People Managers Matter

Fidessa have introduced free lunchtime yoga, pilates and circuit training classes for staff in the Woking office. In all UK offices, the company offers 20 minute back and shoulder massages to relieve the stresses of everyday life.

Each year the company provides at least two events that are open to all employees to attend. The events are great opportunities for employees to mix and catch up with colleagues that they haven't seen for some time and receive company-wide updates.

The company's Loyalty Awards offer a cash incentive that rewards people and says a big ‘thank you' to those who have worked for the business for a long time.

Managers at the company are supported by regular coaching and feedback, with their work being underpinned by the ‘Manager's Toolkit'. This sets out exactly what the role of the manager is, especially when it comes to supporting the development of their team members.

The company provides free fruit and healthy snacks, and runs a scheme for employees to use the local gym at a reduced rate. Lunchtime activities, such as running, cycling, swimming, triathlon, and so on, are also available for staff to participate in.

Ensoft have moved to paperless payroll and expenses, and have introduced recycling bins around the office, including bins for food waste. Offices are installed with movement sensors to trigger lights and reduce electricity wastage.

Both junior and senior members of staff were involved in the creation of the organisation's values five years ago, which means their vision, mission and objectives are universally accepted by employees at all levels.

Both junior and senior members of staff were involved in the creation of the organisation's values five years ago, which means their vision, mission and objectives are universally accepted by employees at all levels.

The company believe that the average, the safe, the familiar - it never makes a difference. A key principle is that if they really want to create change, if they want people to share, to participate and advocate, then staff need to be bold.

The company offers two ‘Inspiration Days' each year where individuals are encouraged to engage in cultural pursuits that will expand their learning and skill-sets, whether work or non-work related.

EE operates an internal social networking site, Splash. Splash is accessible by all employees and acts as a central communication channel. There are frequent posts from the CEO, as well as internal competitions with great prizes.

‘The Best Recognition Scheme' is an opportunity to recognise and reward colleagues who have done something brilliant. This can be in the form of an e-card, or a nomination for the monthly recognition award where winners receive a token of thanks and a voucher.

To ease workplace stress, the company encourages breaks to be taken at regular intervals. Additionally, a mental health policy is in place and a team of sourced councillors are on hand for staff who require extra support.

To ease workplace stress, the company encourages breaks to be taken at regular intervals. Additionally, a mental health policy is in place and a team of sourced councillors are on hand for staff who require extra support.

The company offers group and individual support and development for managers. In some cases, short placements are offered in management roles as ‘trials', along with training and mentoring prior to individuals being offered permanent roles.

The company offers group and individual support and development for managers. In some cases, short placements are offered in management roles as ‘trials', along with training and mentoring prior to individuals being offered permanent roles.

‘Extra mile' awards are given to employees for going above and beyond the call of duty. Nominations can come from peers, managers or clients for either personal or professional reasons.

The company have recently invested in a learning and development officer who is a dedicated support source for staff. This enables eBECS to deliver soft skills training across the business to both new and existing employees.

All managers are given annual performance reviews, including 360-degree reviews for senior leadership. The leaders also have regular one-on-one meetings with their direct manager at least bi-weekly to discuss ongoing performance and address any issues.

The mission of the business is communicated on a regular basis, through references - i.e. in peer bonuses - storytelling and repetition. This is an integral part of the business and affects every decision made.

Defaqto run their Animal Awards, where each director can rewards one or more people in their department each quarter with vouchers, a cuddly animal on their desk and a reserved parking space right by the building.

Defaqto run their Animal Awards, where each director can rewards one or more people in their department each quarter with vouchers, a cuddly animal on their desk and a reserved parking space right by the building.

David Nieper encourages wellbeing and environmental health through their walk to work incentive scheme. Additionally, rainwater is harvested, solar panels are installed on all buildings and supplies are sourced as locally as possible.

David Nieper encourages wellbeing and environmental health through their walk to work incentive scheme. Additionally, rainwater is harvested, solar panels are installed on all buildings and supplies are sourced as locally as possible.

Lunch and Learn sessions are run not just by the in-house formal trainers, but by anybody who has had success with a particular client, initiative, campaign or activity - they are invited to run a short, ten-minute overview session for the rest of the business to promote best practice.

Incentive trips and monthly, quarterly and half yearly achievers awards are run alongside bonus and commission incentive schemes. These include exchange trips with the US office in Los Angeles and other fully expensed trips abroad.

The company operates an annual appraisal scheme that assesses managers against core competencies. They also operate a management development programme where managers receive training on employee recognition, providing feedback and employee engagement.

To support the wider community, Coastline Housing offer a range of grants up to £1,500 for local projects, groups and individual customers. Over the past year, they have granted awards for school playground enhancements, sports equipment and high-visibility jackets for community volunteers.

The company's e-learning system forms a key role in how health and safety training is delivered to employees. OLAS is an online learning and assessment system that helps the allocation of regular training and awareness throughout the organisation while also being able to track progress and results.

The company's e-learning system forms a key role in how health and safety training is delivered to employees. OLAS is an online learning and assessment system that helps the allocation of regular training and awareness throughout the organisation while also being able to track progress and results.

The company has trained in-house assessors and are now able to provide an apprenticeship to anyone within Carbon60 who would like to work towards a qualification within recruitment, business administration, customer service or management.

Carbon60 acknowledge that a sales environment can be stressful and their managers are trained in how to spot this. The company go above and beyond to remove as much work-related stress as possible and advocate seeking specialist support and guidance.

Last year, the company conducted 'Stay interviews' with top performers across the business. The interview gives employees a chance to explain what is working well and not working so well, giving the HR and senior leadership teams an idea of what drives employees.

Last year, the company conducted 'Stay interviews' with top performers across the business. The interview gives employees a chance to explain what is working well and not working so well, giving the HR and senior leadership teams an idea of what drives employees.

Nick is very down to earth, humble and an authentic leader. He knows practically everybody's name in the business and is knowledgeable on their roles and what they bring to the organisation.

The BHA organises staff roadshows to encourage their London staff to attend regional roadshows to meet and socialise with colleagues. Their goal in 2018 is to have all employees attend one of three regional events.

In addition to performance related bonuses and incentives, the company are strong advocates of recognising the uniqueness of the individual. A variety of rewards are given from time off, to bubble baths and chocolates to dinner vouchers for yourself and a partner or large cash sums.

All managers have their performance reviewed through our internal performance review process. This involves a minimum of two formal review meetings per year in addition to regular one-to-ones.

The charity runs bespoke team development days where their training manager meets with the service manager to identify key needs of the team. Together, they develop a day-long session to focus on improving the team's development.

Service managers have clearly defined key performance indicators that are monitored monthly. Performance reports are shared across the management team and discussed at bi-monthly management team meetings.

Better Places have a High Flyers incentive running every six months, offering the opportunity for a maximum of three people to win an all expenses paid trip to New York. This has been brilliantly received and has seen six employees and their partners visit New York in 2017.

When a new consultant joins the company, they are assigned with a senior person in the market they will be working in. The shadowing takes the form of listening to calls, attending meetings and learning as much about the candidate and clients over the first three-six months.