers, managers and team members.

Managers at Personnel & Care Bank are given the autonomy to manage their branches ensuring that their teams are included in decision making, gaining buy in at every level. They are supported with both external and internal coaching and training in Neuro Linguistic Programming via an external practitioner.

Managers at Personnel & Care Bank are given the autonomy to manage their branches ensuring that their teams are included in decision making, gaining buy in at every level. They are supported with both external and internal coaching and training in Neuro Linguistic Programming via an external practitioner.

They have a number of initiatives across Orange designed to reward and engage their employees. These include an employer subsidised/paid DC pension scheme, share purchase incentive plan and Orange healthcare. The Orange bonus gives their employees the chance to share in the company's success and makes them feel valued. The discretionary plan is in place for all Orange UK employees except for their sales people and frontline service teams who are on separate bonus or commission plans that fit with their specialist service and sales roles. For example, sales advisors in Orange shops can qualify for pay monthly sales awards and business sales roles are typically rewarded through commission and incentives.

Orange run an employee recognition scheme called Brilliant to recognise people that go above and beyond. Anyone who works for the company can nominate someone else for a Brilliant award on their intranet. The panel meets to review all nominations and they award up to twenty people a month. Winners get a day's holiday and a Brilliant star paperweight. The Sales and Loyalty directorate launched its own scheme this year, Sales Legends. Every month, the top 50 performers across all sales channels are listed in the online league table and the top Sales Legends every six months are invited to a superb gala event with their partners. In July this year, the event took place at BAFTA House. Employees are also recognised via the Orange Community, where there are certificates for fundraisers, a profile on the volunteer wall with photos and reports for all volunteers and Orange News coverage on volunteering and fundraising activity.

NHS West Essex provides detailed management toolkits for each of their people managers to give them support in their day to day role. Further support is offered through the provision of internal and external training if ever the need is identified whilst managers occasionally get together for away days where they can meet up and share knowledge and experience.

NHS West Essex provides detailed management toolkits for each of their people managers to give them support in their day to day role. Further support is offered through the provision of internal and external training if ever the need is identified whilst managers occasionally get together for away days where they can meet up and share knowledge and experience.

People managers in the organisation are given a great deal of support. They hold Line Manager Workshops which are led by the HR Suffolk Leadership Academy with the aim of developing the future and current leaders. Training is given to line managers on HR issues such as absence management, capability and grievances. There is also support and pay should managers wish to take external qualifications such as the ILM. Support opportunities are also given through team meetings.

Formal team building is held a couple of times a year to encourage employees to build strong relationships and have fun outside of the office environment. For example, they held an organisation away day last year with the theme of ‘Old World – New World'. Every member of staff was invited to attend and arrangements were put in place to provide adequate cover for the office to remain open to enquiries. At this event they explored, with full participation of all present, the behaviours that they wanted to see within the organisation. In addition members of staff participated in presentations which looked at how they work and ways of working more efficiently. One theme that resonated with lots of staff was the ‘time thief' who stops to ask you a quick question that then turns into a detailed conversation or the other time thief who leaves everything to the last minute and then expects others to be able to meet their own timeline.

The National School of Government helps to support staff with all training such as tool kits and other resources. They also have access to a wide variety of resources across the Civil Service. A programme is being organised for professional coaches and mentors to be available for the staff.

Being a small organisation everybody knows one another and the staff are very caring toward each other. Once the gym was set up several staff were embarrassed to join but with peer support and encouragement many of the staff enjoy their new found exercise regimes and say it helps in many ways. The gym is open all day and there are no restrictions when it can be used. They provide bicycles for people to use to cycle to work or to go on rides around the local area.

Due to the nature of the business there is an inherent flexibility in shifts and shift patterns immediately allowing for an effective work/life balance. There is also a work hard, play hard culture which is clearly evident with Nando's focus being on work being fun and enjoyable with social activities highly encouraged. Restaurant managers are called patraos, which translates from Portugese as ‘the head of the household', in this way the emphasis is placed on ensuring the Nando's value of family is present in each and every team.

Nando's have a learning and development team within the business providing a wide variety of internally organised and run courses that include various themes such as inductions, coaching and practical courses on restaurant management. They also have two external coaches and mentors who work with the regional managers providing specialist support and development on an ad hoc basis as and when the need arises.

Managers have a great deal of support through an onsite extensive reference library for staff and managers at all levels. Many of these theories are then expanded on in practical projects and team exercises. They ask all management to confirm what courses they wish to undertake to ensure they are included in the budget for the following year. All members of staff also have access to a coach of mentor and external coaching has been provided to the senior management team for some years.

Managers and team leaders interact with employees on a day to day basis through team meetings, one-to-ones, coaching and team building. All senior managers are located within the open plan office and the door is always open unless dealing with something of a confidential nature. Senior managers also join in with all social events. The Leader, Andrew, is passionate about team working and the importance of preserving and growing the company greatest resource, its people. The senior management team, departmental managers and teams operate cohesively within a culture of openness, transparency and trust. Strategy is clearly communicated and cascaded to all levels, with a real sense of where the mission is heading and where each individual plays a part.

Employees well being is considered very important. The dairy works four days a week, with employees working a slightly longer shift over four days rather than five, with an early shift only which was chosen by staff, many of whom are parents wanting to get home for return of children from school. The importance of family is also recognised at the annual events, for example, a farm Christmas party where partners are invited and an annual party for children of all employees.

Employees well being is considered very important. The dairy works four days a week, with employees working a slightly longer shift over four days rather than five, with an early shift only which was chosen by staff, many of whom are parents wanting to get home for return of children from school. The importance of family is also recognised at the annual events, for example, a farm Christmas party where partners are invited and an annual party for children of all employees.

There is a Management Development Programme in place at Kids Allowed, giving people managers the training and support they need to look after their teams effectively. Managers also undertake Coaching Skills Training which encourages teams to coach each other internally and an external training facilitator supplies her contact details enabling managers to contact her directly.

There is a Management Development Programme in place at Kids Allowed, giving people managers the training and support they need to look after their teams effectively. Managers also undertake Coaching Skills Training which encourages teams to coach each other internally and an external training facilitator supplies her contact details enabling managers to contact her directly.

Kid Ease adopt a team approach which allows staff to take ownership of their nurseries in order for continuous improvement to be made both in practices and staff development. The company organise a number of fun and social events to encourage interaction between employees. Examples of events are fun days out at Chessington, meals and overnight stays in luxury hotels.

Many of the skills are learned 'on the job' so there is a buddy system in place for any new managers and a lot of skills are transferred via internal coaching. Support is given to all people managers as they move up the career ladder and they are provided with toolkits on sickness and absence, performance management and recruitment. Managers looking to pursue external qualifications are financially supported by the company and attend twice yearly management meetings to share knowledge.

Olympus KeyMed has a dedicated Environmental Team and an Environmental Committee and Steering Group. Both groups have specific terms of reference created to enable them to set policies and monitor environmental procedures in relation to operational conditions, environmental aspects and impacts and best practice. The company has an altruistic approach to supporting the community and operates an open-door policy to all charities, where every request received is reviewed on an individual basis and responded to accordingly. An example of their charity work was a project in aid of MildMay, a charity which aims to improve the quality of life for men, women and children living with, or affected by, HIV and AIDS. This was an all staff overseas aid appeal which ran for three consecutive years, where the company utilised its extensive logistics expertise to coordinate the purchase and shipment of containers to Africa. These were filled with hundreds of items of clothing, toys and other equipment, all donated by staff, which would help those who literally have nothing, lead happier and more fulfilled lives.

Through the company's sports and social foundation, they offer a range of activities that staff and their families can participate in. Some examples of activities that have been organised are a trip to Colchester Zoo, spooky night and a pamper evening. There are also specific team events to recognise team work such as ten pin bowling, Go-Karting and meals in restaurants. There are also formal team building events held a couple of times of year. For example, last year there was the consolidation of the RVI and NDT product groups and as a result, a team building event brought together the respective product and sales management groups, where an evening of competitive go-karting was arranged at a venue local to Southend. After six hotly contested heats, the top ten drivers entered a ten lap final all aiming for the ultimate position on the top of the winner's podium. With trophies awarded, the teams departed. There was only one winner on the night - the newly combined and fully integrated and committed sales team.

The Leader of the organisation, Justin, commits a huge amount of his time to communicating and engaging with colleagues. From the face-to-face events that he does every month and his weekly store visits to the regular 'all colleague letters, responses to the Tell Justin suggestions and filming the monthly briefing and column in the Journal. The impact that this has is tangible as colleagues show huge warmth and respect for him and clearly find him very approachable. Every member of the board holds a ‘Start the day with' session every month. These are breakfast listening groups held with a colleague from every store in a region. With no set topic these are a chance for colleagues to say what is on their minds and to ask questions raised by themselves or their colleagues back in store. The operating board and directors tend to spend most Friday's visiting stores or depots to spend time face to face with colleagues and customers to hear first hand what is working well and where the opportunities are to improve the way they work or the way they implement new ideas for their customers.

The Leader of the organisation, Justin, commits a huge amount of his time to communicating and engaging with colleagues. From the face-to-face events that he does every month and his weekly store visits to the regular 'all colleague letters, responses to the Tell Justin suggestions and filming the monthly briefing and column in the Journal. The impact that this has is tangible as colleagues show huge warmth and respect for him and clearly find him very approachable. Every member of the board holds a ‘Start the day with' session every month. These are breakfast listening groups held with a colleague from every store in a region. With no set topic these are a chance for colleagues to say what is on their minds and to ask questions raised by themselves or their colleagues back in store. The operating board and directors tend to spend most Friday's visiting stores or depots to spend time face to face with colleagues and customers to hear first hand what is working well and where the opportunities are to improve the way they work or the way they implement new ideas for their customers.

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

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

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

Most of the management and leadership development is about how to manage relationships with others. They have a micro-site that supports managers on the Fearless programme which contains pre and post course materials as well as discussion boards and additional content. They also provide a managers tool kit to support managers with the performance management process. They have internal management and leadership programmes, Aspire and Inspire, which includes coaching and a 360 degree feedback element. Should managers wish to take external qualifications they offer sponsorship, funding of fees, contribution towards the costs of core texts and materials, travel costs and they also provide study leave and time off for exams.

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

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

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

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

Employees are rewarded and recognised for their efforts in various ways. They are financially rewarded through bonus payments and salary increases and recognised in meetings to say thank you and invited to drinks and nibbles sessions after staff meetings.

Managers receive leadership and supervisory skills training, coaching and mentoring. There is also a buddy system for new employees to give them additional support. Those wishing to undertake external qualifications, such as the MBA or MA receive pay and support. Managers are encouraged to mix with their teams, for example by having lunch with employees to develop better relationships.

Hays unique culture and environment utilises the strength of teams as a way of delivering excellence in recruitment and customer service to their clients, temporary workers and applicants. All teams are encouraged to meet together weekly to cascade messages, share issues and build knowledge. Managers are encouraged to manage teams as well as individuals and to ensure team events occur on a regular basis in order to strengthen the bond; this often includes a social element as well as business focussed activity. Office based incentives promote the strength of the team and awards enable the team to celebrate together both in a social context and on sports and experience events for example a paintballing day. Management conferences seek to encourage team building across specialist business functions and areas. These events often feature team events and utilise teams to solve problems and generate ideas and discussion.

Hays unique culture and environment utilises the strength of teams as a way of delivering excellence in recruitment and customer service to their clients, temporary workers and applicants. All teams are encouraged to meet together weekly to cascade messages, share issues and build knowledge. Managers are encouraged to manage teams as well as individuals and to ensure team events occur on a regular basis in order to strengthen the bond; this often includes a social element as well as business focussed activity. Office based incentives promote the strength of the team and awards enable the team to celebrate together both in a social context and on sports and experience events for example a paintballing day. Management conferences seek to encourage team building across specialist business functions and areas. These events often feature team events and utilise teams to solve problems and generate ideas and discussion.

There is a variety of training opportunities available for employees including Leadership Programme, Management Development Programme and NVQs. Employees share information and knowledge through many means. Every quarter they have a Group Wider Management Team where they encourage teams to take the floor and share their successes and learning points; involving motivational speakers from time to time. There is also an annual staff event which provides a forum for sharing ideas across the group and the intranet is a constant source for knowledge sharing. Employees are also encouraged to have involvement in local community projects, work experience initiatives and skills festivals with local schools, colleges and universities and to maintain a continuous professional development log to help their progression.

Futures Housing have a strategy and various policies and procedures to support their commitment to the environment. They monitor energy usage and waste and have recycling points at all offices and sites. They have also have introduced video and telephone conferencing to reduce car travel and promote car sharing, cycling to work, providing secure bicycle bins and shower facilities. They do a great deal for their communities including holding yearly community events and providing financial support to local sports teams and music groups. They raise money for a wide variety of charities throughout the year, including Comic Relief, Wear it Pink Day for Breast Cancer and Children in Need and annually board directors match monies raised by team members up to limit.

If someone within the management team expressed interest in a workshop for more formal qualifications it would be supported within the business. eSpares operate an open door policy and it would always be their standard to support and mentor a colleague who needs it.

As a small company eSpares encourage everyone to get involved in the areas of the business that are of interest to them and where they can add value. No one is pigeonholed into a job description and the organisation do their best to accommodate employee requests for flexible working hours and the ability to work from home.

Anyone wishing to take part in relevant further training through recognised formal qualifications are fully funded and supported with paid study leave. The average spend that the company invests in training is £2,500 per employee each year with approximately 200 hours allocated on average per person.

Anyone wishing to take part in relevant further training through recognised formal qualifications are fully funded and supported with paid study leave. The average spend that the company invests in training is £2,500 per employee each year with approximately 200 hours allocated on average per person.

The organisation makes a big effort to put fun into raising money for charity. On the recent Children in Need Event they dressed up for work in outfits from the 60s, 70s and 80s. They also assist with arranging work placements for tenants on their Home2Work Scheme. They have two people in their dedicated energy team who are responsible for all of the organisation's energy management and recycling issues. They have installed energy monitors at headquarters and are investigating energy management systems for main office and all associated offices and buildings. Facilities exist for recycling glass, plastic, cardboard, paper, toner and printer cartridges and batteries. As an organisation they plant a number of trees to help off-set their carbon footprint.

The organisation makes a big effort to put fun into raising money for charity. On the recent Children in Need Event they dressed up for work in outfits from the 60s, 70s and 80s. They also assist with arranging work placements for tenants on their Home2Work Scheme. They have two people in their dedicated energy team who are responsible for all of the organisation's energy management and recycling issues. They have installed energy monitors at headquarters and are investigating energy management systems for main office and all associated offices and buildings. Facilities exist for recycling glass, plastic, cardboard, paper, toner and printer cartridges and batteries. As an organisation they plant a number of trees to help off-set their carbon footprint.

The council was shortlisted for an award for its wellbeing programme by the PPMA in 2009 and won the employee benefits best absence management strategy in 2009. They have held regular wellbeing weeks to promote a range of activities that promote healthy practices in the workplace including nutrition classes, meditation sessions, healthy food in the staff canteen, the launch of a cycle to work scheme and encouraging staff to become more active during the working day. The nutrition sessions are the most popular events with 20 staff attending an 8 week programme looking at healthy eating and exercise. They continue to offer neck and shoulder massages, Tai Chi classes, flu jabs, sports activities and health screenings.

The council was shortlisted for an award for its wellbeing programme by the PPMA in 2009 and won the employee benefits best absence management strategy in 2009. They have held regular wellbeing weeks to promote a range of activities that promote healthy practices in the workplace including nutrition classes, meditation sessions, healthy food in the staff canteen, the launch of a cycle to work scheme and encouraging staff to become more active during the working day. The nutrition sessions are the most popular events with 20 staff attending an 8 week programme looking at healthy eating and exercise. They continue to offer neck and shoulder massages, Tai Chi classes, flu jabs, sports activities and health screenings.

Staff are encouraged to keep fit and healthy. The company pay for gym memberships for all employees who would like to join a local gym, breakfast is provided free of charge and there is fresh fruit twice a week. The work life balance is addressed by changing business opening hours to help employees with their journey to work. They provide employees with the opportunity to work flexible working hours and working from home where possible. They realise how important family is and employee's families are invited to certain social events for example trips to Thorpe Park and Royal Ascot.

Staff are encouraged to keep fit and healthy. The company pay for gym memberships for all employees who would like to join a local gym, breakfast is provided free of charge and there is fresh fruit twice a week. The work life balance is addressed by changing business opening hours to help employees with their journey to work. They provide employees with the opportunity to work flexible working hours and working from home where possible. They realise how important family is and employee's families are invited to certain social events for example trips to Thorpe Park and Royal Ascot.