People Managers Matter

Comstor has an absolute open door policy and most managers work with employees in open plan areas. They interact with employees through day to day availability and during one to ones. Communication is through quarterly staff updates, in newsletters and via the intranet. The Leader is very open, approachable and inclusive.

Comstor support their employees by allowing flexibility to work from home where possible and accommodate personal and medical appointments. They also give access to qualified external counselling. They recognise that family life is important and employee's families are invited to events.

The Commission for Rural Communities uses action learning sets to support the management development programme. Managers will also receive external support from third party coaches or mentors should it be deemed beneficial for the individual. If a manager's personal development plan outlines a need for it then the CRC will support them in achieving extra qualifications to develop them within the role.

The Commission for Rural Communities uses action learning sets to support the management development programme. Managers will also receive external support from third party coaches or mentors should it be deemed beneficial for the individual. If a manager's personal development plan outlines a need for it then the CRC will support them in achieving extra qualifications to develop them within the role.

The Central Office of Information have their own welfare officer who can offer advice on topics such as stress management whilst annual health checks help employees to monitor their overall health. Employees are encouraged to maintain a fit and active lifestyle through cycle to work schemes, gym memberships and free fitness sessions.

The pay system is very transparent throughout the organisation and everyone knows what they need to do achieve certain levels within the appraisal process which is directly linked with the pay each year. There are plenty of great schemes and benefits in place to reward employees for the work they do including fitness sessions, language sessions, a pension fund, childcare vouchers and various clubs and societies.

This organisation supports employees with occupational health care that's provided by teams of nurses who work in their village medical centres, they encourage wellness through a variety of approaches such as poster campaigns and health promotion days. Flexibility is also available to accommodate both personal and medical appointments and employees can elect time in lieu if they chose. There are a range of events held through out the year where employees can invite their families such as bonfire night.

The organistaion pursue a policy of supporting charities close to the heart of the Center Parcs brand, they focus support on children's and environmental charities and have long standing arrangements with several charities for terminally ill children, providing much need holidays for seriously ill children and their families. Recently adopted the Great Ormond Street Hospital Children's Charity as their main corporate charity. They have two purpose built Nature Educational Centre's and a biodiversity programme which protects species, plants and wild flowers and they engage local naturalists to carry out ecological monitoring on all villages. In addition to this they run a 'Community Hero' programme, which recognise's employees who do work for local charities and community groups.

The base salary is fixed cash compensation for knowledge, skills and experience. There is an annual incentive plan whereby cash awards for achievement of targeted financial and strategic objectives are awarded. There is a long-term incentive plan that awards equity grants, some of which are variable based on long-term performance. This promotes retention, equity ownership and provides an opportunity for wealth creation for long-term shareholder value. The total cash compensation is base salary plus annual incentives. Total direct compensation is total cash compensation plus long-term incentives.

CA has a range of toolkits/support available for managers via their management academy site on their learning management system. CA have been running a series of management coaching programmes where each manager gets three personal one on one coaching post programme. They also run a mentoring scheme where employees are given a mentor they can speak confidentially with. All Managers are encouraged to join professional appropriate organisations and to attend seminars and conferences.

Employees are rewarded for their efforts through various ways. Financially there are non-contractual bonus and differentiated pay reviews. They also ensure that regular thank yous are given to ensure that employees feel appreciated.

They have a dedicated team of a dozen people representing advisers and back-office staff who meet on a regular basis to champion the organisations efforts to reduce their impact on the environment. They have various monitoring programmes set up to monitor use and consumption, including mileage, energy consumption and paper consumption, against their targets. All programmes are updated on a weekly/monthly basis on the intranet site. They also recycle paper, glass and plastics. Internally they now use 100% recycled paper, purchase 100% recycled print toner cartridges for main/shared office printers and use 100% renewable electricity. They also strive to give back to the local community. They have adopted a charity to sponsor for the year ahead, have offered cardiac first aid courses to willing staff as a public service and have conducted a range of student placement opportunities which allow students to gain value from experiencing core business activities in a dynamic working environment.

Burnley Borough Council are in the process of developing a total rewards booklet which will be designed to give employees a full breakdown of their salary and benefits package. Benefits include final salary pensions, equal pay structure, market supplements, generous leave allowance, flexi-time and incremental pay scales.

Burnley Borough Council are in the process of developing a total rewards booklet which will be designed to give employees a full breakdown of their salary and benefits package. Benefits include final salary pensions, equal pay structure, market supplements, generous leave allowance, flexi-time and incremental pay scales.

This organisation provides both formal and informal activities such as recognition of teams' success is given through celebatory dinners and away days. Employees with long service are invited to attend a long service award lunch and for those employees retiring there is a retirement party held.

This organisation provides both formal and informal activities such as recognition of teams' success is given through celebatory dinners and away days. Employees with long service are invited to attend a long service award lunch and for those employees retiring there is a retirement party held.

The Leader of this organisation operates an open door policy throughout the organisation and encourages interaction with open plan floor arrangements. The Leader and senior management also interact with employees through organisational walks, participation in charity fundraising events in-house and regular departmental meetings.

The Leader of this organisation operates an open door policy throughout the organisation and encourages interaction with open plan floor arrangements. The Leader and senior management also interact with employees through organisational walks, participation in charity fundraising events in-house and regular departmental meetings.

Bottomline Technologies Europe Limited supports a wide range of charitable activities and offer a ‘give as you earn' through payroll. To encourage charitable activities employees receive charity sponsorship for marathons and the total raised by the employee is matched by the company through their company contributions. With many of their charitable donations made to local charities and organisations, they also provide financial support to the Reading Boys Boxing Club, through both direct donations and through hire of the facility for fitness classes.

Bottomline Technologies Europe Limited supports a wide range of charitable activities and offer a ‘give as you earn' through payroll. To encourage charitable activities employees receive charity sponsorship for marathons and the total raised by the employee is matched by the company through their company contributions. With many of their charitable donations made to local charities and organisations, they also provide financial support to the Reading Boys Boxing Club, through both direct donations and through hire of the facility for fitness classes.

The Company promotes and encourages a healthy lifestyle for all staff. They pay staff up to £200 per year for sporting activities and gym membership and provide interest free loans for bicycle purchases as well as providing cycle racks, showers and lockers for kit. As a preventative measure they also hold two workshops per year entitled Stress and Lifestyle Management presented by a qualified general practitioner. The company monitor the number of hours employees are working by ensuring that employees starting work early or finishing late sign in and out. To discourage long working hours the building is only open from 7am until 7pm and is closed at weekends.

The company give a lot back to the community and provide regular annual support to international, national and local charities and ad hoc support to staff involved in charitable activities. They also support local schools by providing prizes and trophies each year to pupils. In November and December alone they attended and provided monetary prizes and trophies to four local secondary schools for pupils who have excelled in Science and Technology. They also organise educational events in schools and accept a number of work experience pupils each year from eight local secondary schools. As well as this BMT support a large number of charities throughout the year and every year they provide paid time off and facilities for homeless food parcels to be collected and delivered whilst also making up Christmas boxes for children in deprived areas of eastern Europe.

Annually, Amgen supports one national charity plus one charity local to each site. The nominated charities are reviewed annually. There is a Corporate Social Responsibility Committee and employees are invited to submit their nominations for charitable support to the CSR Committee. Issues associated with Amgen's impact on the environment are managed through the Facilities Operations team. The team regularly reviews Amgen's environmental programme and looks for new ways to improve their efforts and reduce their impact on the environment. Ideas are discussed at the Staff Consultation Forum. Amgen currently have a recycling programme and have switched many of their stationery products over to recycled alternatives. Amgen monitor the levels of waste that they produce, looking at recyclables versus waste going to landfill. Amgen also monitor their power usage so they can review the impact of any energy initiatives. The travel policy has targets set to reduce things like single car occupancy and Amgen run travel surveys to understand how their staff travel to work.

Managers participate in an International Management Development Programme which encompasses 5 key skills workshops: Build the Team; Develop the Team; Lead the Team; Lead the Business; Navigating the Matrix. Amgen provide a dedicated area of their intranet as a Manager 'Toolkit' providing resources on career development of staff, recognition and reward and recruitment tools.

All staff at Allied Mills receive an annual health check via their occupational health provider. They also conduct an informal periodic review of working hours to ensure compliance with the Working Time Directive as well as employee wellbeing.

This organisation carries out a range of charitable activities such as baking and selling cakes for Children in Need and recently the Managing Director has taken part in a sponsored cycle ride to Paris in aid of Caravan (the grocery retailer's charity).

Employees are rewarded in a variety of ways for their hard work and effort. ABC are vocal in celebrating success in training and performance and awards are given at the annual company conference. They also hold a quarterly reward and recognition event designed to reward the highest performers in the business.

The company pride themselves on the level of training they offer to managers and continually strive to improve and invest in training. All managers are provided with their own individual personal career plans to maximise their potential. ABC have employed their own internal trainer for the benefit of the entire business who oversees any internal management training needs, coaching and mentoring.

Employee performance is recognised with things like employee of the month where anyone within the business can nominate an individual. Employees can also be recognised for long service and for ideas of innovation. This organisation hold special awards for teams and sites as a whole, 3663's annual National Accounts Oscars recognise exceptional performance in the national accounts teams.

To promote recognition across the business, the First for Service department have developed a set of recognition guidelines. Their aim is to create a standard framework to recognise their employees in a fair and consistent manner. There is an annual benefits survey in place and regular communications to ensure 3663 are giving employees the rewards and benefits they value most as well as promoting awareness and understanding of all the benefits available to them.

All staff are allowed paid time off to enable them to take part and assist in community initiatives. The company have a sustainability group, an internal group comprising members of each department who review green issues across the company. They also offer training based opportunities to school leavers in the form of apprenticeships.

All staff are allowed paid time off to enable them to take part and assist in community initiatives. The company have a sustainability group, an internal group comprising members of each department who review green issues across the company. They also offer training based opportunities to school leavers in the form of apprenticeships.

WDMP have invested in leadership training courses for their people managers to get the best out of their management structure, an individual coaching programme is tailored to meet specific development requirements. The management team meet on a weekly basis to discuss and resolve key challenges in the business.

Employees can be sponsored to attend courses and take professional qualifications that are specifically related to the needs of the business to aid their development within the role at the company. There are also bespoke training programmes in place to support an employee Personal Development Plan.

Senior managers at Watford Football Club receive private health care and all employees receive lengthy lunches to enable them to participate in physical activity.

All employees receive an annual discretionary payment at the end of season specifically from the board of directors. Occasional lunches, breakfasts on match days, meals, Christmas and end of season parties are just some of the ways the company show there gratitude to employees.

W.B.Simpson & Sons employ a full time Health and Safety Manager to monitor the health and general well being of employees. The company also considers the impact and effect of the company strategy on employees and communicates this to them.

The organisation upholds strong family values when considering employees. This creates a strong bond and mutual trust between management and staff who know how each other react when dealing with a difficult technical or commercial matter. Each employee can then be rewarded with the satisfaction of a job well done, financially, or through some other incentive, which is equally appreciated.

The firm encourages a number of activities outside the workplace which are valuable sources of personal growth. There is a particular focus on members of staff acting as school governors, utilising contacts and expertise within the education sector. Trainee Solicitors have also been involved with the Young Enterprise scheme, providing mentoring support to groups of students in setting up and running a business.

The firm has again this year offered free flu vaccinations to all staff, and well over a quarter of the firm took the opportunity to protect their health. Their on-site café facility includes vending machines and there are healthy options available alongside the traditional crisps and chocolate.

Monthly staff meetings are held where updates on finance, new business, marketing and new employees are shared with the staff. Talent Road-shows are visited by senior management in each UK office and a training programme is run. Quarterly update emails get sent to all employees detailing finance information and promotions.

Managers are taken away from the office environment for two days intensive training including management skills, conducting appraisals and dealing with difficult situations. Mentoring/co-coaching schemes are also offered for more senior colleagues. Outside training is also provided.

A late working culture is not allowed at The Specials Laboratory as employees are encouraged to maintain a positive work-life balance. Employees are also encouraged to participate in sporting activities such as the company football team.

A late working culture is not allowed at The Specials Laboratory as employees are encouraged to maintain a positive work-life balance. Employees are also encouraged to participate in sporting activities such as the company football team.

Erith provide all staff with free occupational health surveillance. Staff are able to speak to a counsellor through the confidential helpline specifically about debt or financial issues which just by talking can relieve some of the personal stress related issues associated with the economic climate. Employees are also given the option to receive a free flu jab.

To reward employees for their efforts a company incentive scheme is in operation along with company funded social events.

Staff are rewarded and retained through providing competitive pay and conditions of employment and supporting personal and career development. A special bonus scheme is in place to supplement basic salaries and managers have the ability to offer instant thank you gift vouchers in the workplace.

Staff are rewarded and retained through providing competitive pay and conditions of employment and supporting personal and career development. A special bonus scheme is in place to supplement basic salaries and managers have the ability to offer instant thank you gift vouchers in the workplace.

The company have an Employer Supported Police Scheme, offering employees paid time off to work as a Special Police Officer and support recognised charities through annual fund raising activities.

Employees have access to a free Assistance and Counselling Service. The company also hold a health and well being event across all sites on a monthly basis.

Full training is available to all managers. Senior management meetings take place every month and all managers are asked to attend. The senior management team is open and honest making a very comfortable working environment.

The focus of working for SkillSoft is to provide great service to the customers. There are regular conference calls to inform members of staff on the business' performance and clear lines of communication to senior managers.

The company have a successful back to the floor management programme - this is where managers go back to line staff positions for the day, enabling them to have a good understanding of the various tasks employees undertake on a daily basis. Managers also receive £25 per head per year to take there teams out and promote team building activities.

Associate of the Quarter – Nominees and winners are picked by fellow associates and recognises employees who have gone the extra mile and exceeded expectations. The winner and two runners up receive a financial award, with the winner's photo being placed at the front of house for all guests to see.

There is a good work / life balance at the company and a focus on employees, as well as other benefits employees receive free private health insurance and free flu jabs.

The company like to recognise employees who go the extra mile, they do this by holding regular staff appraisals, arranging various events and nights out as a reward to employees and teams.

Employees are encouraged to look after themselves which is why the company offer its employees subsidised gym memberships, as well as this they benefit from annual health checks with a nurse and free eye tests.

Using both internal and external assessors RTR is also currently running an NVQ programme available to all employees. Standard Operating Procedures are in place for all processes and procedures and new and existing employees are formally assessed against these for competency. Each individual employee has personal plans and targets clearly related to the overall objectives which are adjusted at bi-annual appraisal discussions and reviewed monthly in individual 1-2-1's with each of them.

A well being clinic is held every 6 months for employees exposed to dust or particle intake. The Ripple Group encourages open discussion regarding personal well being and actively encourages employees to devote some of their time to keeping fit.

The organisation hold various social and team building events. Focus is placed on collective responsibility for success.

People managers have access to the Chairman at all times for advice on any issues, including personal. Any tools and training are provided without fail if the managers deem it necessary.

They provide private medical health insurance at the company's cost. They provide meals and refreshments for employees whilst at work. Health and Safety policies are maintained and enforced using a 3rd party company.

The management development programme is open to all managers and to increase management skills there is the stepping stones programme. There is also a management competency framework and action plans.

The management development programme is open to all managers and to increase management skills there is the stepping stones programme. There is also a management competency framework and action plans.

Attract, retain and manage talent is central to the future growth and success of the business. They provide support and development to ensure their people have the opportunity to grow and realise their potential. To support this, everyone has access to internal vacancies for all roles across the globe via a transparent internal jobs market.

Their online Wellbeing Events Calendar promotes national and international events on key health and lifestyle issues affecting the population. They deliver health promotions, in conjunction with Nuffield Health. They understand that their employees may be unwell from time to time and it is important that they support their return to work. They provide products including health screening, private medical insurance, dental insurance and health care cash plans.

On a semi annual basis all employees are eligible for merit based salary increases, bonuses and stock option awards during these times. These awards include QCards, Qualstars, SuperQualstars, Patent Recognition Awards, and Division Achievement Awards.

On a semi annual basis all employees are eligible for merit based salary increases, bonuses and stock option awards during these times. These awards include QCards, Qualstars, SuperQualstars, Patent Recognition Awards, and Division Achievement Awards.

Prospects latest Investors in People report praised the learning and mutual support culture that leads to a very strong team ethic running through the whole organisation. This delivers shared ownership of Prospects goals. Recognition is given on a team basis as well as an individual basis.

Prospects for People with Learning Disabilities works with local churches to support them to provide an inclusive church for people with learning disabilities and provides social care for people with learning disabilities. This organisation is also involved with lobbying groups for people with learning disabilities and the Christian community.

They have a free Employee Assistance Programme that gives access to a confidential face to face and telephone counselling service for all staff, for a range of issues. There is a staff discount scheme that gives discounted gym memberships and also a fee private health insurance scheme which is available to all employees.

They have a free Employee Assistance Programme that gives access to a confidential face to face and telephone counselling service for all staff, for a range of issues. There is a staff discount scheme that gives discounted gym memberships and also a fee private health insurance scheme which is available to all employees.

Key initiatives in achieving a more effective management structure have been established in a mission, vision, values and goals which form the basis of the behavioural competencies. There is good communication at every level of the business and extensive investment in management development. This includes sales training, customer service and individual training as needed and e-learning for personal development.

The organisation regularly assists many local schools, clubs and charities with fundraising events, especially those within a 10 mile radius and a youth focus. Pentax is actively working to reduce its carbon footprint. All company vehicles are restricted on CO2 emissions to a maximum of 160.

The appraisal process provides a consistent approach to training needs analysis. Training needs are then built into a structured training plan which enables best use of the organisations resources. There is a generous training budget, which averages £750 per person and excellent training facilities at head office. There is a range of career enhancing opportunities such as secondments, acting up opportunities and professional qualifications.

Paragon is committed to affordable warmth and has improved insulation and fitted more energy efficient boilers in many properties. This not only reduces resident's fuel bills but also the impact on the environment. All waste paper from offices is recycled and energy meters have been installed to ensure energy is used more efficiently.

The organisation has a charity budget and support is given to individual's charitable efforts. The Green Team work to encourage staff to consider their impact on the environment. Non profit making organisations are also offered discounted qualifying courses.

The organisation is pro-active in health and safety practices. This includes personal workstation assessments which look at posture, levels of stress and the work life balance. All managers are trained in their responsibilities and attentiveness in health and safety responsibilities. The Employee Assistance Programmes are available to all staff and their family members and annual health awareness days are held.

Muntons plc have negotiated reduced membership fees at the local sports and leisure centre which covers gym, swimming and class based activities. They also have a company indoor cricket team which is made up of employees from all sectors of the business. As well as providing occupational health services they also plan to introduce "Bike to Work" and "Wellbeing" initiatives.

Muntons plc have negotiated reduced membership fees at the local sports and leisure centre which covers gym, swimming and class based activities. They also have a company indoor cricket team which is made up of employees from all sectors of the business. As well as providing occupational health services they also plan to introduce "Bike to Work" and "Wellbeing" initiatives.

There is a flat management structure. Incentives are given to incorporate team performance and individual contribution. They hold team nights out and monthly wrap ups.

An open door policy is in operation. Feedback is given to employees for their hard work and specific processes are set up for sharing successes.

Private health care is offered but grade dependant. Employee Assistance Programmes are being introduced from 1 March 2009. They have strong relationships with the Royal National Institute for Deaf People to assist with their Noise at Work compliance.

The majority of their management team have been promoted from crew members. They have structured career paths and training programmes which enable individuals to progress through from the Crew Development Programme to the Management Development Programme.

They continue to operate various bonus schemes across the organisation including those that are specific to a role, for example in Sales. This ensures employees are rewarded fairly and appropriately.

They believe their senior leaders should be highly visible and should communicate in a personable way. The breadth of channels and methods of engagement speaks volumes. Their range of engagement tools includes executive lunches, coffee mornings, divisional briefings, specific intranet sites, e-zines, podcasts, webcasts, branch TV broadcasts, DVDs such as Scottish Widows Our Story, Lloyds TSB radio recordings which employees can dial into via telephone..

Constant training needs analysis is undertaken monthly with employees, which includes discussions on personal growth and the options to take qualifications. NVQ is the backbone of training for all LOT staff. Staff are also given the opportunity to be seconded in to stretch roles to help and support them in their chosen career path.

Constant training needs analysis is undertaken monthly with employees, which includes discussions on personal growth and the options to take qualifications. NVQ is the backbone of training for all LOT staff. Staff are also given the opportunity to be seconded in to stretch roles to help and support them in their chosen career path.

LEWIS is based on meritocracy. A team member is promoted when they have earned it, not because of how long they have been in the role. Career plans are provided for all staff at all levels to guide and direct them in their growth and development with the agency.

LEWIS is based on meritocracy. A team member is promoted when they have earned it, not because of how long they have been in the role. Career plans are provided for all staff at all levels to guide and direct them in their growth and development with the agency.

LeasePlan acknowledges the importance of identifying and reducing workplace stress. A formal policy aims to provide: a proactive method for identifying the causes and symptoms of stress; clarity on roles and responsibilities to reduce the causes of stress and a structured framework to enable managers to provide consistent and effective support to employees.

LeasePlan acknowledges the importance of identifying and reducing workplace stress. A formal policy aims to provide: a proactive method for identifying the causes and symptoms of stress; clarity on roles and responsibilities to reduce the causes of stress and a structured framework to enable managers to provide consistent and effective support to employees.

The company operate a non-hierarchical environment, this is demonstrated in a number of ways from the attitude of senior management, who encourage ideas from all individuals within the organisation, to the open plan lay out and ‘open-door' policies of managers. Using the ‘Ask Piers?' facility on the intranet, any member of staff can email the Chief Executive directly, openly or anonymously.

Managers are supported in this organisation by specific in house training, formalised Mentoring Programme and formal policies and procedures around Performance Management and Staff Development which is supported operationally by HR. Unusual for this organisations sector, a discretionary rather than formulaic bonus system allows them to recognise development in the broadest sense.

From day one all employees have a development plan and are given a career development manual on day one of induction. This is used to inform staff how they can develop their career and own personal growth.

From day one all employees have a development plan and are given a career development manual on day one of induction. This is used to inform staff how they can develop their career and own personal growth.

JJ's induction process involves each new employee meeting someone from every team so to encourage them to feel comfortable and confident in liaising with different teams and what the roles of the other teams are. New employees may also be offered the opportunity to undertake some job shadowing in different departments to encourage appreciation/understanding.

JJ's induction process involves each new employee meeting someone from every team so to encourage them to feel comfortable and confident in liaising with different teams and what the roles of the other teams are. New employees may also be offered the opportunity to undertake some job shadowing in different departments to encourage appreciation/understanding.

Employees at iMeta Technologies Ltd receive public recognition at quarterly meetings when they have done a great job or gone above and beyond. As well as this employees receive bonus payments as a reward for a job well done.

This organisation has an open door policy and the MD holds seminars to gauge how people feel. The leader and senior managers also participate at social events organised by the Ministry of Fun.

Personal success can be judged in different ways and Grey London allows every individual to stretch and grow in ways which makes them feel fulfilled and rewarded. Since June, every employee has participated in the Vision and Values programme and teams are encouraged to share less formal but more frequent on-going feedback and run workshops to help Grey London be better at responding to it. Over the past 12 months some of the greatest successes have come from employees who were considered under-performers.

Every quarter, staff nominate colleagues for the Grey Spirit award. A randomly drawn panel of 8 members of staff consider all nominations and decide who has made an outstanding contribution to the agency. The award is chosen by the winner and is whatever they would really like to do. The favourite tends to be red letter day experiences.

There is a management forum for senior managers from all locations and all departments which meet regularly to discuss the business and any particular challenges.

Feather Brooksbank provide staff with free fresh fruit every week in all offices. The Edinburgh and Manchester offices have a large cafe bar area and have a strict no lunching at the desk policy to encourage people to take a break and relax while they are eating. Subsidised massage sessions are available onsite in Glasgow every month.

The One Planet and One Community ambassador networks consist of employees who champion sustainability performance and EDF intend to give every employee the opportunity to be an ambassador.

The One Planet and One Community ambassador networks consist of employees who champion sustainability performance and EDF intend to give every employee the opportunity to be an ambassador.

Duradiamond Healthcare is owned and operated by occupational health professionals and the directors and senior managers have over 20 years experience of leading large occupational health consultancies. All managers are medically qualified first, business people second and ultimately lead from the front.

Duradiamond Healthcare is owned and operated by occupational health professionals and the directors and senior managers have over 20 years experience of leading large occupational health consultancies. All managers are medically qualified first, business people second and ultimately lead from the front.

They have a dedicated community development team and carry out a large number of community events including annual fun days and sponsorship of other community events.

Derwent Living operate a pay scheme that gives employees the opportunity to increase their pay by up to 6% each year. They also have a formal recognition and reward scheme which recognises both individual and team contributions.

Gold, Silver and Bronze awards are awarded to employees that go the extra mile, employees receive payments from £500-£1500. There are also on the spot awards of up to £150 for immediate recognition.

Gold, Silver and Bronze awards are awarded to employees that go the extra mile, employees receive payments from £500-£1500. There are also on the spot awards of up to £150 for immediate recognition.

D&B has created an environment in which individuals are encouraged to contribute to both the business and the community and to develop and stretch themselves. They have set a clear framework for what they wish to achieve as a business through their mission and values.

There are a number of initiatives in place to support and develop people managers including a leadership development programme, an official mentoring programme and a management awareness programme.

In addition to the ongoing training they receive, managers at Citrix are supported through a variety of development courses.

Citrix employees are eligible for a number of benefits including a share option scheme, childcare vouchers, employee assistance programmes and life assurance.

Managers are empowered to carry out their roles with autonomy and are supported to do so through a combination of development in a small group situation and one to one coaching.

In response to an employee survey, Cephalon have improved their reward package through implementing a Total Reward Statement and introducing additional employee benefits such as french lessons and a high street discount scheme.

Carey England recognises that their day-to-day operations inevitably impact on the environment. In partnership with The CarbonNeutral Company, they invest in two projects around the world to offset the effect of their fleet on the environment.

Carey has abolished the ‘long hours' culture that has been inherent within the service industry in the UK. In every area, their employees work structured shift patterns that ensure they are able to have control over their working life.

The benefit package offers over 20 benefits to all employees. Key benefits include: free gym membership, right to buy additional holidays, life assurance policy, healthcare insurance, contributory pensions and as much free fruit as you like.

The benefit package offers over 20 benefits to all employees. Key benefits include: free gym membership, right to buy additional holidays, life assurance policy, healthcare insurance, contributory pensions and as much free fruit as you like.

A bonus is given to employees who put forward successful land acquisition suggestions for new land on which Bardsley can build and develop.

Employees are rewarded with excellent social events and activities. Past Christmas parties have taken place in Barcelona, Monte Carlo and Rome, and not only boost morale but also enable the board to express a more personal level of gratitude to all staff.

Company founder, W.T. Burden, gifted a substantial shareholding to create Burdens Charitable Foundation (BCF), thus enshrining Burdens commitment to CSR in its ownership, visions, and values. The majority of Burdens profits are distributed to community projects in Africa and the UK. The company also encourage full scale employee share ownership and charitable giving and action.

Company founder, W.T. Burden, gifted a substantial shareholding to create Burdens Charitable Foundation (BCF), thus enshrining Burdens commitment to CSR in its ownership, visions, and values. The majority of Burdens profits are distributed to community projects in Africa and the UK. The company also encourage full scale employee share ownership and charitable giving and action.

All teams within the business are client focused and this often means that specialists from different disciplines are brought together to achieve measurable objectives on behalf of individual clients giving staff from across the company the opportunity to work together closely on a regular basis.

There is a newly refurbished café area which includes large screen TV's, healthy snack vending machines and an opportunity to have meetings in an informal environment. All employees are offered a subsidised gym membership and are invited to apply to join the company contributed private medical scheme.

Employees are encouraged to take part in a wide range of activities and projects organised through seven strategic CSR partners, they also have a budget specifically set aside for charitable activities and staff are given time off by the company to enable them to take part in charitable work or local community related work.

Employees are encouraged to take part in a wide range of activities and projects organised through seven strategic CSR partners, they also have a budget specifically set aside for charitable activities and staff are given time off by the company to enable them to take part in charitable work or local community related work.

All managers are given excellent support guidance and training to equip them with the skills required to manage their teams effectively. There is a clear sense of focus and clarity on the goals that are expected of the management team to help them conduct their role as efficiently as possible.

Internally there are regular awards for the best performers such as Top Biller and the Outstanding Contribution Award for the most significant contribution to the business. Externally the company has received various awards including recognition from H.M. Queen Elizabeth II for contribution to the recruitment industry.

Golden points are awarded to recognise outstanding achievement and high levels of commitment and flexibility. All employees are encouraged to recognise and nominate colleagues to receive points for exceptional performance. Golden points are awarded at company updates and are accompanied with a token of appreciation and a thank you from the MD.

All staff business travel is carbon offset with Climate Care and Bales encourage their clients to do the same.

They hold charity events and fundraising takes place throughout the year. The staff encapsulate the good work that is carried out for charities and non profit organisations.

They hold charity events and fundraising takes place throughout the year. The staff encapsulate the good work that is carried out for charities and non profit organisations.

Aldwyck Housing offer line manager training, mentoring and coaching.

Aldwyck have their own sports and social club giving employees the opportunity to exercise and relax outside of work. Most recently they organised a trip to the panto for employees and their families.

Abraxas have flexible working solutions, private health care and agreements with local sports facilities.

Abraxas have flexible working solutions, private health care and agreements with local sports facilities.

To support employees' well being Abcam have fruit delivered twice a week and they have an interactive health and safety policy as well as a Staff Forum.

Managers are supported and developed through external and internal training and internal support and coaching.

As a small organisation the teams communicate and meet regularly, despite the geographical spread. Along with the functional away days this helps to promote team work and community.

Support is tailored to individual needs rather than a global approach. There are a variety of training interventions from courses and external training to international opportunities. Employees start their development before they are managers by the Key Replacement programme and Aspiring Leaders.

The council provide work placements for students in a variety of their services. These are arranged either directly with the students or with the placement office at the universities. Placements vary in length from 4-48 weeks and always focus on giving the student valuable workplace experience.

The council provide work placements for students in a variety of their services. These are arranged either directly with the students or with the placement office at the universities. Placements vary in length from 4-48 weeks and always focus on giving the student valuable workplace experience.

To ensure that ZED Media teams work well together they have many offsite team building days, team competitions and team charity days.

ZED Media draw up individual training plans for all members of the organisation on week one and these are reviewed/updated quarterly. Courses are also tailor-made, they don't just use existing training (internal and external).

Yes Telecom have away days for senior management using outsourced Management support teams who specialise in helping clients to implement and manage a Continuous Professional Development (CPD) programme.

Yes Telecom have away days for senior management using outsourced Management support teams who specialise in helping clients to implement and manage a Continuous Professional Development (CPD) programme.

There are three days off site Global Management training for all managers with an external coaching and leadership expert. They also receive 'Manager Evaluation' which is feedback from all reports followed by a one to one with HR Director.

Workshare build strong teams and hold team building days. All teams have budgets for separate team building events. The sales team recently went Go Karting in San Francisco after a training weekend.

Where possible staff are encouraged to work from home and there are a range of shifts to suit working families. Job sharing is available where possible.

The Directors and Senior Managers in Business work alongside our teams practically on a daily basis and there are close working relationships within the management team to encourage the development of high standards and a fun culture.

Individual contributions are recognised with a number of awards such as Branch of the Year, Most Improved Branch of the Year, Temporary Consultant of the Year, Permanent Consultant of the Year and Branch Manager of the Year.

Westaff believe in decentralised authority for managers and have empowered them to make decisions. Westaff conducted the first ever double diploma course with the ILM and REC for all aspiring managers.

Personal development is driven by the individual and is supported by the business. All employees undergo a rotation programme and have an annual Development review with their Line Manager which results in an individual development plan consisting of specific job related and personal development training.

Teamwork and collaboration is one of Vizeum's key values and as such it underlies everything the company do. 'People' is one of the eight key skills and behaviours expected at all levels and it embodies teamwork and collaboration.

Housing is the foundation stone to a ‘normal' family life. Without a safe, secure and cosy home, customers struggle to gain employment, benefits, support etc. Twin Valley staff work on a daily basis to help them improve their lives, interacting with agencies and local authority support services on their behalf.

Housing is the foundation stone to a ‘normal' family life. Without a safe, secure and cosy home, customers struggle to gain employment, benefits, support etc. Twin Valley staff work on a daily basis to help them improve their lives, interacting with agencies and local authority support services on their behalf.

TOR Homes offer flexible working and home working. To support employees' health and well being there is a generous sickness and annual leave allowance. In addition there is a Health Cash Back Plan incorporating medical and counselling services.

Employees at TOR Homes are given management feedback to ensure that they feel rewarded for their efforts.

Flexible hours and working arrangements. The malls are a 24 hour operation which gives The Mall great opportunities to accommodate a variety of work patterns according to individual needs.

Team build events are available to all teams within the business, whenever they want to make use of them. Every mall person is eligible to benefit from The Mall's Discretionary Performance Bonus/Dividend.

To help employees balance their home and working lives, flexible working arrangements are available on application and home working is possible for certain roles.

To help employees balance their home and working lives, flexible working arrangements are available on application and home working is possible for certain roles.

Talacre have very specific Legal, Financial, Operational and Sales skills for their team to draw upon when required and they have ethical and honest working relationships. Health in Business is used to support managers with difficulties both personally and professionally.

Staff can receive praise and recognition in Heads of Department meetings and in Board Minutes and there are financial bonuses throughout sales departments, including receptionists.

Employees are rewarded for their efforts by internal recognition at award ceremonies and conferences. They can also receive staff incentives worth in excess of £350,000 and increased colleague discounts to 30% on Own Label products.

Stores, distribution centres and Head Office have participated in Superdrug's 'Bid for the Boss' campaign and the CEO has spent 16 days working on the shop floor, in distribution centres and in Head Office departments to get closer to the business.

Sunderland Marine have a caring culture towards staff. Employees have reasonable paid time off for domestic issues, flexible start times and Blackberry's and laptops are available for homeworkers.

Sunderland Marine provide sponsorship of fishing industry safety awards and blessing of the fleet in New Zealand. Charitable donations are given to local charities, schools and an amateur dramatics group.

Sterling Relocation present vouchers for quality recognition given by internal and external customers and clients. Vouchers or wine are provided to recognise new ideas.

Sterling Relocation present vouchers for quality recognition given by internal and external customers and clients. Vouchers or wine are provided to recognise new ideas.

Soha Housing have various healthcare policies as part of their Employee Assistance Programme. This includes healthcare, access to unlimited, free counselling and assistance to quit smoking.

Soha Housing encourage team work with job shadowing and secondments. Staff make presentations at Chief Executive Briefings to explain to others what they do in their role and multi-disciplinary teams have been set up to solve any issues or problems.

To support and develop people managers within SME Insurance Services Ltd they operate a flat structure. All senior staff, whether a supervisor or director, are approachable and happy to get involved at any level or part of the business.

SME encourage free communication from employees and ask them to keep SME updated of changes in their life. SME openly consider any request that a member of staff may have that would ease any pressures they may be under.

For the first time this year Simplyhealth has included a Wellbeing Index in its annual employee engagement survey - Express yourself. The Wellbeing Index has allowed them to measure and actively prevent poor wellbeing amongst their employees.

Simplyhealth Group have worked hard to give Social Responsibility an identity for employees. Subsequently, Social Responsbility is known as 'Being The Difference' in Simplyhealth. Opportunities are provided for employees to be involved which is important to them.

As well as mentoring, Ryan Insurance Group people managers receive regular reviews and encouragement.

As well as mentoring, Ryan Insurance Group people managers receive regular reviews and encouragement.

Rectory Homes Limited are very supportive of family situations that require changes to normal working hours. Rectory Homes Limited do not believe in people working long hours other than occasionally and actively encourage them to take all of their holiday entitlement.

Rectory Homes Limited are very supportive of family situations that require changes to normal working hours. Rectory Homes Limited do not believe in people working long hours other than occasionally and actively encourage them to take all of their holiday entitlement.