People Managers Matter

Mazda Motors UK holds quarterly Business Breakfasts which are opportunities to give more detailed updates on the performance of the Company and topical issues. It is also an opportunity for employees to share and discuss any issues or feedback they would like to give.

Mazda runs a Personal Development Planning process alongside the company's Performance Management process, this includes the capture of development needs and career goals, which the company collates and endeavours to manage.

The Social Committee at Lloyd & Whyte Group Ltd underpins the company's strategy around culture, and its importance should not be under estimated within the business. Every year, the company has a budget to be utilised in organising a family summer event and an employee only Christmas event. Last year 67 employees attended the Christmas party and year on year the company always has good attendance. The event starts with a champagne reception, closely followed with a speech from Matthew, the company's MD, who gives a strategic over view of the year. Importantly it is also an opportunity for Matthew and the Group to recognise some of the people within the Companies who are consistently excelling in what they do and without whom; the business could not do without. They then have a 3 course meal, finished off with dancing the night away. The night is paid for by the Group and the company always receives lots of thank you's after the event.

Lloyd & Whyte Group Ltd believe their charity work has been extremely rewarding over the last few years, and it has been something that everyone has been touched by and contributed to at one point or another. The substantial sums raised by the company's various nominated charities, have given people in the community the opportunities and support that people take for granted on a day to day basis. The company are collectively very proud of what they have achieved and can see the impact it has on others outside of the Group.

At the annual head office party, awards are given to the winning unit for the following categories: Best Sales, Best Mystery Diner Score, Head Chef of the Year, General Manager of the Year, Best Training Unit, Ten Years' Service. The awards are recognised with an inscription on a cup, a cash prize and are announced to the whole company. The awards promote healthy competition and recognise outstanding performance.

Living Ventures Ltd's training is compulsory for ALL employees, no matter what their previous experience or qualifications are. Every member of staff undertakes at least 2 weeks training alongside a dedicated In Store Trainer. All Managers undertake a 10 week training period with departmental rotation before running a solo shift. The company also operates succession planning where the preference for internal promotion is paramount.

Lexmark strives to be an environmentally responsible provider of products and services. From the way they design with the environment in mind, to how they engineer their packaging to reduce materials, all the way to the collection programs they provide and the company's environmentally progressive approaches to recycling. Lexmark's MD is a member of the local Chamber of Commerce where he actively participates in providing insights on key business areas.

Lexmark strives to be an environmentally responsible provider of products and services. From the way they design with the environment in mind, to how they engineer their packaging to reduce materials, all the way to the collection programs they provide and the company's environmentally progressive approaches to recycling. Lexmark's MD is a member of the local Chamber of Commerce where he actively participates in providing insights on key business areas.

Kumon Educational UK provides an appraisal framework which includes details of the objectives for the forthcoming year. This is signed by both parties, to ensure that what is being requested is agreed and manageable. Through the objective process, Associates can earn up to 25% of basic salary through the achievement of objectives. There is also a Staff Recognition scheme, which runs at the end of the year to reward Associates who have gone above and beyond in their roles. In addition, Associates are rewarded ad-hoc if they go above and beyond the normal expectations, for example weekends away, retail vouchers, wine and flowers.

Kumon Educational UK provides an appraisal framework which includes details of the objectives for the forthcoming year. This is signed by both parties, to ensure that what is being requested is agreed and manageable. Through the objective process, Associates can earn up to 25% of basic salary through the achievement of objectives. There is also a Staff Recognition scheme, which runs at the end of the year to reward Associates who have gone above and beyond in their roles. In addition, Associates are rewarded ad-hoc if they go above and beyond the normal expectations, for example weekends away, retail vouchers, wine and flowers.

Juniper Training Ltd doesn't have a long-working hour's culture. Centres close no later than 4.30pm, and never open on weekends or bank holidays. The company have up to 30 holidays per year, plus bank holidays and attempt to grant as many flexible working requests as possible, with the option to buy an additional 5 days. Juniper send birthday cards to all members of staff, which each member of the management board sign/write a personal message. The centres have been refurbished to give staff a better working environment, and 3 of the centres moved to better premises. Juniper introduced free flu jabs, NHS health checks and cycle to work scheme. The company also hold birthday meetings where staff come together for an informal feedback meeting with SMT, have birthday cake & games and a half day finish. Several staff have late starts as they go to gym classes before work once a week. The company have held wellness sessions in centres, with one centre doing Zumba.

Juniper Training Ltd doesn't have a long-working hour's culture. Centres close no later than 4.30pm, and never open on weekends or bank holidays. The company have up to 30 holidays per year, plus bank holidays and attempt to grant as many flexible working requests as possible, with the option to buy an additional 5 days. Juniper send birthday cards to all members of staff, which each member of the management board sign/write a personal message. The centres have been refurbished to give staff a better working environment, and 3 of the centres moved to better premises. Juniper introduced free flu jabs, NHS health checks and cycle to work scheme. The company also hold birthday meetings where staff come together for an informal feedback meeting with SMT, have birthday cake & games and a half day finish. Several staff have late starts as they go to gym classes before work once a week. The company have held wellness sessions in centres, with one centre doing Zumba.

The John Bowler Group have unlimited bonus awards and pay increases available to all employees for exceptional effort or performance. They have had employees in the past who have received 4 salary increases in one year, and an employee who was awarded a 25% increase for their substantial and consistent contribution to the company. The company also offer a suggestion scheme with £50 for any suggestion which is adopted.

The John Bowler Group has moved to brand new light, airy offices in the countryside with ample parking and a free, well equipped gym. The company also encourage a healthy work/home life balance – staff leave on time and are encouraged to go home and forget about work until the next day. The John Bowler Group believes that these two things have significantly enhanced the wellbeing of their employees.

Jack Wills support the wellbeing of their employees in practical ways such as free fruit and drinks in their well equipped kitchens. There is also a gym available to all of their HO and DC employees which is open 24/7 and includes organised classes .They also offer flu jabs, table tennis and snooker facilities.

For their store management teams Jack Wills held an Annual Christmas Conference which was called 'From Great to greatest, this gave all the Directors an opportunity to present their vision of what Great looked like. It was vital that the managers truly understood and could live the Brand. There was then the opportunity for managers to work together in breakout groups, giving them all a real sense of the standards expected, this was particularly important as they have been through a huge growth in the number of stores, and had many managers who were embarking on their first Christmas with Jack Wills and in some cases their first Christmas in Retail.

Managers are responsible for the implementation of what the organisation does, so setting and reviewing the objectives and nominating their own staff where appropriate. Managers are also responsible for ensuring their teams understand what they should be achieving collectively and how this fits with what the organisation are looking to achieve as a whole. All objectives are SMART and Managers are trained in this. HR performs reviews to ensure all staff are clear on what they are working on and why. There are several means to recognise good work, through the performance review process, through the annual staff nomination process or at monthly staff meetings where achievements are recognised.

Assureweb have held a company quiz, a Christmas party and a May Ball which encompassed a staff awards/recognition ceremony. The company have held poker nights to raise money for charity.

Imparta offers a profit-share pool to all members of staff. 5% of profit is shared out amongst the employees, excluding senior managers and staff on commission, on an annual basis. This rewards people for their hard work and helps to align their individual interests with the success of the organisation as a whole.

Imparta had a company paid trip to London Zoo for an evening called 'Zoo Lates'. The evening was fantastic from a team bonding perspective and also a great way for new employees to meet their colleagues in a relaxed environment.

iD Experential's annual trip to Royal Ascot is one of the most eagerly awaited events of the year. In 2012 they hired their own area on the Silks Lawn. Their Christmas party was also a key event which had an 'Only Way is Essex' theme and a special guest appearance from Arg and Lydia, two of the TV shows cast who sang to the agency while they were having dinner . Everyone is already excited for this year's bash, although the theme and location are a closely guarded secret until nearer the time to ensure maximum impact for the agency! Every Friday afternoon iD's social committee iPARTY provides refreshments in the reception area so that the agency can finish the working week together.

Managers review their team members consistently both through and at the end of projects as well as calendared appraisals and monitor performance and support required. Managers also have regular informal meetings with staff both in one to ones or teams in their relaxed office reception area. This fosters an inclusive and comfortable atmosphere in which to support departments on a regular basis. By splitting capabilities into Skills, Knowledge and Behaviours, the managers can focus support in the most focused area. They are aware team members have different needs and look at adapting their management style and level of support or input depending on each individual's needs.

In reality the company has three leaders, Stuart Becker (Managing Director), Russell Langridge (Sales & Marketing Director) & Dale Perry (Finance, IT & HR Director) as they are all equal shareholders in the holding company. HRG believe that by being "one of the workers", by always "having their doors open", by being one of the first in and one of the last out everyday, projects a level of commitment that the employees hopefully respect. The Leaders are always willing to listen to their senior management team or anybody else for that matter and over the years have made many decisions that eminated from beyond the Board. They firmly believe in leading by example, which may not be distinctive but they do feel they do it very well.

In the last 12 months, 100% of staff would have had a pay rise, apart from those who had only just joined HRG. The last pay review was July 1st 2012.

Hermes Field Managers regularly need to interview potential self employed couriers to provide services for them. There are around 150 Field Managers, many of whom took the decision to conduct interviews in the homes of potential couriers. Through feedback from the employee focus groups and team meetings and risk assessments, there was a significant risk to lone working in this situation. The company introduced a policy for Field Managers to interview potential couriers in public places and giving them an allowance to buy a drink etc. Hermes' head office was relocated three years ago and was designed to give employees maximum comfort, from the ergonomically designed chairs and desks, to a subsidised restaurant. The depot network is also constantly being upgraded so that employees across the business have better working conditions. i.e. more space, parking, light, rest areas and meeting rooms.

Hermes Field Managers regularly need to interview potential self employed couriers to provide services for them. There are around 150 Field Managers, many of whom took the decision to conduct interviews in the homes of potential couriers. Through feedback from the employee focus groups and team meetings and risk assessments, there was a significant risk to lone working in this situation. The company introduced a policy for Field Managers to interview potential couriers in public places and giving them an allowance to buy a drink etc. Hermes' head office was relocated three years ago and was designed to give employees maximum comfort, from the ergonomically designed chairs and desks, to a subsidised restaurant. The depot network is also constantly being upgraded so that employees across the business have better working conditions. i.e. more space, parking, light, rest areas and meeting rooms.

The company conduct an 'Annual Career Development Review'. Within this review personal development and training needs are assessed and a plan for the employee's forthcoming year is put together between themselves and their line manager. The company allows a standard of 10 days training per year, per employee.

The Golder Trust for Orphans was formed to provide support to children and families in Africa who have been orphaned by the AIDS pandemic. The Trust is funded by Golder staff worldwide and provides financial support to Non-Governmental Organisations caring for and counselling families and dependents of people living with HIV/AIDS. To date, their efforts have supported over 1000 children in Africa.

Bi annual wellwoman/wellman health checks paid for by the firm. EAP programme available through the private medical scheme. Annual flu vaccinations, Eye test vouchers and contribution towards lenses if required for VDU use. Workstation assessments.

As part of the firm's core values, the firm awards one staff member per year with "A great client service award". All those nominated are recognised at a drinks evening where their achievements are listed. Last year's winner won a weekend away for two at a luxury spa hotel. In addition, they have a prominent space on our internal intranet "Foxnet" where great efforts by staff (for both internal and external clients) are recognised.

Foolproof is led by the Managing Director, Leslie Fountain. What is distinctive about her approach to management is how she applies her own and the company's values through all levels of the company. Leslie demonstrates how she expects people to work and behave by leading by example. Leslie is continuously on the office floor and sits within the open plan office, to support a true open door culture. Leslie takes opportunities to add her own touches to individuals' work and engages in creative discussions to broaden the employees' views on projects. In summary, Leslie's management style encourages Foolproofers to adapt a more open and creative approach to work as demonstrated by her.

A particularly memorable and enjoyable social event that they recently held, was the Foolproof 10th Birthday Party. This was a really exciting time, where everyone, including ex-staff, was invited to spend the evening at Caistor Hall Hotel in Norfolk to celebrate with food, drink and accommodation expensed by the company. This was a memorable evening, where past, current and future successes were celebrated. This was also an opportunity for Management to announce the exciting news of the acquisition of their Singapore office!

At Corven they offer a comprehensive bonus package to all of their employees across all career bands/grades. It consists of a number of different elements measured against individual and company performance. One of the elements of their bonus package that they believe is unique, compared to other similar sized organisations, is the eligibility of anyone within the organisation to receive a sales bonus for their contributions to gaining new business. Sales bonuses are not linked to status or career levels but based on individual contributions towards winning new business for Corven and can greatly enhance individual remuneration packages.

At Corven they offer a comprehensive bonus package to all of their employees across all career bands/grades. It consists of a number of different elements measured against individual and company performance. One of the elements of their bonus package that they believe is unique, compared to other similar sized organisations, is the eligibility of anyone within the organisation to receive a sales bonus for their contributions to gaining new business. Sales bonuses are not linked to status or career levels but based on individual contributions towards winning new business for Corven and can greatly enhance individual remuneration packages.

The senior management team work closely with managers to ensure that they are aware of targets and objectives and have the resources at their disposal to achieve the required end result. Clients often acknowledge a job well done. This client communication is shared throughout the Company.

The senior management team work closely with managers to ensure that they are aware of targets and objectives and have the resources at their disposal to achieve the required end result. Clients often acknowledge a job well done. This client communication is shared throughout the Company.

CBG Consultants have all the standard good practice processes in place to gather feedback face to face, with regular formal meetings, presentations and informal conversation etc. They believe their open door policy and no blame culture provides the right environment to encourage honesty and transparency. The company also have a dedicated feedback
e-mail address which gives staff the opportunity to provide feedback in an anonymous way. This year CBG have also undergone their Investors in People re-assessment and they are delighted to have achieved BRONZE status.

CBG Consultants have all the standard good practice processes in place to gather feedback face to face, with regular formal meetings, presentations and informal conversation etc. They believe their open door policy and no blame culture provides the right environment to encourage honesty and transparency. The company also have a dedicated feedback
e-mail address which gives staff the opportunity to provide feedback in an anonymous way. This year CBG have also undergone their Investors in People re-assessment and they are delighted to have achieved BRONZE status.