What are companies doing with regards to 'My Manager'

Every team member was asked to contribute to the weekly Zoom meetings and the company took their comments into account when planning or implementing policies. This helped to ensure wellbeing was monitored so action could be taken if anyone was struggling to cope with work or the challenges of Covid-19.

The company supports Severn Angels Housing & Support, a charity that provides accommodation and support for homeless people to enable them to be more independent. It focuses particularly on women in the West Midlands and Worcestershire. Staff have organised fundraising raffles and donated clothes.

In the last staff survey in December 2020, 95% of staff agreed senior leaders provide a clear vision of the direction of Premier and 97% agreed they understood the company values of integrity, efficiency, and trust. CEO Alastair Aird says he has “never worked with a leadership group that trusts each other so implicitly”.

Premier raised funds during the first lockdown for the Cavell Nurses Trust, the charity supporting UK nurses, midwives and healthcare assistants, both working and retired, when they're suffering a personal or financial crisis often due to illness, disability, domestic abuse and the impact of the coronavirus.

Wellbeing Wednesday prompted discussions on the potential of using the communication tool Workplace. Employees engaged with this and the charity was able to share images of activities in the work setting, which could be accessed by those who were on furlough or working from home.

Information about the effects of the pandemic and public health guidelines was sent to colleagues on a weekly basis on what became known as Wellbeing Wednesday. Emails were used to encourage people to look after their health and wellbeing, providing links to useful websites.

The business stepped up its online communication with all staff when it moved to fully remote working last year. Managers took the initiative in providing information and support, answering questions in video chats and emails. Its wellbeing Slack channel has never been more active.

A core LTE value is being one team, with staff collaborating and contributing to company goals. The organisation's senior leadership team of around 60 people represents its current and future leaders and meets times a year to share performance and development.

Each month or so there have been group-wide team sing-alongs and mini-competitions to raise everyone's spirits. Many Teams groups were set up to prevent people from feeling isolated – especially those working at home, and a fitness challenge helped competitive colleagues to track their overall kilometres and achievements.

The company relaunched its values during lockdown with none of the management team or board involved in setting the tone of the organisation. These are strength in diversity, stronger together, challenging the status quo, and we never settle – a commitment to exceptional delivery.

Wilton & Bain helped to raise funds to provide laptops to needy children for home-schooling during lockdown. Many families didn't have access to the basic equipment that was required, with Ofcom estimating that more than 1m children weren't able to get hold of a laptop, desktop or tablet at home.

The senior management team is heavily involved in talent nurturing, supporting career growth and development by mentoring employees and allowing everyone to reach their full potential. It also promotes family-friendly working hours, including flexible working, which was appreciated by staff during the pandemic.

Learning Pool is committed to behaving ethically, focusing on its local communities and on the development of continuous environmental initiatives to reduce its carbon footprint. As an online enterprise, it empowers customers to help create a more sustainable world by using its technology.

Lane4's Magic Mondays business updates are now held virtually, with the leadership team joining the sessions. A monthly extended leadership forum includes all heads of department and above and allows for an hour's discussion on topics key to the company.

Company Days are held three times a year where everyone comes together for business updates, the opportunity to network and to have a bit of fun. Online social activities such as talent shows, coffee connects, pet pageants, cook-alongs and garden walk-arounds all also attracted good levels of attendance and feedback.

The weekly Assembly (all-hands meeting) was digitised from week one of the pandemic, so all staff members heard CEO Ben Bilboul and other business leaders deliver a combination of light-hearted announcements and presentations, as well as more serious business topics.

In 2020, an survey showed that colleagues wanted to see Karmarama do more to fight the climate crisis. So Green Karma – with a goal to minimise the company's impact on the world and maximise efforts for the world – was formed. With the support of the, Green Karma committed the business to be net carbon-zero by 2025.

Covid-19 placed huge concern and worry on the global workforce, so Kagool reassured its people on a personal and a professional level. Safety for staff and their loved ones was paramount and supported with a family-first approach. With the seismic impact of the coronavirus on the global economy, employees were reassured about job security.

All results of surveys are shared with the internal staff working group. In response to the feedback, a more flexible working system will be rolled out when employees start to return to the office – if, indeed, coming in is what they prefer. The agency has also reviewed holiday policies and created social interaction strategies via in-house tools.