People Managers Matter

The company regularly brings the entire workforce together in a single business event in which the wider economic environment, the industry marketplace, recent business results and continuing objectives are presented. This is an important event which allows the entire organisation to meet and socialise whether office-based or field-based.

Their approach to reward and remuneration structures is such that an employee's salary reflects the role they fulfil, whilst a variety of bonus mechanisms reflect employees' achievements versus predetermined personal objectives. In addition, all employees are eligible to participate in the Share Incentive Plan and Sharesave Plan and a majority of employees are awarded share options under the company's Executive Share Option Plan. Each year shares and options are awarded under these plans to reflect the importance of staff participation, and contribution towards, the success of the company. Over 80% of staff hold shares in the company either by direct ownership or participation in the plans, and the company's approach towards employee equity participation has been recognised by three “ifs Proshare” awards. In 2006 the Share Incentive Plan won awards for best new share plan and most effective communication of an employee share plan and in 2007 won the award for best overall performance in fostering employee share ownership. Furthermore, the recognition apparent in the “Roll of Honour” is further reinforced through a handwritten letter from the CEO acknowledging the nominee's efforts and thanking them for their contribution to the business.

The organisation does a lot to enhance the welfare of their colleagues. They offer many traditional benefits such as a pension, free life assurance, private medical insurance, dental care, optical care, an employee assistance programme, child care voucher scheme, an enhanced service day and unpaid leave package. Ellis Whittam has their own apple trees, colleagues pick their own apples and their committee arranges for those apples to be pressed and bottled. Their home grown organic Ellis Whittam apple juice is then available free of charge for colleagues to drink throughout the winter months. In addition, they have a vegetable patch and produce from it is offered to colleagues with an honesty box. Any funds raised go towards their annual chosen charity. They also organise regular sports competitions including cycle challenges, 'It's a Knockout' and an annual sports day. Taking time out in the fresh air to play and compete together has proven to be hugely successful in enhancing the feeling of wellbeing and morale amongst their colleagues.

Their engagement plan comprises many elements implemented in the last 12 months, including a thorough and comprehensive induction programme for new starters. Twice yearly unique “Sharing The Vision” sessions at which they take the entire business off site for half a day to report on progress towards achieving their mission, vision and values. The organisation also holds “Afternoon Tea & Cake with Chairman & CEO” sessions for all new starters. An appraisal programme, refreshed within the last 12 months and their “Client Champion” reward scheme. The leader of Ellis Whittam, Deven Thakrar, is certainly distinctive. It is the unique combination of many traits and qualities that make him distinctive, including his ability to inspire colleagues. His ability to mentor and develop and genuine passion and commitment to achieving EW's Mission, Vision and Values. His tremendous work rate, pace and ambition – all of which are infectious. Deven is also accessible to all colleagues, his active involvement with all teams and attendance at all team meetings. He also has a personable nature, knowing all colleagues by name and taking the time to build a rapport with all of them.

e.surv's leader is inspirational, understanding and passionate about the company. She has a drive to be innovative, to deliver the best possible service to the customers and shareholder value. All of the senior management team have made a greater effort with staff communication and transparency about their strategy.

e.surv are constantly promoting the carbon reduction programme and encouraging their surveyors to reduce their carbon footprint by driving efficiently.

Denplan undertake community actions that make Winchester a better place whether this is painting the local theatre, renovating a youth club or helping to clear ground so everyone can enjoy it.

Denplan undertake community actions that make Winchester a better place whether this is painting the local theatre, renovating a youth club or helping to clear ground so everyone can enjoy it.

The firm's appraisal process is comprehensive, detailed and fully supported. It ties together all aspects of training and development and all appraisals are reviewed and training is designed and provided to meet demands. The firm consistently achieves a 100% completion rate of appraisals and as such it is the major tool in ensuring personal growth.

The firm's charity, 'Build Africa' facilitates the firm's direct involvement in the building and equipping of a school in Kenya. The scale of the project has allowed them to have a very direct and tangible impact on the lives of an entire African community and has included members of the firm being directly involved when visiting Kenya. In addition, each year for the last 10 years, staff members bring in Christmas presents for local children who are in the care of Tunbridge Wells Social Services and who would not normally enjoy the kind of Christmas most of us take for granted.

Within the organisation a working party has been implemented following an employee suggestion, with the aim to review operational progress and identify any areas for improvement. It involves a group of voluntary representatives who provide a voice for the rest of their team to highlight key operational concerns and any ideas/suggestions to rectify them. The MD is also in attendance as the final decision maker on feasibility from a commercial point of view. The Management focus group meet on a weekly basis to evaluate business as a whole. This encourages sharing best practice, cohesion and support between departments. Feedback is communicated back to teams and actions implemented. The mission, vision and values workshop encouraged the involvement of respected employees and demonstrated the business commitment to listening to its employees and reinforced the inclusive culture and open door policy.

Within the organisation a working party has been implemented following an employee suggestion, with the aim to review operational progress and identify any areas for improvement. It involves a group of voluntary representatives who provide a voice for the rest of their team to highlight key operational concerns and any ideas/suggestions to rectify them. The MD is also in attendance as the final decision maker on feasibility from a commercial point of view. The Management focus group meet on a weekly basis to evaluate business as a whole. This encourages sharing best practice, cohesion and support between departments. Feedback is communicated back to teams and actions implemented. The mission, vision and values workshop encouraged the involvement of respected employees and demonstrated the business commitment to listening to its employees and reinforced the inclusive culture and open door policy.

The company organises and pays for one charity initiative each year which anyone in the agency can join. They believe passionately that the event should put something back into the local community where they work. On the surface Covent Garden, and the borough of Camden, where they are headquartered, is a wealthy and vibrant part of London. Behind the scenes it is home to many disadvantaged and under-privileged people and children. Their Give Day is designed to undertake a project which makes an immediate, if small, difference to the community. In the past they have cleared ponds in local parks, doing work that would otherwise need to be paid for by scarce resources, or painted local community facilities which again would need to be paid for from limited funds.

The company organises and pays for one charity initiative each year which anyone in the agency can join. They believe passionately that the event should put something back into the local community where they work. On the surface Covent Garden, and the borough of Camden, where they are headquartered, is a wealthy and vibrant part of London. Behind the scenes it is home to many disadvantaged and under-privileged people and children. Their Give Day is designed to undertake a project which makes an immediate, if small, difference to the community. In the past they have cleared ponds in local parks, doing work that would otherwise need to be paid for by scarce resources, or painted local community facilities which again would need to be paid for from limited funds.

The wellbeing of employees is supported through various means. Longer lunch breaks are provided to encourage healthy pursuits, such as running, swimming and gym time and extra holiday days are also given for every member of staff. They also provide fully equipped kitchens on every floor and a chill out area/social room to relax and play. To make sure their staff are both healthy and happy they offer medical screening. Their occupational Health advisor has introduced a monthly newsletter on different topics which is circulated to staff and has also been invited to present to staff to address any relevant health issues that are raised. They ensure the external staff are safe, by providing driver assessment training, and Help at hand; a telephone helpline; to assist with personal issues which may require expert assistance.

Managers take a holistic approach to their reports, both professionally and personally which can only be done by recognising strengths and weaknesses of individuals, guiding them through difficult challenges and always being available for advice. They understand that from time to time situations arise which may be unplanned and endeavour to take a flexible approach to day to day working and will accommodate life outside of the working day where possible, e.g. appointments, deliveries at home or when illness arise. They also go out of their way to make sure enough time is taken to resolve any issues, even if this may mean working from home. They also recognise achievement, both individually and externally and celebrate every success and achievement as a team.

Commercial has run a successful environmental programme for a number of years. It is the first company in its sector to become CarbonNeutral and was declared a Beacon Company for sustainability in 2008. It has successfully reduced waste to landfill by over 90% and normalised carbon emissions by over 70% since 2006. They also have Green Angels, which are a small group of staff from different parts of the business with different levels of seniority who work together for a short time on a project. They are tasked to deliver two things; communication and business transformation. Each Green Angels group selects one commitment as the focus for their activity. One team focused on Eliminate Waste and revamped the internal signage, introduced new recycling bins and added two new recycling streams. They also held a “What a Load of Rubbish Day” which included all staff in seminars, tours and a game to encourage recycling. Following their activity, not only did the level of contamination in recycling bins decrease, but staff also reported much better recycling rates at home.

Arthur Hindmarch the MD spends a morning every month with all new starters, taking the time to get to know them individually, taking them around the premises, explaining the functions of teams, developments that have taken place and plans for the future. He is very involved and hands on working with sales people across all divisions of the company. He personally launched the Added Value Programme and is spending time working with Business Development Managers across the business to empower and train them to sell cross divisionally all of the products and services. Arthur is a humble, open, understanding, funny and empowering individual. He firmly believes that staff should be given the space to grow and at times learn from their mistakes in part of that growth, is hugely appreciative and constantly praises all the staff personally.

Social events at COAL IT are circled in everyone's diary and none more so than the annual incentive. A memorable trip was where a group of 17 attended a 4 night all expenses paid trip to Las Vegas. It was a fantastic experience especially for those who had not been before. Staff stayed at the Encore which is one of Las Vegas' new hotels and dined in top Las Vegas restaurants including Koi and Steve Whynn's SW restaurant. The holiday was topped off by a night in the Encore's new club XS, seeing the Rat Pack show and even bumping into the legend that is Tom Jones.

COAL IT hold regular appraisals and one to ones between managers and their staff, where they ask for feedback on the company, as well as any issues in general and these are then relayed back to all staff in the monthly sales meetings. In addition to this, they have a quarterly newsletter where they ask staff for feedback and give them an opportunity to put forward anything they would like to be included in the next issue.

As an organisation they seek to enhance the wellbeing of employees by providing daily fruit portions for every member of staff and managing stress and losing weight. They have weekly exercise classes and encourage sporting events and participate in many local firm sporting activities. They organise monthly end of the week get-togethers to wind down in readiness for the weekend and close the office during office hours to celebrate Christmas. They also operate a Health Benefit scheme which provides counselling and has a general health enquiry line.

As an organisation they seek to enhance the wellbeing of employees by providing daily fruit portions for every member of staff and managing stress and losing weight. They have weekly exercise classes and encourage sporting events and participate in many local firm sporting activities. They organise monthly end of the week get-togethers to wind down in readiness for the weekend and close the office during office hours to celebrate Christmas. They also operate a Health Benefit scheme which provides counselling and has a general health enquiry line.

Managers receive training in reviewing with staff. Managers also work alongside staff on a daily basis and teamwork is heavily promoted. Managers have monthly staff meetings to review how things have gone etc. Managers are required to carry out monthly training bites and ensure job descriptions and information is up to date.

Managers receive training in reviewing with staff. Managers also work alongside staff on a daily basis and teamwork is heavily promoted. Managers have monthly staff meetings to review how things have gone etc. Managers are required to carry out monthly training bites and ensure job descriptions and information is up to date.

Managers have to ensure that the maintenance of the PRIDE boards and the free flow of information is delivered consistently throughout the year. They also need to be aware of issues within the team and particulary if individuals within their team seem to be struggling and in turn giving them the advice and support they need to continue to be fulfilled within their role.

The leadership has built the business from a standing start in 2005 to a £25 million pound business at the end of 2011. This has been achieved by adhering to the values and ethos that the company was established on and being able as the company grew to communicate, motivate the new team members joining to all feel a sense of ownership and pride in the development of the company. This has been supported by a really effective communication and engagement policy that means that all team members feel they have a voice and that voice will be listened to and acted upon by all members of the management team. They believe that the success of the business is firmly established in the culture and the ability of the team.

ByBox gives everybody the chance to prove to themselves how good they really could be. It helps them to find and unlock the unique energy that is in all of us but that so many other companies work so hard to stamp-out. At ByBox, it doesn't matter a jot where you came from, how old you are, how you were educated or what you do in your spare time. All that matters is that you have the true desire to be part of something memorable.

ByBox gives everybody the chance to prove to themselves how good they really could be. It helps them to find and unlock the unique energy that is in all of us but that so many other companies work so hard to stamp-out. At ByBox, it doesn't matter a jot where you came from, how old you are, how you were educated or what you do in your spare time. All that matters is that you have the true desire to be part of something memorable.

As part of Brocade's global WellFit strategy all employees in Europe, including the UK, are invited to participate in all global contests and challenges by leveraging on line tools and resources. Wellness programmes provide unique fitness alternatives for employees and are designed to improve their overall health and wellbeing globally while decreasing benefits costs. Most recently this has included an Executive Fitness Challenge. In this challenge Brocade's CEO Michael Klayko and his direct reports challenged all Brocade employees to partner in teams of 12 to complete at least 30 minutes of exercise for two weeks. Over 500 people participated in 44 teams across all geographic locations. In the end the executives came in 28th place. Their CEO said it was a humbling experience for him and it was a fun event for all employees who participated. They also held TheHealthy Living Family Fun Challenge. In its first challenge designed for families, Brocade's WellFit team launched the Healthy Living Family Fun Challenge. Participants tracked the number of fitness minutes they completed with a family member. Another event was Specific for EMEA and was called The Step on it Challenge, Walking is simple and an easy way to get fit you can do it any time, anywhere, on your own or with your family. In this challenge, designed to meet the needs of Brocade's employee population in Europe, participants were given a free pedometer from WellFit so they could track steps and complete against colleagues.

As part of Brocade's global WellFit strategy all employees in Europe, including the UK, are invited to participate in all global contests and challenges by leveraging on line tools and resources. Wellness programmes provide unique fitness alternatives for employees and are designed to improve their overall health and wellbeing globally while decreasing benefits costs. Most recently this has included an Executive Fitness Challenge. In this challenge Brocade's CEO Michael Klayko and his direct reports challenged all Brocade employees to partner in teams of 12 to complete at least 30 minutes of exercise for two weeks. Over 500 people participated in 44 teams across all geographic locations. In the end the executives came in 28th place. Their CEO said it was a humbling experience for him and it was a fun event for all employees who participated. They also held TheHealthy Living Family Fun Challenge. In its first challenge designed for families, Brocade's WellFit team launched the Healthy Living Family Fun Challenge. Participants tracked the number of fitness minutes they completed with a family member. Another event was Specific for EMEA and was called The Step on it Challenge, Walking is simple and an easy way to get fit you can do it any time, anywhere, on your own or with your family. In this challenge, designed to meet the needs of Brocade's employee population in Europe, participants were given a free pedometer from WellFit so they could track steps and complete against colleagues.

At an Away Day in April the Senior Management Team spent the day facilitating the whole team in the development of the 5 year plan. This was done by first asking the team to step into the tardis, and via various stimulations, come up with their vision of the future both professionally and personally. The team were then split into groups and each group had a lense to explore the future through and brainstorm what the business would look like in that area. The groups were then asked to present their thoughts back to the whole team at the end of the day. These thoughts and ideas were then used back at the office by the Senior Management Team in the final write up of the 5 year plan. The inclusiveness of the day had a huge impact on the team which was reflected in the very positive verbatims recieved in their bi-yearly employee engagement survey.

In March the company had an away day at Foxhills Golf Club in Ottershaw, Surrey. The day's theme was 'World Book Day Characters' and the whole team came in fancy dress. There were all the characters out of Alice In Wonderland, Charlotte's Web, Winnie the Pooh, Where's Wally? and The Cat in the Hat to name a few. The day's activities focused on developing their Knowledge Management systems and processes as well as sharing information and best practice. The evening's activities involved pre-dinner drinks, team quiz and a dinner. Everyone sat on round tables with people they don't normally work with to increase connectivity. There was a tremendous spirit all day and everyone came away feeling energised.

Bovey Castle display the correct behaviours by communicating regularly in the form of meetings and appraisals. They also provide training sessions.

Bovey Castle display the correct behaviours by communicating regularly in the form of meetings and appraisals. They also provide training sessions.

All staff are actively encouraged to put forward ideas to the Leadership team. This is made easier by the fact that they have face to face contact with all the Directors on a very regular basis. The speed with which good ideas are followed up and implemented is outstanding. Boodles plan to fully understand the results and identify the topics with the biggest impact. The Directors and HR Manager will devise an action plan with clear goals and a timescale. They will then communicate the results and share their commitment to an action plan to all staff, linking it to the business plan. Continuous monitoring of the action plan and celebration of successes.

Employees recieve handwritten cards from the Managing Directors for exceptional work. Staff are proud to receive them and it really encourages motivation and commitment.

Bond Pearce has a confidential and free employee assistance helpline, for anyone to call and discuss personal or work-related problems. They also have regular occupational health visits by a qualified GP to each of their office locations. He is available for any employee to attend a private consultation, should he/she need to do so. They also have free eye tests and flu jabs for all employees.

Bond Pearce has a confidential and free employee assistance helpline, for anyone to call and discuss personal or work-related problems. They also have regular occupational health visits by a qualified GP to each of their office locations. He is available for any employee to attend a private consultation, should he/she need to do so. They also have free eye tests and flu jabs for all employees.

Managers are expected to use the 'LMS' system to conduct regular reviews with teams. Employees are asked to rate each objective on a given scale and constructive feedback is provided to support development. Managers are also expected to use the 'Shine' recognition platform by reviewing nominations for employees and approving awards. Managers are also expected to utilise the full range of resources on offer to support personal and career development. Using such programmes enables managers to adapt to a variety of challenging situations and also offer support in giving feedback to teams.

Managers are expected to use the 'LMS' system to conduct regular reviews with teams. Employees are asked to rate each objective on a given scale and constructive feedback is provided to support development. Managers are also expected to use the 'Shine' recognition platform by reviewing nominations for employees and approving awards. Managers are also expected to utilise the full range of resources on offer to support personal and career development. Using such programmes enables managers to adapt to a variety of challenging situations and also offer support in giving feedback to teams.

BMT celebrated its 25th anniversary by launching a new significant philanthropic project called BMT Giveback. All staff were invited to submit ideas for ways in which the application of BMT's technical scientific and engineering capabilities could make a difference to the lives of people in developing countries. The winning idea which has been put into practice is the design and implementation of a low cost sewerage and sewage treatment system for a rural village in India. At present, with no sanitation system, dirty water flows in open channels down the middle of unpaved roads, creating health risks. The project is much more than just a charitable donation, it is a technical challenge which BMT's engineers have taken on to design a novel system which will work with very low water flows and be easy to maintain by the local people. By choosing materials and skills for the construction which area available locally, businesses in the area have been able to secure contracts to deliver the works, ensuring the maximum economic benefit to the local community. The new design having been created and piloted by BMT's technical experts is being given away to an international development charity who will seek to implement it elsewhere. So not only will the 2500 people in this village experience a significant increase in their quality of life, but potentially many thousands elsewhere.

BMT celebrated its 25th anniversary by launching a new significant philanthropic project called BMT Giveback. All staff were invited to submit ideas for ways in which the application of BMT's technical scientific and engineering capabilities could make a difference to the lives of people in developing countries. The winning idea which has been put into practice is the design and implementation of a low cost sewerage and sewage treatment system for a rural village in India. At present, with no sanitation system, dirty water flows in open channels down the middle of unpaved roads, creating health risks. The project is much more than just a charitable donation, it is a technical challenge which BMT's engineers have taken on to design a novel system which will work with very low water flows and be easy to maintain by the local people. By choosing materials and skills for the construction which area available locally, businesses in the area have been able to secure contracts to deliver the works, ensuring the maximum economic benefit to the local community. The new design having been created and piloted by BMT's technical experts is being given away to an international development charity who will seek to implement it elsewhere. So not only will the 2500 people in this village experience a significant increase in their quality of life, but potentially many thousands elsewhere.

November 2010 saw Billington Cartmell host its 20th Birthday Party celebrations at Paramount, situated on the top floor of London's Centre Point Building. The venue has 360 degree vistas of London reinforcing the company's view to the future and vision. Dinner and welcome drinks were followed by a motivating speech by guest speaker, Craig Sams founder of Green and Blacks (to expand on their core principles and OA), live music from the James Taylor Quartet and comedy from Reginald D Hunter.

All employees from Senior Account Manager level and above attend the BCL Academy Line Manager Training.

They consider flexible requests and work with staff to agree suitable work patterns. Back to work interviews are carried out to ensure that staff are OK. They then provide specialist equipment and increased support if needed such as phased return to work, reduced hours and change to shifts. All managers and heads of department take part in the QSM's. They also have Q and A's and feedback forms for staff to communicate. Managers lead by example and this cascades down to staff, positivity, enthusiasm and drive. They provide incentives to staff through minor rewards or company recognition.

Europ Assistance Holdings Limited provides intranet wellbeing, charity work and a discounted gym. The organisation also has a ride to work scheme and provides flu jabs.

Across the business, employees have the opportunity to develop through different training schemes. The Raising the Bar programme is more than the run of the mill training programme. It is based around changing the mind-set of the company's senior store colleagues, and giving them the tools to inspire and lead their teams to be the best they can be and enhance service to customers. STEPS is a tool that helps Argos' non-management employees achieve desired levels of performance, it is used for stores to develop their teams, whilst delivering exceptional customer service. Idevelop is used in Argos' Head Office and is an online development tool which facilitates learning. Distribution: Connecting You, is designed for the senior team, to give them the tools to understand the needs of their teams. SkillPac – includes the distribution induction, and specific training including H&S/manual handling and department role training. Professional training: Across the whole business, any employee can opt to do a funded professional course related to their role including paid study leave.

Argos believes the wellbeing of all their colleagues is vitally important and something they are widening over the next year. At their distribution centres, the company are currently trialling a wellbeing programme which will potentially be rolled out to other distribution sites and the rest of Argos. This trial aims to prevent and/or incorporate early detection, therefore maintaining and improving the health and wellbeing of the workforce. A regular monthly calendar of events incorporates health awareness campaigns including mental health, diet & exercise, cancer, stopping smoking and flu vaccinations, corporate benefits promotion, managing money and fun/team building events. Across the whole business the company offers the below, under the umbrella of wellbeing: All colleagues have access to a confidential telephone line to support facilities that provide guidance on health, financial and legal advice. In addition to the actual health of their colleagues, other elements of wellbeing including financial help.