Following feedback, the charity's top team are doing more to keep their employees in the loop. This includes monthly live Q&As, quarterly video updates on organisational priorities, regular emails and site visits. There's also a quarterly presentation to the leadership group cascaded to all employees via the 'TeamTalk' meeting pack for line managers.
Around 400 managers and leaders are enrolled on a six-month leadership development programme covering practical and theoretical topics to help them better understand their teams and feel more equipped to lead them to success. Participants are encouraged to 'buddy up' to create a support network across the organisation once the training is complete.
Clinical teams get in-house CPD delivered by PDSA's own clinical experts, providing learning opportunities for subject matter experts and attendees. The charity offers around 20 placements for newly graduated clinicians, with staying on in permanent roles. And there are also apprenticeship opportunities for staff to develop their skills.
The company ensures its staff have the training to offer its clients the right advice and solutions, providing empathy and understanding. It employs specialist staff to deal with each stage of the customer journey. And employees undertake vulnerable customer training and training that ensures they embody the company's core values.
From Kiltwalks to bake sales, staff can always get involved in activities to benefit local and national causes. The company has also supported Motherwell's mental health programme and helped Celtic and Rangers support vulnerable fans. Employees have the option of payroll giving, and the company matches any funds raised for its chosen charity.
The company has an interactive Managing People training course, with group exercises and tests to check learning. It covers areas such as recruitment and selection, performance management, employment law and conducting one-to-ones. The Wellness at Work programme also supports managers in areas such a stress management and handling difficult discussions.
In addition to pay rewards, Christies Care has a quarterly, "extra mile" award for which staff nominate colleagues who they think have gone over and above in their roles. It also has annual awards that are linked to the organisation's values, when staff achievements are celebrated.
Braving the Shave, a danceathon and the Mighty Hike for Macmillan Cancer Support are among the fundraising activities staff have taken part in to raise money for charity, as well as shoebox filling for a homeless shelter. During mental health awareness week cash was raised for The Befriending Scheme, which supports vulnerable young people.
Managers are supported by senior managers through monthly one-to-one sessions, yearly appraisals and personal-development plans. Training and upskilling is tailored to the individual, and takes the form of in-house teaching and the use of external coaches.
Quiet rooms as a safe space for prayer, meditation and reflection are a feature of many Burns & MacDonnell offices – part of creating a diverse and inclusive environment where “people feel comfortable speaking up and living authentically as themselves.” Monthly wellbeing sessions include breakfasts, toolkit talks, and experience sharing.
The manager mentor programme matches those new to management with seasoned managers with similar interests or work-life situations. It provides advice and guidance and gives new managers somebody to bounce ideas off and learn from. It also supports relationship-building with other managers throughout the company.
Through the MacCulture Recognition programme, employees who demonstrate the company’s values accumulate points to exchange for prizes. There are also one and five-year service awards where employees can choose from exclusive brand merchandise. And staff get a special award package for milestone anniversaries, starting from 10 years.
Blackstone employees are encouraged to start the week on a high with 'Blackstone TV' – a global call in which the leadership team shares valuable insights and updates to connect, motivate and inspire. The team also regularly posts videos, podcasts and newsletters and visits regional offices to host town hall meetings and invite questions.
Volunteering is big at Blackstone. It includes mentoring and career guidance for at-risk young people, renovating buildings for those in need and volunteering at food redistribution centres. During 2022, the Blackstone Charitable Foundation donated £336,000 to UK charity partners. Its London employees raised a further £228,500 through their own initiatives.
All Blackstone staff are encouraged to hone their leadership skills. The firm doesn't view them as specific to certain job positions; it wants all employees to be able to convince others of their ideas and make them happen together. All staff are evaluated on their leadership and managerial qualities during the annual 360 review process.
Managers at Vaculug are supported in their development through various avenues, including: Training and Development Programs, Coaching and Mentoring, Leadership Development Programs, Performance Feedback and Reviews, Workshops and Seminars, Employee Assistance Programs, Networking and Communities of Practice, and Work-Life Balance Initiatives.
Vaculug believes in fostering a culture of appreciation and recognising employees for their efforts. To create a unique and effective rewards programme, it has implemented the "Appreciation Adventure Program." This program goes beyond traditional rewards to provide employees with memorable experiences and opportunities to pursue their passions.
The organisation encourages employee growth through a number of initiatives, including: Individual Development Plans, Mentorship Programs, Internal Training and Workshops, Tuition Reimbursement and Learning Stipends, Job Rotation and Cross-Functional Projects, Internal Promotions and Succession Planning, Feedback and Performance Reviews.
Ontic is committed to creating an open and supportive culture. It wants employees to feel comfortable speaking about how menopause-related symptoms may be affecting them at work and be able to ask for the support that they need to help manage their symptoms. Managers have been provided support to help them have conversations about menopause.
The company continues to see considerable growth in the business through acquisitions. However, this means that it has inherited a lack of female representation at all levels. To tackle this, Ontic employed 30 new starters, of which 17 were female, and it has seen increased numbers of women joining its Early Careers Programme.
Ontic has a dedicated People Managers' Communication channel - a monthly, action-driven communication platform with clear expectations of what managers are expected to read/understand and share/do with their teams. This is backed up by a dedicated Managers Hub which provides managers with all the information they need to do their job effectively.
The healthcare provider has implemented Menopause Support initiatives to raise awareness, with the hope to erase the stigma around this topic. Additionally, it has created a social and wellbeing committee to engage employees in more social activities as well as activities to promote physical health.
With a desire to increase the personal engagement of the Head of Departments, it equips leaders with the ability to lead change positively and recognise their role in establishing a healthy culture within their direct span of influence and beyond. This program will enable relationships between departments to strengthen and drive home company values.
The company launched its Leadership Academy last year aiming to empower its junior and first-line manager cohorts to maximise their potential and bring about positive change within their departments. Additionally, it released a digital skills programme, providing comprehensive training opportunities across many subjects including Microsoft Teams, Advanced Power BI, and Project Management.
Employee wellbeing is a key focus for Vindis Group’s Board of Directors; and, as such, the implementation of many initiatives has been supported. These include: a robust internal wellbeing programme, including optional ‘Welfare Meetings’; access to Occupational Health Therapists, funded by the Company; four Mental Health First Aiders; and mandatory mental health training.
The Vindis Group offers access to leadership development programmes – accredited by the Institute of the Motor Industry. ‘Aspire’ seeks to further develop individuals who are beginning to demonstrate the mindset and behaviours intrinsic to potential future leadership roles. It has a comprehensive application and enrolment process, and welcomes 30 individuals each year.
The Vindis Group launched a new 'Vision Cube' for the organisation, to provide clarity and direction with respect to the vision and values of the Company. The Vision Cube has six distinct elements: Pioneering Mindset; Sustainable Process; Outstanding Outcomes; Customer Obsession; High Performance Culture; and Exceptional People.
Company Directors and the Senior Management Team provide an open and honest approach by regularly visiting different locations so that all the team can benefit from consistent communication and support. All team members are kept up to date on news and achievements through the company intranet and monthly team newsletter.
Verdant Leisure encourages supportive peer management, and for all managers to talk to each other and communicate across teams. Verdant Leisure managers have an open door policy and their culture encourages managers to talk directly with the Directors if they have any concerns. The organisation continues to train Mental Health First Aiders across every location.
The organisation is committed to promoting from within, ensuring that team members feel supported and understand the development opportunities available to them. Team members are encouraged to make training requests on a regular basis, and to support external training that will allow them to develop in their existing role or future.
Employees at The Pedder Group have a clear pathway mapped out that demonstrates how progression can be attained and how the organisation will provide the tools and support to do this. It has established a ‘Fast-track to Manager’ programme which provides year-round training and clear targets to help the employee towards management positions.
Giving back to the community is a core value of the organisation. It has continued to support multiple charities and community causes such as through its local schools’ sponsorship; Cancer Research UK fundraising; its pledge to its local hospice, St. Cristopher’s; Peckham and Dulwich festivals; and clothes and supplies donations to Ukraine.
The organisation values communicating clearly to employees who it is, what it does, and how it does it. To achieve this, it maintains open lines of communication from the top to the bottom through its Brand Book and Corporate Brochure. These resources are regularly updated ensuring employees have access to the latest organisation information.
Partners at Schillings are encouraged to attend business development meetings with a colleague from another part of the organisation – this could be a Partner or another senior fee earner. Its wellbeing, EDI, and social committees work together to ensure the work they are doing is complementary to and enhances the work of the others.
Schillings listens to its employees and has teams called Partner Engagement Teams. These are small teams of ten people, led by a partner. These teams are cross discipline and a mix of grades and roles. They provide the firm with a 2-way feedback loop and allow them to address and consult new ideas and changes.
Schillings runs a bespoke leadership skills development programme in development that reflects its values of culture and purpose. This develops its leaders to find their authentic leadership style and voice, alongside their ability to flex and deploy other relevant leadership styles as needed in different situations.
Every month, Durhamlane hosts a performance incentive day with the intent to increase employee motivation, morale, and productivity. The company also hosts themed days, i.e. in June there was a Pride day. Durhamlane celebrates employee successes and rewards them for all the hard work every quarter.
The organisation has charities which it supports such as Tyneside and Northumberland Mind; if anyone in the company is fundraising the organisation will match whatever they raise. It also asks staff what charities they want to support throughout the year and holds ad-hoc charity days to raise money for causes close to employees’ hearts.
Durhamlane supports its managers with externally accredited programmes. Every employee has their own personal development plan that outlines the forthcoming opportunities available. The majority of managers started off as lower-level staff but were promoted to managerial positions off the back of their development and training plans.
Baylis has employed an in-house skills coach that has developed an 'Aspiring Managers' course. This twelve-month course will take selected employees keen to progress through several key managerial disciplines with a presentation to the board at the end of the course, it also employs designated skills coaches.
As well as offering bonus payments for productivity, Baylis also offers a £1,000 referral bonus to existing employees. Agencies have become a mainstay in attracting new staff, and salaries have risen due to skills shortages coupled with the cost of living.
The organisation is committed to visible charitable efforts that align with the company’s strong values. Throughout 2022, the company supported the Pied Piper Appeal, with the proceeds from all related events being donated to the charity. Where possible, it agrees on an amount that will be donated or matched.
Barbon Insurance Group use a bespoke Training and Competence scheme called ‘Pathway to Success’ as a framework to support development. The organisation also uses its Learning Management System (Build) as an intranet to house an array of information and where team members can go to access mandatory and elective learning, and to track CPD.
The organisation has set a 5-year plan for growth, collaborating with team members, customers, and shareholders. This plan was shared with all colleagues and the leadership team, led by the CEO. The seven key objectives of the plan are discussed weekly in senior meetings and summarised for all employees in weekly updates from the CEO.
The organisation runs a management development programme call BIG leadership aimed at existing managers and aspiring leaders within the business that provides a strong understanding of the management role and develops the core skills that will help them to be a successful leader. Managers can earn their ILM Level 3 Team Leader and MBA qualifications.
Mental Health First Aiders are on hand across the organisation for any employees who may need a listening ear. National awareness days are used as a focus for wellbeing activities, such as stress management webinars, and positive wellbeing is encouraged through charitable giving, volunteering, team socials and exercise challenges.
Node4’s Trans4mation Leadership Development Framework is an internal five-level training programme for all tiers of management and leadership across the business, from helping new managers navigate policies and processes to boosting senior leadership experience, including the option of an ILM Level 5 qualification. The principles of ‘Exceptional Service as Standard’ (ESaaS) are embedded throughout.
Almost one in five new hires have come via Node 4’s generous employee referral scheme. Staff get £1200 if they successfully recommend a candidate. An initial £500 is awarded when they complete their three-month probationary period and the remaining £700 after they’ve been employed for six months.
Reduced mental health-related sickness has saved the organisation more than £90,000 thanks to a range of wellbeing initiatives, including the We Care employee healthcare portal, which provides services including 24/7 GP access and counselling. There's also a dedicated month-long initiative championed by Mental Health First Aiders, a bi-monthly HPG Wellbeing newsletter and an intranet mini-site.
The Group's Homes Plus My Community Fund provides grants of up to £30,000 annually for grassroots organisations looking to make a difference to communities. This has included sponsoring the Best Kept Village Community Competition in Staffordshire, helping young people make music in a Scout and Guide Band and supporting a group of women taking-up football.
New managers – new to management or new to the organisation – are supported through a bespoke management induction, including toolkits to get them up and running quickly. And the Group offers two management development programmes – one for aspiring managers and one for new or future heads of service focused on leadership and strategy.
Teams have been holding meetings, one-to-ones, quizzes and celebrations over MS Teams. Using the broadcast feature, the new CEO held a meet and greet with all employees. Over 100 colleagues participated in the organisation’s live Q&A, reflecting how engaged its people are. It received extremely positive feedback and Target Group has held more since.
Current and aspiring leaders are supported by Target Group through access to: Leadership Management Development and Performance Modules, which cover leadership soft skills, self-awareness, and interpersonal skills; High Potential Programmes, set over a 9-month period; and external qualifications through the organisation’s access to courses from The Institute of Leadership & Management.
Its Aspire programme is designed to develop the capability of its future Leaders ensuring a smooth transition and enhanced performance in their future roles. The course principles are to create development opportunities, prepare employees for future opportunities, and increase the talent pool within the organisation. 50 individuals have completed the Aspire Development Programme.
ISG is broadening its talent pool, helping people into a career whatever their experience. It has a strategy to get more women and people from different ethnic backgrounds – under-represented in the industry – aware of opportunities and able to access them. It’s also keen to welcome ex-military, ex-offenders and those returning to work.
In 2022, employees raised over £490,000 for charities worldwide – £335,000 during the global annual ‘Move for Charity’ fundraising week. ISG also procures responsibly to maximise spending with social enterprises. And its teams get involved with local schemes, from virtual reading sessions with primary school children to donating coats for vulnerable families.
Managers are encouraged to develop through formal training and feedback. Following the employee survey, managers of three or more people receive a personalised report against the key factors of management excellence, feeding it into their personal development plans. They can also access three-level management training programmes from first-line management to senior leadership.
Each new employee at FluidOne receives a welcome pack that includes a water bottle, mug, pads, pens, and a printed copy of the organisation’s values. The induction course includes health and safety training, company structure, policies, procedures and wellbeing benefits, and initiatives are available to employees from day one.
FluidOne conducts regular pay benchmarking and pay reviews to help it to identify and eliminate any disparities in pay based on protected characteristics. It also has a transparent pay policy that outlines the factors used to determine pay, such as experience, education, performance, and job responsibilities.
All managers at FluidOne goes through several training programmes internally and externally to ensure that they are equipped with the necessary tools to be a great manager. During their first 3 months, they follow a specifically designed programme to help them to understand internal management policies and procedures.
East Coast College have produced pulse surveys with action plans based on the responses to provide a better workplace for its employees. It has further implemented a suggestions and feedback form on the intranet which is reviewed by Management termly, and the CEO conducts listening groups each term with groups of staff.
All managers have the opportunity to participate in the management degree apprenticeship run by the college in conjunction with University of Suffolk. The college also runs Mental Health First Aid training each term for all staff and Emotional Awareness training for managers, teaching wellbeing intervention support.
The college recognises that all employees play a vital role in its success. Its Emerging Leaders programme, led by the CEO, usually has a cohort of around 15 staff members who aspire to become leaders. The programme focusses on self-awareness and development alongside core competencies in areas such as people management, including employment law.
The company describes its socials as "second to none" with "amazing turnout." Its monthly get-togethers are always fun-focused, with activities such as mini golf and visits to street food markets. And there are wellness ones too, including a trip to Kew Gardens and one to see Romeo & Juliet at the theatre.
Managers are only ever hired from within, having already benefitted from internal training in areas such as copywriting, client servicing, confidence training and building rapport. They also get internal training with the Managing Partners and external training when they're new to post and as they develop.
All new recruits receive an in-depth starter pack before they join the company, with everything they need to get started. They're allocated coaches, and there are plenty of opportunities to ask questions with meetings with their peers, managers and all Managing Partners arranged for their first few weeks.
To help with living costs, a staff travel loan allows staff to borrow up to £250 at a time to cover costs such as new tyres, repair costs or a multi-trip travel ticket. It allows staff to spread big costs over six months. A season-ticket loan scheme of up to £3,000 is also available.
To further its aim of reaching net zero by 2030, the trust carried out energy audits of venues and provided energy-management training sessions to help staff build the skills and knowledge to implement energy reduction. It also undertook a biodiversity study to identify opportunities to manage sites with green space in a nature-positive way.
The trust launched its first management development programme last year. It also piloted a line-manager induction and development scheme. The training introduces key processes line managers are accountable for, as well as developing capabilities in the areas of coaching, feedback and development.
Regular support sessions reflect real workplace concerns thanks to input from the employee voice Partnership Council, the organisation's four Inclusion Networks and the latest absence and turnover trends. Recent sessions have included a myth-buster on vaccines and infection control, and balancing work and family commitments.
Midland Heart is an early adopter of the Sustainability Reporting Standard for Social Housing to benefit its communities and the wider environment. It also looks to recycle wherever possible, whether that's the maintenance team separating waste before disposal or its development partners reusing old roof tiles when building new homes.
There are development opportunities for every stage of leadership. These include courses for aspiring managers in partnership with University College Birmingham, front-line manager training and a 12-month Cranfield University training programme for senior leaders. Managers also benefit from ongoing support through coaching, mentoring and cross-functional management meetings.
Employees can recommend candidates for advertised positions, receiving £2000 if the person is successful and passes their three-month probation period. It benefits EMJ as it sources great-fit candidates via people who know the roles and the skills required. And staff feel trusted and valued by supporting the company's growth and success.
A dedicated Charity Board organises fundraising events for the team, including those for its community charity Kids Inspire, which awarded EMJ' Corporate Supporter of the Year' for raising more than £20,000 in 2021. Fundraising activities have included the 100k Thames Path Challenge and a fancy dress Halloween event.
New and existing managers are supported through the new Manager Skills Toolkit. It involves monthly sessions with an HR professional, and covers a variety of content in bite-sized chunks, including handling difficult conversations, situational leadership, managing performance and personal effectiveness. The company also runs a Future Leaders Programme focused on building successful teams.
Last year, chief executive Adam Stroud had mini-exchanges with each employee across the globe and the chats provided a platform for staff to ask questions and be answered directly. The move improved engagement with staff across the company. Breakfast with directors sessions are run virtually via Microsoft Teams.
Paxton aims to have an all-electric car fleet next year. All new company cars ordered last year were electric or hybrid and the fleet is now 87% hybrid or fully electric. Biodegradable packaging is used in the company cafe and a "green team" looks for new environmentally friendly ways of working.
Sessions that are run as part of the managers’ network allow leaders to bring a challenge to share with their peers and support one another to find creative solutions that drive consistency across the company. The sessions include training on topics such as salary-review conversations.
Staff were given a £500 bonus at Christmas, and in June, they were given an extra week's pay. To help with the rising cost of living, staff are offered interest-free loans for transport and supermarket vouchers. The firm pays at least the living wage, rather than the minimum wage.
Senior managers have been designing a line manager training course that incorporates its values and expectations. It provides tips and real-life experience to underpin the learning. All managers are offered a mentor from a different area of the business, level of seniority and length of experience.
JMW's training team delivers task and knowledge-based training. Staff also have unlimited access to webinars, via a training portal, and the chance to attend external courses. During the past 18 months, the firm has signed up eight staff on apprenticeship programmes and developed an in-house trainee development pathway.
At monthly “feed the 50(00) events”, one team has to cook for the rest of the office. The events give staff the opportunity to interact with others during a long lunch. Updates, business trends, and so on, are discussed at fortnightly barstool meetings. Monday morning “launches” start the week, while 3pm Friday “wraps” end it.
Deverellsmith has an ambassador for sustainability, who volunteers to lead initiatives that ensure the business and its staff have a more positive impact on the environment. He has organised events to promote environmental responsibility, such as tree planting and a beach clean, and is working on waste-management within the company.
Managers have been undertaking a six-month programme based on six core leadership competencies: self-awareness; agility; sales; data; coaching and digital skills. The company has also introduced a “future managers” programme.
Employees are contacted for regular wellbeing check-ins, are actively listened to, and have the assistance and support of Mental Health First Aiders within the organisation.
Managers are offered support in their roles through coaching and mentoring. There is also a peer sharing initiative for connecting with and talking to other managers in the organisation.
In order for employees to continue their own personal development and ensure they are learning and developing in a way that suits their role, Action Sustainability uses a competency framework to set out an individual career path for every role.
A dedicated Health and Wellbeing Manager ensures people are kept up to date with the latest resources in MSC’s employee portal, with information on health and wellbeing to keep individuals and their families well, along with access to private medical healthcare and personal counselling support.
MSC’s approach is about recognising team collaborative in an inclusive way. This means success is celebrated as a whole, with everyone’s contributions acknowledged. It regularly holds celebrations for a diverse range of events, including National Employee Appreciation Day, where all employees received a personalised chocolate gift to their home, thanking them for their contribution.
All managers at MSC have the option to receive executive leadership coaching from an external development partner. There’s also a partnership with a Diversity and Inclusion organisation which sees all managers undergo an extensive training programme in this area. An internal intranet site houses extensive developmental reading material and tools to support managers.
As the stress levels rose and employees juggled working from home with home-schooling, mental health awareness training was introduced for managers. This training was tailored to the pressures of the pandemic and helped managers feel supported when talking to employees about their mental health.
The agency has been striving to cut its carbon footprint since 2006 and new KPIs will increase the reduction in CO2 emissions from transport. Other environmental measures range from an annual ‘Green Week' to a rolling programme of technology upgrades to ensure the most energy-efficient systems are in use.
The ‘Future Leaders' programme prepares the top 5% of talent to lead the company in future. Spread across 12 months, it includes access to time with senior leaders and inspirational speakers and training on topics such as how an agency makes money, the art of persuasion and perfect pitching.
Management development includes a Chartered Management Institute (CMI) accredited programme designed by Multiverse in partnership with Mind Gym. Delivered over 13 months, it includes 1:1 monthly sessions with a career coach and covers the management of self, management of others and core functional skills, such as project management and budgeting.
Digital learning ensures employees can receive engaging training no matter what restrictions are in place, with more than 100 courses available. The whole company took part in a gemstone mini-masterclass during the first lockdown and, in November, there was a training activity every weekday for a month.
Each month, one star performer is thanked for Going the Extra Mile with a GEM award. Introduced in 2020, the scheme recognises employees who exemplify Vashi's core values and use their initiative to improve not just their work, but also that of their team.
During the pandemic, managers were given the opportunity to extend their skills. The trust's Over the Rainbow Recovery Curriculum prompted staff to consider their own wellbeing as well as developing their professional practice. All leaders obtained a mental health first aid qualification during the first wave of the coronavirus.
The schools consistently support their local areas through charitable and community initiatives. One pupil led a fundraising campaign that collected £60,000 for the funerals of Covid-19 victims. Other pupils supported local residents during the pandemic with gifts and letters and helped churches to supply food parcels.
The trust introduced a new Vantage Plus benefits package after seeking staff feedback at the start of the pandemic. It includes a range of free wellbeing tools, such as counselling, menopause support and health checks, plus additional benefits such as dental plans for longer-serving staff.
Team leaders at the Hanley are measured against the six characteristics the society believes define good people management: to engage, motivate, develop, empower, coach and drive. Manager – and staff – behaviour is rated during the annual appraisal process that links into performance-related pay reviews.
Employees have individual development plans that are reviewed on a regular basis to ensure the relevant training and support is provided. The society assesses high potential by way of an in-house High Potential Trait Indicator tool, and it has succession plans in place as people move up the ladder.
The Hanley, which enjoys a low rate of staff turnover, says it is small enough to ensure everyone is treated as individuals, equally and without discrimination. It utilises blind recruitment, which eliminates personal identification details, but this year nonetheless refocused to start attracting future candidates from more diverse backgrounds.
Staff receive an appraisal twice a year, in spring and autumn, to monitor and identify areas of improvement. Managers are asked to appraise their colleagues based on the SMART objective, which requires constructive comments to be Specific, Measurable, Achievable, Realistic or Relevant and Timely.
Employees are rewarded for innovation and good citizenship. When Stewarts introduced mental health first-aiders, it invested part of its training budget and supported employees' time to allow them to attend training that gave them a recognised qualification. The group reported additional job satisfaction in being able to provide the service.
Staff working from home during the pandemic received advice on health, travel, stress and managing family life, while their professional training continued online. The social side of the office was maintained, too – yoga poses were held, team drinks were drunk and the choir sang.
Team leaders have received virtual training on how to manage a team remotely. Rising stars can complete a professional development programme which consists of modules to furnish them with the skills to grow and develop. Topics covered include brand, culture, business development and marketing, finance, public speaking and networking.
Employees can take up to three paid days a year for voluntary work. This was extended to up to two hours a week during the pandemic to allow them to volunteer in their local community. The company does pro bono legal work and raised over £30,000 for charity this year.
Stephens Scown is the first large law firm to have introduced a shared ownership scheme. Employees own part of the business and share in 50% of additional profits over and above the published profit target figure. Employees are called ‘Scowners' and the scheme's strapline is 'There's no place like Scown!'.
The new and improved version of the company's 12-month leadership development programme, first launched in 2017, is based on three main targets: more relevant, more flexible, more bite-sized. The lessons will contain skills and concepts immediately applicable to day-to-day work.
Splash Damage ditched canned and bottled drinks in favour of drinks dispensers as part of its efforts to be kinder to the environment. This simple change saved more than 21,000 cans and bottles in the first three months alone. Recycling is encouraged as much as possible, including coffee grounds.
Much of the talent in the studio arrives through referrals from existing members of staff, reflecting the belief they have in the company. Referral bonuses are paid, up to £5,000 for the hardest-to-fill roles. Splash Damage's concerted push on diversity and inclusion has improved the variety of applicants.
Managers undergo a five-day leadership development programme. Personal goals are set and measured each year or more frequently as appropriate. Discussion between leaders and their managers were the keystone of support offered through the pandemic. The frequency of conversations increased while working from home and ideas were gathered and implemented.
Solid Solutions offers an end-of-year company bonus to maximise achievement in the final months of the year. Benefits for staff include free dental and life insurance and staff discounts.
The pandemic was a catalyst for a significant increase in communication, particularly to deliver fast information direct to every employee. It initiated “All Hands” calls to explain the company approach to working from home, coping with home schooling, furlough and temporary reductions in working hours.
Management performance is assessed on a six-monthly basis. The key performance indicators include: rate of productivity, response rate to feedback, relationships with external interested parties, working environment of the organisation, planning and risk management, and amount of profit.
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.
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.
A management development programme, which was delivered in person helped leaders evaluate their own performance and strengthen their skills. Our online platform offers modules to support managers lead hybrid teams and support all employees with their wellbeing. All managers are provided with annual employment law training from our solicitor at JEL.
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.
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”.
Managers had regular monthly reviews during the pandemic and continued with scheduled one-to-one sessions. The senior management team held meetings via Zoom and kept their colleagues informed about coronavirus-related developments. The charity operated its training and development, independent mentoring and coaching schemes.
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.
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.
The management structure at Made Tech is based on coaching and mentoring. Guidance for line managers has been written into its handbook to ensure everyone knows how to get someone promoted or handle the annual review and pay increases. Staff wellbeing is central to decision-making.
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.
LTE uses a performance appraisal process to measure manager performance throughout the year. This is based on a number of key factors including contractual compliance, learner achievement and staff engagement – and the group's Best Companies results support these action plans. LTE aims to develop its performance management process further over the coming 12 months.
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.
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.
The recruiter sees its business success as intrinsically linked to its ability to attract, develop and retain brilliant people. Each manager is measured and compensated against a selection of criteria, which includes their ability to achieve this – and the company is constantly looking to improve.
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 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.
Managers send weekly status reports to the senior team and directors. Manager, customer and staff feedback is taken seriously. Last year the company set out a five-year strategy, outlining where it was going and how everyone had a part to play in getting it there.
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.
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.
Many company leaders have completed the Lane4 Coaching Performance Excellence programme, accredited by Middlesex University, and the Trans4m Programme was launched in 2017 to support new leaders transitioning into their first people-management role. Each course takes six to nine months and is designed and delivered by Lane4 consultants and senior managers.
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.
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.
The Leadership Development Programme is Karmarama's flagship training scheme, developed in-house by the HR team. It is designed to help managers build and develop their personal leadership skills and always receives fantastic feedback. The agency plans to roll it out again this year, virtually.
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.
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.
At the start of the pandemic, all managers went through coaching sessions in relation to supporting their teams. This continued in a more 1:1 way as the year progressed. Knowing that the company's close-knit departments work so well together and support each other was a positive during some of the more difficult times.
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.
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.
Additional programmes have been rolled out to support managers, including Managing Insiders, which provides training on recruitment, communication, managing performance, managing conflict and employee engagement. Managers are additionally offered the chance to complete an MBA on a part-time basis. Regular “round tables” allow managers to raise any issues of concern.
Team interaction has not been curbed by the pandemic with the company introducing a range of initiatives including a weekly kid's club for work-at-home parents, exercise sessions, dance classes and entertainment from a comedian and a professional singer. Online mixology classes and a “Quarantini” virtual bar night have proved popular.
Founder Simon Martin has led from the front on the company's diversity policy, launching a Changemakers programme to coach employees on what it means to be anti-rascist, not just non-rascist. More than 40 changemakers have been trained and a dedicated Diversity & Inclusion lead hired.
Throughout the pandemic the bank has continued to support its newest people managers with coaching and guidance, albeit virtually, to help them deal with the complexity caused by lockdown and remote-working. Ikano also arranged support webinars on a number of topics including resilience and leading in a crisis.
Traditionally Ikano Bank has rewarded staff with vouchers worth between £75 - £175 to share with their friends and family and has given digital gifts such as Echo Dots, Virgin Experience Days, additional holidays and even trips to Sweden to fully embrace the Ikano culture.
In addition to organising webinars on topics such as Leading in Times of Change, Addictive Behaviours, and Resilience, Ikano Bank collectively challenged staff to walk, run or cycle the distance from Nottingham to its offices in Sweden over the period of a week.
Healios is launching its first management development programme. The People Manager learning pathway is based on an analysis of the day-to-day challenges and opportunities managers face. The scheme aims to enable managers to act as stewards for the company's culture and engender an atmosphere in which all employees thrive.
Concerns were raised about physical and mental wellbeing when lockdown restrictions precluded employees from leaving home. Staff spearheaded a Healios group on an exercise tracking app to support and generate fitness-related activities and ideas. The company continued its weekly mindfulness sessions, fortnightly yoga classes and “Walking Wednesdays”.
Last year, Healios launched the Healios Academy, a career-development initiative for experienced clinicians to develop autism assessment skills. The academy was set up to address Helios's need to expand its neurodevelopmental team, as a result of unprecedented demand for its assessment services.
Team leaders – and all employees – were able to access coaching and mentoring throughout. GMCA also piloted a reverse mentoring scheme and initial feedback has been excellent. It organised resilience workshops for all staff, as well as specific training around resilience for managers.
Lots of teams do lots of different things to try to replicate some of the things they are missing about the office, including randomised coffee meets, huddles, quizzes, escape rooms and more. GMCA has installed new audiovisual equipment at all fire stations to support firefighters with group training, communications, and debriefs.
GMCA has continued with operational training, after an initial pause at the start of the pandemic. Now done in a Covid-safe way, development moved online through e-learning, webinars, and other platforms. The organisation received excellent feedback after two very well-attended events, ‘Learning at Work' week and a ‘Festival of Learning'.
Fair Ways believes the key to successful, motivated and engaged teams is having an inspiring and supportive leader. In addition to the management development training programme, which includes external training and coaching sessions, there are regular drop in masterclasses on topics from culture and supporting organisational change to coaching for managers.
During the pandemic Fair Ways set up internal and external Help Squads to support vulnerable members of staff and the local community. Fair Ways staff helped colleagues or their families with shopping and picking up prescriptions and organised the donation of over 1,000 items to local food banks.
During lockdown in place of the usual monthly staff lottery which has a £100 prize, Fair Ways introduced a quarterly lottery where employees can win a £1,000 for a holiday of their choice. Staff can also now choose how they would best like to work in the future.
The management team has weekly meetings to discuss all operational aspects of the business including the impact of Covid. In April, the company appointed an education and training lead who works across the whole organisation assessing and addressing development needs.
Development was ongoing for all staff during the pandemic and was, in fact, strengthened to levels higher than previous years. This included training with the company's tooling partners; LinkedIn Learning; in-house courses; lunch-and-learn sessions; and staff obtaining formal qualifications such as Six Sigma and Prince 2 certification.
The business likes to send physical things through the post to remind people that it appreciates them. This includes small birthday presents, quarterly deliveries of a director-chosen gift – a bottle of wine, chocolate, beauty products, dependant on individual preferences. Several sets of hand-packed care boxes also went out.
The single most important method to gauge a manager's performance or success is through their team and peers. The company says if it had to choose one measurement of leadership it would be team engagement, and how the team thrives with its manager.
People at the company felt everyone was in unprecedented times together and so the focus was on open conversations, transparency and regular updates. Every week saw a TV-style programme give news on what was happening, how drpg was doing, what needed doing, and with people able to ask questions and comment
Lockdown gave the business the opportunity to stop and reflect on the training offered and the result was a complete overhaul of the online training system, moving to a new system with increased content compatibility and accessibility for all. The drpg Academy was also relaunched as the home for all development needs.
Managers have been supported throughout the pandemic with weekly teams meetings and by pairing up with colleagues for peer mentoring and support. In offices where support bubbles have been set up managers know they have colleagues to work alongside and to call upon for help and advice.
Staff placed on furlough have received regular “check-ins” from their line managers to keep them in touch with what's going on, give them updates on organisational changes and support their wellbeing. Staff also have access to an Employee Advice Programme which includes a 24/7 support line and online resources.
Monthly “Outstanding Awards” recognise staff going above and beyond. Employees can be nominated by their peers or by managers for demonstrating outstanding work in line with the charity's values. The winner receives a gift voucher and are celebrated in the staff monthly newsletter along with all nominees.
Many of the managers have risen through the ranks to achieve senior positions, meaning their knowledge and understanding of their departments is unrivalled. That makes them well-equipped to implement the most effective incentives, performance strategies and wellbeing activities for their teams.
A Next Leaders programme supports employee development by teaching the specific skills needed for managerial roles. It provides tailored mentoring to educate and prepare individuals for a particular position. Line managers and departmental managers are coached on different areas such as client satisfaction, team building and teamwork.
This year, Croner has been awarded Platinum Trusted Service status by Feefo, an independent market research organisation, which recognises businesses that go above and beyond to provide a consistently excellent service and dedicate themselves to exceeding customer expectations for at least three years in a row.
The company encourages employees to gain chartership or industry-recognised qualifications. Staff are offered support and 1:1 sessions, with defined goals and objectives set. Those who wish to develop to leadership level can apply for bespoke training to achieve this. Formal appraisals include cloudThing's own CRM performance metrics evaluation.
All the in-date food, coffee and tea that was left behind when people started home-working was donated to a Black Country foodbank. cloudThing aims to achieve ISO:14001 certification by the end of 2022 and to be carbon neutral, both in itself and in the services it supplies, in five year's time.
Regular check-ins and events keeping teams connected include after-work virtual pubs and games, a book club, and wellbeing and yoga sessions. Managers' wellness is also not neglected. Team leaders have a direct comms support channel for personal and workplace conversations with the board and their peers.
The Cello Academy has been running for 14 years and connects all of the Cello businesses through the process of management learning and development and includes The Aspire Programme for new managers, The Inspire Programme aimed at mid-level managers and project leaders and The Senior Leaders Programme.
For the last three years Cello Health has been supporting The Trussell Trust and its foodbanks including throughout lockdown. Cello Health also held virtual fundraisers including a bake-off and charity quiz and donated £10,000 to Findacure, a charity which supports people with rare diseases.
During lockdown Cello Health has regularly sent employees treat boxes containing games and activities,stationary to use for work and special treats including chocolates and champagne. Employees who are recognised for going above and beyond for their clients and colleagues have been rewarded with gift vouchers and additional time off.
Managers are all offered coaching and mentoring from an external HR professional, as well as regular one-to-ones, group meetings and support – all of which continued throughout the pandemic. Each is offered a tailored qualification pathway unique to their development, which can extend to CIPD or MBA qualifications.
All employees have access to a one-to-one support service delivered by either a professional counsellor or a cognitive therapist, coupled with a weekly wellbeing call to maintain connections with each team member. Regular ‘thank you' communications are sent to acknowledge achievement and efforts.
CEO, Paul, leads from the front and treats his colleagues like family. During the pandemic, he initially responded by increasing the frequency and level of communication to all staff, including guidance on how to work safely during such difficult circumstances.
Managers at Cardlytics care about the job satisfaction of their team members and get behind wellness initiatives – even laughter yoga to boost morale. A mental health workshop provided managers with the skills to spot the signs of employees who may be struggling.
Employees are allowed one day a year to volunteer for a good cause. Staff members support local planting projects and community schemes. Although fundraising plans were disrupted by the pandemic, Cardlytics staff contributed to charities supporting those with disabilities or ill health including £1,200 for NHS Charities Together.
Every member of staff has an individual training budget of £1,000. As well as internal training courses, Cardlytics offers self-development workshops for employees to explore interests. A mentorship programme allows people to share experience, knowledge and skills as well as perspectives and cultures.
All managers had mental health training and regular morning catch-ups with their teams to ensure they could spot early signs of stress and help those that needed it.
Capital on Tap's values-based anniversary rewards ranges from £250 to try something new in their personal life after one year in the job to £500 to treat a loved one after two, £1,000 to spend on a holiday after three years' service and a four week paid sabbatical after four.
As part of its benefits package CoT offers private health coverage with an external healthcare provider which includes perks such as discounted Covid tests and free subscriptions to services such as the Headspace meditation app and Jessica Ennis's Jennis Fitness app.
Managers are tasked with building effective teams with clear objectives, focus and delivery and are provided with generous training budgets to allow team members to embrace new skills and ideas. Individual performances are managed, monitored and celebrated using KPIs and measurable goals.
The first creative agency in the UK to achieve ISO accreditation for sustainability at both in-person and digital events, Brandfuel has appointed a sustainability ambassador to ensure the issue remains central to company culture. The agency helped found ISLA, a not-for-profit alliance promoting environmental best practice in the events industry.
To keep his teams connected, amused and fed, CEO David Ball set up ‘Doughballs', which invited in-work and furloughed staff to bake treats on Zoom. With yeast hard to find, Bell sourced supplies and sent them out to those who needed them. ‘Doughballer of the Week' has become a desirable accolade.
Managers are given free access to LinkedIn Learning and other platforms to enhance their leadership skills with effective practices and tips passed on during monthly management meetings. Senior managers were given the opportunity to attend a Business Mastery event which focused on studying innovative approaches used by successful industry leaders.
BLK Box has introduced a monthly Most Valuable Player award in which employees are able to vote for the colleague they believe goes above and beyond their role. The winner is announced at a team meeting and receives a £100 voucher of their choice.
Senior managers made the decision to move to bigger premises to ensure futurecompliance with social distancing at work. With social responsibility high on the agenda, it recently invested £4 million on manufacturing equipment that will cut dependence on overseas products and reduce its carbon footprint.
You’ve explored the Factors - now discover how your organisation can gain deeper insight into what truly drives engagement and workplace culture.
Our approach measures organisational health across eight core areas: My Team, Leadership, My Manager, Personal Growth, My Company, Wellbeing, Fair Deal, and Giving Something Back. Together, they give you a complete view of how your people think, feel, and experience work.
Complete the form and take the first step toward a stronger, more engaged organisation.
