People Managers Matter

Within their organisation Career Legal have several awards which are designed to reward success, diligence, team and personal effort and going above and beyond. All employees are eligible for nomination and are designed not just for the fee earners but also those in support positions. The rewards themselves come in various forms and usually are something the winner has requested which has led to a variety of gifts including a sofa as the winner had just moved house, a golf buggy someone had always wanted and a spa day because it was a treat. Career Legal feel that the option to choose the reward makes it more personal ensuring the gift is extra special as it is something the recipient truly wants and will enjoy all the more.

Christmas Party – it will always be top of the list. It is the event that all the staff look forward to.. We are City based and well aware of the fall in the number of companies holding Christmas parties over recent years. The MD of the company is proud to buck this trend, feeling that a party to show their appreciation, showcase success and say thank you for your efforts is not a luxury but a must. Year on year it is the most talked about event in the office with excitement building up weeks in advance. The company pays for food, drink and a DJ so all can let their hair down. In keeping with the family ethos of the company partners are also invited to come along and enjoy the festive cheer. Inevitably the budding singers who work for us provided some of the entertainment on the night which is always a highlight.

Over the years, Business Stream has grown and changed in response to customers' needs and market developments. To help staff to fully engage with and understand their business strategy, they literally drew them a picture – the big picture. The big picture is a visual interpretation of their business strategy as a music festival. More specifically, its objectives are to ensure people recognise and feel valued for their contribution, break down silos, create a sustainable process for engagement, keep people in the business focused on key priorities and have some fun. The festival is all about making fans, of our staff as well as our customers, by highlighting what benefits they offer and how their teams work together internally to deliver them.

Within their learning and development programme, Business Stream put a strong focus on developing leadership skills and nurturing the talent and potential of their existing staff. Over the past three years, 58 people have been on the Talent Stream training programme and this year they introduced an eLearning portal to give even more staff access to development programmes. Business Stream also introduced a two-year management trainee programme called the Business Stream apprentice. The apprentice gives four individuals the opportunity to rotate across all the functions in their business, gaining insight into how Business Stream works from every angle. They also receive training and development, mentoring from senior management and coaching throughout.

British Gas' people enjoy regular opportunities to air their views on subjects important to them. Working as a team to address the issues raised is essential to maintain good workplace relations. To create a culture of ongoing feedback, the company not only coach their managers but also have more formal feedback processes in place. Their annual engagement survey gathers feedback from right across the organisation. The survey has developed over the years and now really focuses on those factors they know drive their people's engagement.

British Gas' people enjoy regular opportunities to air their views on subjects important to them. Working as a team to address the issues raised is essential to maintain good workplace relations. To create a culture of ongoing feedback, the company not only coach their managers but also have more formal feedback processes in place. Their annual engagement survey gathers feedback from right across the organisation. The survey has developed over the years and now really focuses on those factors they know drive their people's engagement.

June 2012 saw another of Boxwood's legendary Summer Fun Day weekends – a sociable and fun weekend to thank their employees and their families for their effort and support during the year. This year the company took over Tylney Hall in Hampshire and managed to dodge most of the rain! The highlights were: a treasure hunt in the grounds of the hotel for the children, whilst ‘grown-ups' sampled fine canapés and champagne in a fantastic walled-garden, a fantastic hog-roast and BBQ accompanied by live entertainers – a roving magician, caricaturist, Barber Shop Quartet and late-evening live music. Even the ‘little ones' were kept entertained later with their own movie room before being swept away to bed by the babysitters. On Sunday they had an event-packed day of fun including: hovercraft racing, Segways, bunjee trampolines, bouncy castles, cake decorating, canapé making, face-painting - to name but a few! After a lazy lunch and more activities, families then made their way home on the Sunday afternoon.

Each year the company hold their annual ‘Boxwood essence awards' as part of their April Away Day to celebrate those who are outstanding role-models and are held in high esteem by their peers for their actions and/or behaviours. Whilst there are prizes for the winners, the primary purpose is to recognise and celebrate individual and team contributions over the last year and to engage all of their people in the nominations process.

BMS introduced a number of new Well Being initiatives in 2012 and these included the subsidised funding of a well being activity and an annual health assessment. The comprehensive health assessments were held on site and each employee received a personalised health report giving the overall status of their well being and advice and recommendations on appropriate individual health targets and ways to maintain or improve their health. Both options were well received and take up was higher than anticipated. The activity funding was attractive because it allows individuals to do an activity of their personal choice rather than being limited to gym-based options and the health assessment was attractive because it was convenient to schedule in a welcoming environment and only took an hour out of the employee's day.

Managers undertake a formal bi yearly review and have regular performance conversations to ensure that the objectives remain specific, realistic and achievable based on the individual team members' roles. These formal reviews are documented and completion is reported to the BMS Group Board. BMS performance management process includes the setting of SMART objectives to ensure that what is expected from their employees is realistic and achievable. The completion of these objectives is linked to the bonus reward to recognise those that have performed well.

As a company Berkeley Scott strives to ensure that all of its employees are set challenging targets to get the best out of them, that are both realistic and achievable. The Managers of the business are given the autonomy and freedom to set their own financial targets, budgets and Key Performance indicators, which are benchmarked internally across the parent company and then externally across the sector. All managers are encouraged to operate an open door policy to facilitate open and approachable relationships with their teams. The Managing Director has individual 1:1s with each employee at least twice a year, to ensure that they have a clear understanding of how they feel within their role, which is then cascaded to the managers.

As a company Berkeley Scott strives to ensure that all of its employees are set challenging targets to get the best out of them, that are both realistic and achievable. The Managers of the business are given the autonomy and freedom to set their own financial targets, budgets and Key Performance indicators, which are benchmarked internally across the parent company and then externally across the sector. All managers are encouraged to operate an open door policy to facilitate open and approachable relationships with their teams. The Managing Director has individual 1:1s with each employee at least twice a year, to ensure that they have a clear understanding of how they feel within their role, which is then cascaded to the managers.

Project teams regularly complete volunteering activities in their local area to give back to the communities BAM are working within. e.g. BAM Plant redevelopment of a school playground into a beach themed play area.

BAM have introduced various benefits for staff and identified and dealt with any issues identified within individual teams. Full analysis and a debrief of the Best Companies survey will be completed and all senior managers will be given feedback and asked for ideas on improvement. Reviews will be undertaken to evaluate the impact following any improvements implemented.

Avanta has a monthly team-based incentive scheme that seeks to reward employees collectively for achieving increases in performance. The main aim of the scheme to increase the number of job starts that can be sustained into claimed outcomes and sustainments. Each branch is set a monthly target based on a benchmark of their previous three months' performance. Performance is measured by the number of job starts, including first and subsequent jobs, as well as the number of starts on the Enterprise programme. In each of the five regions, the branch that demonstrates the highest level of improvement against their benchmark will receive the incentive. Measuring improvement on performance means that small branches have an equal chance of winning compared to their large branches. Each eligible member of a winning branch will receive £400.

Avanta has a monthly team-based incentive scheme that seeks to reward employees collectively for achieving increases in performance. The main aim of the scheme to increase the number of job starts that can be sustained into claimed outcomes and sustainments. Each branch is set a monthly target based on a benchmark of their previous three months' performance. Performance is measured by the number of job starts, including first and subsequent jobs, as well as the number of starts on the Enterprise programme. In each of the five regions, the branch that demonstrates the highest level of improvement against their benchmark will receive the incentive. Measuring improvement on performance means that small branches have an equal chance of winning compared to their large branches. Each eligible member of a winning branch will receive £400.

Astbury Marsden aim to continually recognise and reward employees and they provide a number of incentives: Consultant and Contribution of the Month As part of their monthyl update meetings, they recognise the Consultant who has billed the most as well as the person in the business who has made an all round contribution, this can be a sales or support person. Quarterly High Achievers Lunch Anyone who has billed £75k in perm fees or completed 9 contract deals in the quarter as well as the person who has made the biggest contribution to the business is treated to the MD's quarterly incentive lunch. This is an all expenses paid afternoon out of the office to enjoy lunch at one of the finest resturants and it promises to be an afternoon to remember!

This year, Astbury Marsden top billers were rewarded for their hard work with an all expenses paid trip to Ibiza. The group left the office on Friday morning for their flight to Ibiza. They stayed in the world renowned 'Pacha Hotel' and were given free entry to the VIP area of a number of clubs. The next day was spent lounging on the beautiful beaches of Ibiza and was followed up with a delicious meal in one of Ibiza's most exclusive restaurants. As usual, the people on the trip said it was one of the best weekend's of their lives, you can't ask more than that!!

Everyone is encouraged to take on as much responsibility as they desire and to be accountable for activities within their control. Staff are given flexibility and autonomy and although guided toward reaching agreed goals, are encouraged to find their own way, asking for assistance when needed. Recognise and reward a job well done. Monthly scorecard to provide metric to Agents and allows them to understand their performance against set and attainable goals

Staff have quarterly goals and are rewarded based on their achievement. They consistently receive feedback on their progress and status against goal. Agents are recognised for being "star performers" based on their output and quality. They receive early access to the rota, Amazon gift certificates and publicity on the Forum when they receive "star status."

There is an annual allowance of £200 to spend as the employee chooses on an activity that they feel will aid their personal development in some way. Ths could be learning a language, help with quitting smoking, learning to drive, music lessons, an evening class or something of a similar nature. It needs to be a genuine development or learning of a skill not just an activity.

3 Monkeys often have fun and memorable social events. Every Friday afternoon, they finish work at around 4.30pm and meet in the kitchen area for drinks and nibbles. It's called TMIF - Thank Monkey It's Friday! It's usually themed and it's a chance to catch-up on what's been happening around the business over the past week. 3 Monkeys welcome all new starters, discuss new business wins and talk through any briefs they are working on to allow anyone to get involved if they so wish. TMIF usually ends up with a group of people moving on to the local downstairs! The Christmas party in December 2012 was an amazing day out. Everyone exchanged their Secret Santa presents, then headed out to Hyde Park to Winter Wonderland. Around lunchtime when everyone all started to get hungry, they were wined and dined at a beautiful restaurant in Covent Garden, had entertainment and then went on to more bars and ended up in a Karaoke bar in Soho!

Manager's main way of monitoring a job well done is through the clients being happy and having good support plans and risk assessments in place. Managers will then recognise this by praising staff, giving recognition at team meetings, through the Talent Reviews and by nominating staff for staff excellence awards. Managers take people's needs and desires into consideration when setting up rotas. For example, if possible they don't roster people on duty on nights they may have regular social activities or ask team members to swap shifts in order to be as accommodating as possible. Managers ensure that staff abide by the Code of Conduct and lay down what is expected in specific services at team meetings and through supervision. They ensure staff understand how they impact on the bigger picture at the Talent Review, where their objectives link to the organisational business plan and their Key Performance Indicators link to the organisational ones.

This year, they have invested hugely in introducing e-learning across the organisation. 15 packages have been launched since May 2011 and since then, 898 modules have been passed. Feedback has been complimentary and positive and has allowed for a more flexible approach to learning allowing a dispersed and busy workforce to access specialist training at a time and place that suits them. This has had the advantage of reducing their costs whilst ensuring staff are engaged and motivated as well as being 'up to date' on training. The content of these packages are very interactive, fun and informative. An example of the difference this makes is that one service even has a learning competition which sees staff competing for the best scores and most modules successfully completed. This has really seen a transformation where staff see learning as a fun and essential part of their role.

The staff Winter Celebration Event is held each year in December which combines the Trust's staff awards and a Christmas party. 250 employees attend the event which is a mixture of information about the Trust, a celebration of the year and the awarding of staff awards. Staff take part in organising the event and some staff take part in the event such as singing and games. All staff who attend receive free transport to and from the event, vouchers for drinks, a meal and a day off.

The provision of a Quiet Room has helped the wellbeing of employees. This is now provided in the Headquarters and the Greenwood Road Centre which contains 90% of the employees. This environment provides a tranquil space for staff to use anytime during their work time to reflect or have some time away from any stressful situations. The Trust has also provided excellent rest facilities for staff which provides free drinks and a place away from desks where they can eat in pleasant surroundings. The Trust has also introduced a no eating lunch at desk policy. This is to encourage staff to take a break away from their work to refuel and re-energise ready for work in the afternoon. The Trust also provides an employee assistance programme and talks on health subjects throughout the year.

To give back to the wider world, aside from the work that they do as an organisation, they have a wood chip burning boiler installed in their Scottish office which burns FSC wood chip pellets sourced locally to provide hot water and heat. They also have compost caddies at all tea points which are emptied into the wormery to reduce waste sent to land fill.

At WWF-UK they strive to create an open culture and people are actively encouraged to put forward ideas, suggestions, proposals or problems. As well as having an open door policy where people feel comfortable talking through their views with colleagues, managers and senior managers, people get the opportunity to attend all employee talks at least six times a year where they can ask questions of the senior managers, directors and others in the organisation. They run drop-in sessions with project teams and directors so people can go along and chat through their thoughts and ideas on particular areas of work and/or topical issues. They recently ran a ‘Question Time' event where members of the Management Team answered questions as a panel. They also seek feedback through facilitated workshops and informal networks on key events and issues.

We held a staff BBQ on 9th September 2011 that all staff, family and friends were invited to attend. Locally sourced food proved a hit with many coming back for extra helpings. Games and other fun actives were arranged proving for a very enjoyable evening.

We have implemented a move from Nationally to Locally agreed terms and conditions. Giving us more flexibility to agree pay awards and shape our own benefits and T&Cs. We are also implementing a contribution pay scheme giving employees the benefit of having good performance rewarded. We held a very extensive consultaiton process to get our message across to employees, resulting in all our staff except one agreeing to accept our proposals.

Fishbowl reward scheme - The purpose of this scheme is to instantly reward behaviour that demonstrates their core CII values and /or shows development of personal competencies. It acts as an incentive as well as a form of recognition. Each department has a 'fishbowl' (lucky dip) containing tokens for a number of rewards such as; cinema tickets, lunch out, half day leave, shopping vouchers etc. A total of 10 rewards are placed in the bowl for each department (and are refreshed as used). When a member of staff is considered, by their manager or department head, to have excelled in demonstrating one of the values through their work, the staff member is invited to pick a reward. This reward scheme runs in addition to the regular bonus scheme and instant recognition (monetary) reward scheme. The scheme has proved popular with both staff and managers being well used with 63 rewards given since the scheme was launched in August 2010. The instant nature of the scheme and the fun and social nature of the rewards marks this scheme out from other rewards on offer in the organisation. It encourages staff to do their best every day and in every part of their work, not just when working on high profile or lengthy projects, and realise that this is recognised and valued.

Fishbowl reward scheme - The purpose of this scheme is to instantly reward behaviour that demonstrates their core CII values and /or shows development of personal competencies. It acts as an incentive as well as a form of recognition. Each department has a 'fishbowl' (lucky dip) containing tokens for a number of rewards such as; cinema tickets, lunch out, half day leave, shopping vouchers etc. A total of 10 rewards are placed in the bowl for each department (and are refreshed as used). When a member of staff is considered, by their manager or department head, to have excelled in demonstrating one of the values through their work, the staff member is invited to pick a reward. This reward scheme runs in addition to the regular bonus scheme and instant recognition (monetary) reward scheme. The scheme has proved popular with both staff and managers being well used with 63 rewards given since the scheme was launched in August 2010. The instant nature of the scheme and the fun and social nature of the rewards marks this scheme out from other rewards on offer in the organisation. It encourages staff to do their best every day and in every part of their work, not just when working on high profile or lengthy projects, and realise that this is recognised and valued.

The Leadership and Management Development Programme (L&MDP) supports managers to develop their skills and knowledge. This programme provides first line and aspiring middle managers and more experienced managers with the necessary skills to progress within the organisation. This programme has provided the skills and knowledge for managers to move into senior management roles when opportunities arise.

To re-open the town centre following a programme of extensive improvements, a Pancake Race was held to raise funds for Sport Relief and Red Nose Day. Over 30 teams from the Council, outsourced services, partnership organisations and local businesses competed for the winners frying pan trophy. Teams forged new friendships, strengthened existing ones, honed their competitive rivalry and had great fun on their way to the podium. It was a great day for all the competitors and spectators.

All teams within the business hold regular team meetings to communicate and share information. To combat silo working, teams often invite colleagues from other teams to carry out training and provide updates at team meetings. In addition, managers are required to carry out regular 1:1 meetings with their employees to provide feedback and support. Managers within the Trust also encourage social events such as team lunches, birthday meals and evenings out to celebrate achievements and for fun!

All teams within the business hold regular team meetings to communicate and share information. To combat silo working, teams often invite colleagues from other teams to carry out training and provide updates at team meetings. In addition, managers are required to carry out regular 1:1 meetings with their employees to provide feedback and support. Managers within the Trust also encourage social events such as team lunches, birthday meals and evenings out to celebrate achievements and for fun!

Octavia Housing set up Octavia Foundation - an independent charity which has been running for many years. The aim of the Foundation is to improve the lives of individuals and communities where Octavia Housing operates. The Foundation operates numerous projects and grant programmes that help to meet one of 5 aims: to engage with young people and children i.e. through award winning media projects, to help with training and jobs i.e. they run an in-house employment and training programme, to involve the community i.e. organise a community festival and Christmas parties for the elderly, to advise on money and debt providing debt advice workshops and welfare benefits advice and support. The Foundation also operates 21 charity shops across London, which takes on volunteers and funds the projects of the charity.

Octavia Housing set up Octavia Foundation - an independent charity which has been running for many years. The aim of the Foundation is to improve the lives of individuals and communities where Octavia Housing operates. The Foundation operates numerous projects and grant programmes that help to meet one of 5 aims: to engage with young people and children i.e. through award winning media projects, to help with training and jobs i.e. they run an in-house employment and training programme, to involve the community i.e. organise a community festival and Christmas parties for the elderly, to advise on money and debt providing debt advice workshops and welfare benefits advice and support. The Foundation also operates 21 charity shops across London, which takes on volunteers and funds the projects of the charity.

LMH arranged an It's a Knock Out Competition against other Housing Associations. This was held on a Sunday and all staff attended bringing their families along for a fun packed day. The employees were put into teams and competed against other Housing Associations through a variety of assault courses and team tasks. Activities for children and those staff who came to support the event were also put on including hook a duck and other prize winning games. The event also raised a significant amount of money for our local charities.

LMH arranged an It's a Knock Out Competition against other Housing Associations. This was held on a Sunday and all staff attended bringing their families along for a fun packed day. The employees were put into teams and competed against other Housing Associations through a variety of assault courses and team tasks. Activities for children and those staff who came to support the event were also put on including hook a duck and other prize winning games. The event also raised a significant amount of money for our local charities.

Due to the recent surge in interest in baking brought on by television programmes such as the Great British Bake Off, LUU decided to hold its own baking competition and ran a baking league throughout 2010-11. Each month staff were invited to submit entries under a theme and they were judged and scores awarded. The baking league was successful in engaging a whole range of budding bakers from across the organisation and had the added benefit that those who did not wish to bake could be involved as judges or just chief tasters after the formal judging had taken place. The league culminated in a Grand Afternoon Tea provided by the two winners of the league which was held at lunchtime. This excellent event was attended by a good cross section of LUU and was very enjoyable.

In summer 2011 the company held an all staff event at the University's sport facilities to promote the facilities to encourage employees to sign up for membership. The event included dodgeball, swimming, 5 a side football, climbing wall, spinning, image consultancy, and walking tours amongst other things. For the last two years the company have also run an employee baking league. This has been particularly effective for engaging their staff in something fun at work , mixing with other people and encouraging them to take a break! In previous years they have offered an employee Wellbeing Week every January. Employees can participate in a number of healthy activities during their working time to improve their health, safety and wellbeing. Free fruit is also provided during the week. The idea for the week is that they provide free of charge taster sessions that employees can then choose to continue in their own time to improve their lifestyles.