Formal management development is supported through both internal and external programmes, leading to professional qualifications. During the pandemic, Bibby introduced specific training on how to manage colleagues remotely. An Aspiring Manager programme offers colleagues an opportunity to learn basic managerial skills, performance management and supporting wellbeing.
Bibby believes attracting, retaining and developing its people is the key to continuing success. A coaching programme, led by the executive committee, is dedicated to continuous improvement of all employees, developing teams that are highly-focused to achieve results.
Female members of the sales team hosted a successful session to promote diversity and inclusion, focusing on the challenges faced in some areas of the business. Similar sessions are planned for departments perceived to be male-dominated, such as IT and finance, to encourage more women to apply.
A new interaction and communication platform, called Connect, has been created to bring all managers together virtually. This allows them to contribute and discuss business priorities, but also provides a “safe space” for them to discuss challenges and support each other.
Benenden's sponsorship of York City Football Club Foundation helped the Sporting Memories group, set up for older fans of the club, to hold vital social get-togethers online after the pandemic started. The Benenden Health Community Fund supported projects including food banks and cookery workshops for young people.
Best Companies survey feedback indicated that staff wanted better organisational clarity and an understanding of how each team contributed to Benenden's objectives. In response, each employee now receives a document that includes strategic objectives, key results areas, key performance indicators and each department's objectives for the year.
Baringa's female development programme supports women as they climb the career ladder – and helps male leaders understand how to be supportive. All senior managers, directors and partners have Baringa Adviser Training every two months so everyone knows what great looks like and all are committed to doing what it takes.
Everyone has one volunteering day a year to support the community. Staff helped to research the impact of Covid-19 on youth employment prospects under the Drive Forward programme for young people leaving the care system. They produced a youth opportunity index, identifying sectors with the greatest number of jobs.
Teams have held virtual walking competitions, counting steps to race from London to Paris. Online yoga and fitness sessions have also kept people on their toes. As well as providing a 24-hour employee assistance programme, Baringa has trained people across all grades as mental health first aiders to spot signs of burnout.
Leaders have access to bespoke coaching to grow their skills. To support them with coronavirus-related challenges, 217 hours of bespoke coaching took place. This included a focus on traditional leadership topics with a remote angle, such as maintaining team culture remotely and running a virtual team meeting.
The business's UK office has been designed to minimise its environmental impact. The lighting and the appliances are low energy – and low water, where applicable – and have sensors that turn them off when not in use. All Austin Fraser and Austin Vita offices are 99% paperless.
An intranet and communications platform called GWEN (Got What Everyone Needs) was developed and rolled out during the pandemic. This enabled the business to provide instant updates to staff in addition to the weekly videos from the chief executive, which became known as Corona Comms.
Starting from January 2021, key performance indicator objectives for all managers include supporting the delivery of the group's Leadership Academy programme. Objectives are agreed at the beginning of every year; individual performance is assessed throughout; and 1:1s take place at the manager's discretion, according to need and regulatory requirements.
The business uses focus groups to review the needs of its workforce and to understand further what should be refreshed to improve employee engagement. On the back of this, the benefits offering, existing family-friendly policies, and how the company gives back were amended, to name just a few areas.
Staff were surveyed to check productivity, mental health and any support desired and the results suggested that 87% of employees felt KG was communicating enough and 90% believed they were receiving the right manager support. While company updates during lockdown were typically business-focused, any direct workforce concerns were addressed.
Kaplan significantly increased its two-way communication with the top 50 managers to ensure they had all the information they needed to cascade to their teams. In the early weeks of lockdown, a team status tracker quickly identified those under the most pressure. Once everyone settled into a new rhythm this was stood down.
KPUK aims to be a valued partner in the communities it serves. The group supports charity partners to build futures for people of all backgrounds and circumstances. Employees are empowered to support local good causes through paid volunteering days and fundraising activities.
Every year, the Kaplan Way Awards programme recognises the most outstanding individual and team contributions in four categories: Student Success, Great Place to Work, Continuous Transformation and Shared Values. Employees submit nominations and a selection panel chooses the UK winners – they are then up for global awards as part of a live broadcast.
All managers take part in monthly 1:1s for feedback and to give them the tools they need to perform in their roles. They are also invited to undergo two further annual appraisal and review processes. Minimum expectations around communicating with their teams are in place.
A transparent, fun, supportive and purposeful culture makes Impero a great place to work. Every quarter, the in-house awards system recognises people with can-do attitudes who embody the core company values that include “we make it possible for our people” and “we make it possible for our clients”.
Staff received Just Eat vouchers and there were gardening competitions, fun-run challenges and other company-wide events to keep team spirits high. Mental health support channels were set up and senior leaders were visible and on hand as people adjusted to remote working.
All managers at Zen are enrolled onto a Living Leader programme. The programme is very different to other programmes, it looks at the individual as a whole, rather than the person in work. It explores empowerment, responsibility, appreciation and communication – all qualities for helping people to build powerful relationships with everyone they meet and speak to, both inside and outside work. Due to the huge success and feedback, this is now being rolled out company wide.
All managers at Zen are enrolled onto a Living Leader programme. The programme is very different to other programmes, it looks at the individual as a whole, rather than the person in work. It explores empowerment, responsibility, appreciation and communication – all qualities for helping people to build powerful relationships with everyone they meet and speak to, both inside and outside work. Due to the huge success and feedback, this is now being rolled out company wide.
Zen pride themselves on the positive impact they have on their local community. They actively get involved in projects aimed at supporting and developing the local community. This includes sponsoring individuals and events and working with local charities, schools and educational authorities.
XLN have found that Shadowing is the most effective form of support. Their team always feedback that learning by directly following someone with experience in a higher grade role gives them the confidence to step up. It offers the knowledge and clarity of what is expected. It's the simplest way to find out what good looks like and also identify potential areas where they can make improvements to the way the roles are managed.
XLN prides itself on “promoting within” and as an organisation that can only be achieved by constant employee development. If any employee requests any training, whether specific to their role or not, they will always say yes. They believe if an employee wants to better themselves, then they should do everything possible to retain that ambition within the business and offering unlimited training resource is key to that.
XLN have found that Shadowing is the most effective form of support. Their team always feedback that learning by directly following someone with experience in a higher grade role gives them the confidence to step up. It offers the knowledge and clarity of what is expected. It's the simplest way to find out what good looks like and also identify potential areas where they can make improvements to the way the roles are managed.
Every year, the business allocates 9% of its profits to share between all employees and is in recognition of the collective success and performance of the business. This profit share payment, which is awarded each year to every employee, was put in place by the Warburton family many years ago.
Their Community Investment programme 'Families Matter' focuses on supporting disadvantaged families. In 2018/19, they worked with over 2,900 organisations and supported over 600,000 beneficiaries.
Their Community Investment programme 'Families Matter' focuses on supporting disadvantaged families. In 2018/19, they worked with over 2,900 organisations and supported over 600,000 beneficiaries.
Virtual1 have introduced a performance management application with the aim to encourage employees and managers to have ongoing discussions around performance and development rather than waiting for appraisals to have these important conversations.
Virtual1 have introduced a performance management application with the aim to encourage employees and managers to have ongoing discussions around performance and development rather than waiting for appraisals to have these important conversations.
Virtual1 made a conscious decision in the past year to cut down on the amount of paper they use in the office. They transitioned to using Docusign for electronic signatures for the contracts and invoices that they send out.
VioVet leaders don't have offices and choose to sit amongst the employees. They are very open to feedback and encourage people to have open and honest conversations with them.
VioVet reward Warehouse Operatives based on an efficiency measurement. They measure this based on multiple different factors in their role, and the overall score is marked 0-10. For anyone who scores 8 or more over the month, they receive 10% of their basic monthly salary as a bonus.
VioVet reward Warehouse Operatives based on an efficiency measurement. They measure this based on multiple different factors in their role, and the overall score is marked 0-10. For anyone who scores 8 or more over the month, they receive 10% of their basic monthly salary as a bonus.
The business measures the performance of its managers through monthly 121s. Employee retention and wellbeing are prioritised in the same way business performance measures at regular management meetings.
Employees are rewarded for their efforts in a number of ways at Autorama. These rewards include performance related pay and profit related pay.
Employees are rewarded for their efforts in a number of ways at Autorama. These rewards include performance related pay and profit related pay.
Utility Alliance are in the process of setting up sports teams in order to help staff get active and also promote team bonding. There will be various teams employees can get involved in.
Any managers who are seen to be under-performing are given help and support from within the business to help them hit target. This works throughout the business, with the ethos setting individuals targets in order to help the company deliver.
Any managers who are seen to be under-performing are given help and support from within the business to help them hit target. This works throughout the business, with the ethos setting individuals targets in order to help the company deliver.
Manager performance is measured in monthly one to ones. Full year objectives are set in July/ August each year, this is reported back to HR Committee and trustee board.
Manager performance is measured in monthly one to ones. Full year objectives are set in July/ August each year, this is reported back to HR Committee and trustee board.
Employees are rewarded for their continued efforts with a number of benefits, including: staff discounts, loans, and an employee assistance programme.
Top Banana take internal communication really seriously and try to practice what they preach. They use multiple channels, processes and communication channels to keep maintain and improve team interaction and communication.
Top Banana take internal communication really seriously and try to practice what they preach. They use multiple channels, processes and communication channels to keep maintain and improve team interaction and communication.
There are multiple processes in place to measure the performance of managers throughout the year. As the beginning of each financial year, a management specific KPI is set to measure all line managers skills and behaviours.
The Specialist Works hold two strategy days a year in the UK, one at the beginning of the year in January and one mid-way, in the summer. Everyone in the business is invited to attend and all internationals are flown across the globe to be a part of the day.
The Specialist Works hold two strategy days a year in the UK, one at the beginning of the year in January and one mid-way, in the summer. Everyone in the business is invited to attend and all internationals are flown across the globe to be a part of the day.
The Specialist Works have created a career plan and promotional goals up to management level. Regular reviews,alongside learning and personal development plans means they promote individuals when they achieve their goals.
The Trust run daily team meetings in their properties, two weekly meetings across other departments, weekly leadership team meetings, quarterly full management meetings and twice yearly full staff and volunteer briefing sessions.
The Trust run daily team meetings in their properties, two weekly meetings across other departments, weekly leadership team meetings, quarterly full management meetings and twice yearly full staff and volunteer briefing sessions.
Four times a year The Trust run full induction sessions which include an introduction to The Trust, H&S and fire awareness training, an opportunity to meet members of the Leadership Team, view a video from the Chairman and see The Trust videos.
For new parents, The Rum Kitchen ensure to keep them up to date with the latest goings on within the business.
For new parents, The Rum Kitchen ensure to keep them up to date with the latest goings on within the business.
For new parents, The Rum Kitchen ensure to keep them up to date with the latest goings on within the business.
The Rossendale Trust work hard to create the right culture where employees feel valued and important and confident enough to speak up if anything is troubling them.
The Rossendale Trust have a structured induction process for new staff, and a comprehensive annual training calendar of statutory, regulatory and 'best practice' programmes.
The Rossendale Trust work hard to create the right culture where employees feel valued and important and confident enough to speak up if anything is troubling them.
To reduce the use of single use plastic cups for hot drinks, Swim England gave all team members a reusable keepcup. They encourage team members to take a picture with their cup whilst they are out and about and share via internal comms.
Swim England have an annual team awards ceremony. Employees nominate their colleagues across 7 categories of awards and then each category has a bronze, silver and gold winner. The awards evening includes a 3 course dinner and entertainment, and is promoted as a celebration of the organisations hard work.
Swim England hold monthly organisation briefings where the CEO talks about their progress against the strategic objectives, through KPIs and performance targets. The CEO then talks through matters coming up, things of significant interest, such as the leadership group meetings they attend and big ticket items such as the links to Sport England.
Employees are offered an array of benefits, including; an employee assistance programme; performance related pay; staff discounts; and free private healthcare.
Swan is continually reviewing alternative technologies which can be used on new build sites which conform with policy and ensure an efficient and sustainable agenda.
Swan is continually reviewing alternative technologies which can be used on new build sites which conform with policy and ensure an efficient and sustainable agenda.
Each year the Club create's a strategic summary document which highlights their priorities and focus across departments for the year.
The leader knows everyone in the Club, walks around the ground all the time, and recently has held a 1-2-1's with everyone.
Each year the Club create's a strategic summary document which highlights their priorities and focus across departments for the year.
Spring have a detailed induction folder which is given to new starters when they join the organisation to ensure consistency and so that everyone has the same experience. New starters are invited to a 'coffee and chat' with the CEO during their first few weeks, to ensure that they get an informal introduction to the business prior to their formal induction training.
Managers performance is measured during 1-2-1 meetings and more formally within annual Personal Development Reviews.
Managers performance is measured during 1-2-1 meetings and more formally within annual Personal Development Reviews.
All teams have regular 1-2-1's with their line managers and have weekly team meetings where they discuss work strategies for the coming week.
Specialist Motor Finance have made working from home available to most staff, this has assisted with mental wellbeing for those who have long commutes to work and gives fairer work- life balance.
Specialist Motor Finance engage with an external company who specialise in team building and management development. Consultations have led to the creation of the current performance management regime and through that all staff have developed a thorough set of objectives.
Every person in the company, from a part time labourer to the MD has access to, and is part of, a formal development training plan called "Be the Best You Can Be".
SPE are heavily invested in the local schools project to provide opportunities for young people in a deprived area to experience the workplace. They have recently put in excess of 40 students through Work Based Learning days (WBL days) to help create "meaningful experiences" for young people locally.
SPE are heavily invested in the local schools project to provide opportunities for young people in a deprived area to experience the workplace. They have recently put in excess of 40 students through Work Based Learning days (WBL days) to help create "meaningful experiences" for young people locally.
The Leadership Team attends the manager coaching programme as participants are in mixed-level groups. Being prepared to share their experiences has helped managers of all experience levels develop their skills and further supports the principle of helping people realise their potential.
The Leadership Team attends the manager coaching programme as participants are in mixed-level groups. Being prepared to share their experiences has helped managers of all experience levels develop their skills and further supports the principle of helping people realise their potential.
One to one coaching support is available when coaching is required on a specific area of practice or just to provide additional guidance if and when needed. Many managers are inexperienced coaches and this can help build confidence and competence.
Savers have introduced a new development programme called The Futures Leaders Programme. The Future Leaders Programme is aimed at fast-tracking a small group of high potential store managers and area managers to their next level of management.
Savers have introduced a new development programme called The Futures Leaders Programme. The Future Leaders Programme is aimed at fast-tracking a small group of high potential store managers and area managers to their next level of management.
Savers have a flat structure to ensure that the senior leadership team are close to all aspects of the business. The stores are the primary focus and senior leaders are in stores every week, listening and talking to the teams.
SAHA provide access to online support, they constantly review employee workload and make reasonable adjustments if needed.
SAHA provide access to online support, they constantly review employee workload and make reasonable adjustments if needed.
Managers receive ongoing support through coaching and mentoring and paid subscriptions to the membership body.
Branded 'Thank You' cards are available in breakout areas so any colleague can say thank you for a job well done, hard work or exceptional effort by sending these to their colleague. Managers can recommend any individual in their team for an award up to £500 to recognise one-off work or achievement.
Royal Society of Chemistry run a 'wellness week' every two years, the aim being to engage employees in looking after their physical, mental, emotional and financial wellbeing.
All managers can take advantage of their internal mentoring programme to work on objectives with a trained mentor who themselves receive regular supervision.
RCP hold a dedicated wellbeing week at the beginning of every year. They draw on staff member's experiences and skills to run wellbeing sessions as well as hiring external specialists to run sessions.
RCP have a 12 month, modular leadership and management programme called 'World Class Manager' which is run by Global Growth Institute. Its aim is to develop core leadership skills through short, quick and bite size modules, which managers can undertake flexibly.
RCP hold a dedicated wellbeing week at the beginning of every year. They draw on staff member's experiences and skills to run wellbeing sessions as well as hiring external specialists to run sessions.
RBH joined a consortium of other Registered Providers and organisations in the retail, media & education sectors to give their employees access to one days training in Carbon Literacy.
RBH joined a consortium of other Registered Providers and organisations in the retail, media & education sectors to give their employees access to one days training in Carbon Literacy.
RBH joined a consortium of other Registered Providers and organisations in the retail, media & education sectors to give their employees access to one days training in Carbon Literacy.
RMP do performance reviews every 4 months for everybody in the business. As part of this, the manager's manager will asses them on their performance as both an employee and as a manager.
The senior management team meets once a month with the sole purpose of discussing how they are performing against values and towards KPIs.
The senior management team meets once a month with the sole purpose of discussing how they are performing against values and towards KPIs.
Every week the CEO runs office hours to get unfiltered feedback from everyone in the company, and outside of this they will regularly check in with the different teams.
Every week the CEO runs office hours to get unfiltered feedback from everyone in the company, and outside of this they will regularly check in with the different teams.
Every week the CEO runs office hours to get unfiltered feedback from everyone in the company, and outside of this they will regularly check in with the different teams.
Red and Blue make sure all staff receive a break with a meal and the managers are aware of any signs to look out for if a member of staff are struggling.
Red and Blue make sure all staff receive a break with a meal and the managers are aware of any signs to look out for if a member of staff are struggling.
Handover books are used as staff don't always work together on the same shifts and may not see each other for a number of days, so can communicate anything in here for the team on the next day.
Randstad do not operate formal annual appraisals, having replaced these with "Great Conversations" in 2018. This ensures all conversations are Meaningful, Aspirational and Progress-focused (MAP goals), which runs through not only review meetings, but all other meetings and career conversations, including kick-off meetings, team time, wrap ups and one to ones.
Randstad firmly believe that they offer best in class learning and development to all employees at all levels and roles, and emphasise the importance of a learning culture.
Randstad firmly believe that they offer best in class learning and development to all employees at all levels and roles, and emphasise the importance of a learning culture.
Plastic Surgeon support team members development through e-learning, external coaching, financial support for work related qualifications and paid time off for study.
Managers at Plastic Surgeon have an annual appraisal during which their performance is assessed.
Plastic Surgeon match funds raised by employees for charity. They have recently matched donations to Dartmoor Rescue, Christmas Jumper Day and Comic Relief.
An electric vehicle plug in point has been installed at head quarters to encourage usage of electric or hybrid vehicles.
The CEO conducts monthly all staff meetings, has an open door policy for any employee that wishes to speak with them, and makes themselves highly visible to staff by frequenting the staff room and walking around the office.
The CEO conducts monthly all staff meetings, has an open door policy for any employee that wishes to speak with them, and makes themselves highly visible to staff by frequenting the staff room and walking around the office.
During appraisals, managers will always refer to Pentagon Play's mission and values, and remind each member of their team exactly what they are working towards.
During appraisals, managers will always refer to Pentagon Play's mission and values, and remind each member of their team exactly what they are working towards.
Leaders operate an open-door policy. They also hot desk around the office each day and sit with all departments. They are always involved in company socials and make appearances at departmental conferences.
Paymentsense have a Beyond Ordinary Award, whereby employees nominate others based on demonstrating values and going above and beyond. Each month the winner is chosen and announced in our People Newsletter and receives an Amazon Voucher in recognition.
Before anyone starts, Paymentsense ensure they are sent all required information, managers reach out with extra information and they also pop a goody bag in the post for them with the organisations brand book.
Before anyone starts, Paymentsense ensure they are sent all required information, managers reach out with extra information and they also pop a goody bag in the post for them with the organisations brand book.
The senior management team meet once a week in the run up to and during peak season (April to September), and once every 2 weeks rest of the year, to discuss and review all areas of the business.
The senior management team meet once a week in the run up to and during peak season (April to September), and once every 2 weeks rest of the year, to discuss and review all areas of the business.
The senior management team meet once a week in the run up to and during peak season (April to September), and once every 2 weeks rest of the year, to discuss and review all areas of the business.
Teams often use the opportunity of the volunteering day to improve teamwork interaction. They also run a number of secondments across the business to encourage employees to experience different areas of the business based on their skills.
Performance is formally reviewed within the performance management process, which involves regular 121 meetings and quarterly performance reviews.
Performance is formally reviewed within the performance management process, which involves regular 121 meetings and quarterly performance reviews.
Nexus has introduced a Wellness Week initiative. Held over 5 days, they have offered a number of different events to enhance the wellbeing of employees. Events have included; massage service, spa / aromatherapy session, mental health guidance and support, and financial guidance sessions.
Nexus' Senior Management Team have all been enrolled in a dedicated, team leadership development programme. Delivered by an external specialist, the Managers will attend four module workshops and four action learning sets over the course of 9 months.
Nexus' Senior Management Team have all been enrolled in a dedicated, team leadership development programme. Delivered by an external specialist, the Managers will attend four module workshops and four action learning sets over the course of 9 months.
NCFE have launched a High Potential Development programme in partnership with an external provider. Candidates have been identified through the end of year succession planning process. The programme includes workshops, 1:1 coaching, small group coaching and completion of a strategic organisation wide project.
NCFE provide employees with free qualifications with Learning Curve Group up to Level 2, which is also available to friends and families of NCFE employees.
NCFE have launched a High Potential Development programme in partnership with an external provider. Candidates have been identified through the end of year succession planning process. The programme includes workshops, 1:1 coaching, small group coaching and completion of a strategic organisation wide project.
National Friendly utilise Perkbox, which offers all staff the opportunity to enhance their wellbeing including occupational health/wellness programme and subsidised sports facilities. They are also about to introduce free workshops on meditation and mindfulness.
National Friendly utilise Perkbox, which offers all staff the opportunity to enhance their wellbeing including occupational health/wellness programme and subsidised sports facilities. They are also about to introduce free workshops on meditation and mindfulness.
National Friendly utilise Perkbox, which offers all staff the opportunity to enhance their wellbeing including occupational health/wellness programme and subsidised sports facilities. They are also about to introduce free workshops on meditation and mindfulness.
Every employee receives monthly 1-to-1 reviews with their line manager and formal 6-monthly appraisals, where training and development opportunities are discussed. They actively encourage promotion from within and give all employees visibility of development opportunities within the company.
Mediaworks have held numerous monthly staff events such as staff appreciation breakfasts, rock climbing, wine tasting, go karting, office spa sessions, golf days, bake sales, just to name a few.
Mediaworks have worked with marketing students at local universities, collaborating on projects as part of their studies and offering internships to allow them to learn more about real-life applications of digital marketing.
McGoff Construction offer support in non-work related training to develop their personal skills such as stress and resilience courses.
McGoff Construction offer support in non-work related training to develop their personal skills such as stress and resilience courses.
McGoff Construction offer support in non-work related training to develop their personal skills such as stress and resilience courses.
Employees receive 25 days annual leave and 15 days public holiday every year. Flexi time and time off in lieu are also available to employees, as well as a generous package of special leave which covers paid time off for study, attending medical appointment and even time to move home.
Maryhill Housing launched a new management development programme in 2018. All managers of the organisation attended this Behavioural Science in Leadership programme. This was held over 5 different days and got managers thinking about all various areas of management/leadership from motivation, engagement, empowerment, performance management and a number of other areas.
Maryhill Housing launched a new management development programme in 2018. All managers of the organisation attended this Behavioural Science in Leadership programme. This was held over 5 different days and got managers thinking about all various areas of management/leadership from motivation, engagement, empowerment, performance management and a number of other areas.
Manchester City Council has partnered with the Manchester College and Pure Innovations for 10 years in the provision of Supported Internships for young people with learning and physical disabilities and those with Mental ill health.
A coaching and mentoring approach has been piloted within the Council, which is aimed at enabling their people to develop their strengths and gain the support and feedback they need to achieve their career aspirations and positively contribute to their strategic vision for organisational change.
Manchester City Council has partnered with the Manchester College and Pure Innovations for 10 years in the provision of Supported Internships for young people with learning and physical disabilities and those with Mental ill health.
At M&C Saatchi Sport & Entertainment they have a Brilliance Fund, where every staff member is offered £200 per year to spend on any extra-curricular training course of their choosing that allows them to develop a new skill.
At M&C Saatchi Sport & Entertainment they have a Brilliance Fund, where every staff member is offered £200 per year to spend on any extra-curricular training course of their choosing that allows them to develop a new skill.
Their leadership team do not have a separate office, they sit on the floor with everyone else so they are able to engage on a day-to-day basis. Their CEO has a monthly meeting with team members from different levels of the business where they are encouraged to share live work and current challenges.
In 2016, Lyreco introduced a Charity Steering Group with the purpose to expand support provided to local communities. Staff submit initiatives they are involved in and Lyreco will donate funds, volunteers or products.
Lyreco advertise all vacancies internally, so the workforce has access to the opportunities available.
In 2016, Lyreco introduced a Charity Steering Group with the purpose to expand support provided to local communities. Staff submit initiatives they are involved in and Lyreco will donate funds, volunteers or products.
The senior management team live and breathe the values and principles of Lookers. They frequently have open dialogue with team members, visit their dealerships and conduct 'walk-about tours' talking to team members, listening to ideas and taking feedback.
Lookers believe onboarding begins before new starters arrive for their first day and continues over several months into their new career. Engagement with new starters begins as they congratulate them on their new role and invite them to complete their essential e-learning before they arrive.
Lookers believe onboarding begins before new starters arrive for their first day and continues over several months into their new career. Engagement with new starters begins as they congratulate them on their new role and invite them to complete their essential e-learning before they arrive.
Littlefish's in-house personalised training scheme, the Littlefish Academy, is led by a dedicated Head of Talent and offers a range of career-specific learning tracks, motivating our employees to upskill.
Regular team building and social activities help build relationships between employees and give them the opportunity to raise issues in a less formal environment, and monthly one to one meetings give all employees the opportunity to raise issues and concerns with their manager.
Littlefish's in-house personalised training scheme, the Littlefish Academy, is led by a dedicated Head of Talent and offers a range of career-specific learning tracks, motivating our employees to upskill.
Lifetime have a comprehensive internal communications strategy over a wide selection of platforms to ensure that their largely remote team feel connected with the business and one another as much as possible.
Lifetime have a comprehensive internal communications strategy over a wide selection of platforms to ensure that their largely remote team feel connected with the business and one another as much as possible.
Lifetime have a comprehensive internal communications strategy over a wide selection of platforms to ensure that their largely remote team feel connected with the business and one another as much as possible.
Life Leisure hold bi-monthly meetings and workshops with external facilitators which help staff to develop their skills and learnings, helping them to develop both for their roles and most importantly for their own personal lives.
Life Leisure work with local trusts to encourage those with learning difficulties, mental health issues or have come from deprived backgrounds to work for them, starting as a volunteer and then trying to find them paid work following this period.
Life Leisure hold bi-monthly meetings and workshops with external facilitators which help staff to develop their skills and learnings, helping them to develop both for their roles and most importantly for their own personal lives.
Kuoni conferences continue to provide managers with strategic updates, team building exercises and training sessions on a range of subjects.
Each department has an employee rep who sits on the 'your voice' panel. This representative brings suggestions and feedback raised by the employees to the monthly your voice meeting. These ideas are then discussed with senior managers so changes can be made.
Kuoni offer every employee with two days of volunteer leave a year, giving them the opportunity to give back to something close to their heart.
At Just IT, any employee can join 'The Network' - this is a company group dedicated to initiatives around charity, community, events and well being. The network pledges to raise money for the organisation's chosen charity.
Bimonthly meetings bring together colleagues across the organisation to examine and discuss the company's products. They then look at how to deliver them more effectively from a broad range of perspectives.
Bimonthly meetings bring together colleagues across the organisation to examine and discuss the company's products. They then look at how to deliver them more effectively from a broad range of perspectives.
All individuals are required to attend 'Task Based Management' meetings with their Manager on a regular basis (no less than on a three weekly basis). This is seen as an integral process in the continued development and success of the individual as well as the organisation.
John Rowan and Partners have a flat management structure and encourage meaningful discussions and conversations about all aspects of life and work at all levels.
John Rowan and Partners provide fully funded counselling (up to a maximum of 8 sessions) with a clinical psychologist for employees that request it.
Invest Northern Ireland's Recognition Scheme has been in place for 6 years and is driven by a range of staff from across the organisation who make up the Employee Recognition Steering Committee. The Committee review all applications for recognition to identify members of staff who have been an exemplar of the corporate values with either customers or their colleagues.
There are a number of clear processes available to help managers make informed decisions about particular areas. These processes and guidance documents are all available on the intranet and in the staff handbook.
Through the provision of a 'Cycle to Work Scheme', a walking club, and staff volunteering, Invest Northern Ireland support colleagues in adopting both better physical and mental health.
3% of the company's profits are pledged to charitable causes, doing so through Intouch Global Foundation (IGF), a registered charity whose remit is to provide tailored guidance and financial support to selected organisations and projects.
Offices are designed to be open plan and incorporates several comfortable break out spaces to encourage face-to-face communication.
3% of the company's profits are pledged to charitable causes, doing so through Intouch Global Foundation (IGF), a registered charity whose remit is to provide tailored guidance and financial support to selected organisations and projects.
Inside Marketing promote wellbeing through their Culture Club. The Culture Club promote time out, healthy eating, exercise, and activities that reduce stress, such as fun bake offs, sports day, meditation or a buddy system to chat to somebody.
Managers are constantly engaged with content and training guides to help support their teams, and it forms an integral part of their culture.
Inside Marketing promote wellbeing through their Culture Club. The Culture Club promote time out, healthy eating, exercise, and activities that reduce stress, such as fun bake offs, sports day, meditation or a buddy system to chat to somebody.
Infectious Media provide multiple in-office offerings to employees every week, from a run club, to yoga, meditation, and even mental health training.
Infectious Media host quarterly full team company meetings and socials, and subsidies social events for every team to attend.
Infectious Media have launched two initiatives to support employee development recently: iManage is a full management training programme to support managers old and new; iMentor is an internal mentor programme available to all.
Huntress have a wide range of working practices that aim to improve team interactions and communication. One of which is Jostle which promotes collaboration and communication across offices and teams in real time. Jostle is an intranet system that has a feed where people can write updates, share news, give 'shout outs' to people who have received good feedback from customers/candidates or have lived their values.
Huntress have a wide range of working practices that aim to improve team interactions and communication. One of which is Jostle which promotes collaboration and communication across offices and teams in real time. Jostle is an intranet system that has a feed where people can write updates, share news, give 'shout outs' to people who have received good feedback from customers/candidates or have lived their values.
As part of Huntress' career pathway they offer a specialised leadership development programme for all Associate Manager level staff and above called - 'The Huntress High Performance Manager Programme'.
Home Marketing have a Facebook, Instagram, Twitter and LinkedIn account. Everyone is actively encouraged to share photos and footage of their work as they find that this is really helpful for people to get a feel for the place whether they're a client, supplier or potential new starter.
Home Marketing do regular 360's with their teams, and other people around the agency are asked for feedback during 121s to measure the performance of managers.
Home Marketing have a Facebook, Instagram, Twitter and LinkedIn account. Everyone is actively encouraged to share photos and footage of their work as they find that this is really helpful for people to get a feel for the place whether they're a client, supplier or potential new starter.
Along with his Senior Leadership Team, the CEO actively hot desks between teams and functions on a daily basis to encourage involvement, participation and increase engagement.
Heathrow BSC actively encourage every member of staff to take a day each year to support one of their identified charities, enabling them to give over 800 hours of support each year to a range of charities and community groups with each individual choosing what is important to them.
Along with his Senior Leadership Team, the CEO actively hot desks between teams and functions on a daily basis to encourage involvement, participation and increase engagement.
Every Sunday a group of Store and Area Managers hold a Trading feedback call, this content is then discussed by the senior team at the Support Centre on the Monday morning to address any point in an efficient way to support their shops and customers.
Every Sunday a group of Store and Area Managers hold a Trading feedback call, this content is then discussed by the senior team at the Support Centre on the Monday morning to address any point in an efficient way to support their shops and customers.
A cross Group career path has been introduced recently that allows everyone to understand the opportunities available within the business, allowing colleagues to move between different departments, continually developing, whilst exploring roles and exploring career opportunities.
Guidant Global use 'Open Blend Method' for the monthly 1:1 process. Open Blend is a tool that measures wellbeing and happiness as well as performance in the workplace.
Guidant Global currently offer both Management Levels 3 and 5 Apprenticeships which are also in partnership with the Chartered Management Institute.
Guidant Global currently offer both Management Levels 3 and 5 Apprenticeships which are also in partnership with the Chartered Management Institute.
French Duncan has a healthy living committee which meets monthly and organises events for the whole organisation to get involved with.
French Duncan have bi-monthly showcase events where each department takes a turn to present to the rest of the firm to explain what their department does, share best practices and advise on how staff members from other departments can help with cross-selling.
Each year, the firm selects a local charity and they then focus fundraising activities on that charity for the next 12 months.
Each month, every member of the team have the opportunity to nominate their star of the month based on going above and beyond or really embracing the organisations core principles.
Each month, every member of the team have the opportunity to nominate their star of the month based on going above and beyond or really embracing the organisations core principles.
Each month, every member of the team have the opportunity to nominate their star of the month based on going above and beyond or really embracing the organisations core principles.
The management development programme, 'Learn Engage Apply Perform' (LEAP) allows colleagues to select relevant skills-based modules from a full suite of topics and soft skill workshops, according to their individual development needs.
The dedicated fundraising team, FMGive, drives a jam-packed calendar of fundraising activities and volunteering opportunities. All funds raised are shared between their two chosen charities; the Forget Me Not Children's Hospice and Kirkwood Hospice, as voted by their employees.
The management development programme, 'Learn Engage Apply Perform' (LEAP) allows colleagues to select relevant skills-based modules from a full suite of topics and soft skill workshops, according to their individual development needs.
A comprehensive plan is put into place to take new managers through a journey to help develop their skills and knowledge alongside confidence in taking on their new role, this is in the form of a Personal Development Plan. The plan is reviewed by the Senior HR Business Partner, the relevant Line Manager and T&D. It involves job shadowing more senior experienced Managers in post as well as shadowing support functions.
A comprehensive plan is put into place to take new managers through a journey to help develop their skills and knowledge alongside confidence in taking on their new role, this is in the form of a Personal Development Plan. The plan is reviewed by the Senior HR Business Partner, the relevant Line Manager and T&D. It involves job shadowing more senior experienced Managers in post as well as shadowing support functions.
Everyday Loans offer employees an Employee Assistance Programme, flexible benefits, performance related pay, staff discounts and free life insurance.
The pillars of the ETL brand are: Each other; Trust; and Learning. They ensure all employees have the professional skills to do their job to highest standards. ETL encourage employees to think about their personal development and what they might need to improve.
ETL provide employees with an Employee Assistance Programme, flexible benefits, performance related pay and free life insurance.
ETL provide employees with an Employee Assistance Programme, flexible benefits, performance related pay and free life insurance.
EWT implemented management training a recently, and they have ongoing resources and learning to support people with this including refreshers and short skills courses.
EWT provide e-learning, external coaching and support for non-work related training to help employees develop new skills.
EWT provide e-learning, external coaching and support for non-work related training to help employees develop new skills.
The CEO holds regular 'Breakfast Briefings' open to all colleagues and is a way for staff to feedback on anything they wish the SMT to know, or wish to ask the CEO.
The 'Future Stars Programme' is a talent management programme that recognises potential, enables the organisation to 'grow their own' and contributes to succession planning; open to any grade of staff who is either aspiring to a managerial role or wishing to lead on projects/initiatives.
The CEO holds regular 'Breakfast Briefings' open to all colleagues and is a way for staff to feedback on anything they wish the SMT to know, or wish to ask the CEO.
David Lloyd have an employee engagement application called 'KITBag' which can be accessed via a computer, tablet or mobile phone. It is an informal tool which enables all team members to get involved, chat and share best practice, as well as the company being able to provide company updates, latest news and also promote benefits and key initiatives such as mental health week.
David Lloyd have an employee engagement application called 'KITBag' which can be accessed via a computer, tablet or mobile phone. It is an informal tool which enables all team members to get involved, chat and share best practice, as well as the company being able to provide company updates, latest news and also promote benefits and key initiatives such as mental health week.
David Lloyd currently run two development programmes. One for team members to become ready for middle management roles called 'Step up to HoD'; and one for HoDs to become ready for a General Manager role called 'Step up to GM'. Both programmes have been designed and run by Operations and HR collaboratively and both have gained considerable credibility within the business with delegates feeling a sense of recognition in being selected.
Thwaites trained a number of staff as facilitators and trainers which has been hugely successful in helping encourage collaboration, knowledge sharing, ideas generation and feedback in many more areas than before.
Thwaites trained a number of staff as facilitators and trainers which has been hugely successful in helping encourage collaboration, knowledge sharing, ideas generation and feedback in many more areas than before.
Every member of staff has access to a free, confidential helpline that is available 24/7 where there is a range of advice and support available, including a counselling service.
Currencycloud offer an Employee Assistance Programme for all employees. They also offer a Values, Vision and Goals workshop each quarter to allow employees an afternoon away from the business to consider their career and plan goals.
Currencycloud offer an Employee Assistance Programme for all employees. They also offer a Values, Vision and Goals workshop each quarter to allow employees an afternoon away from the business to consider their career and plan goals.
Currencycloud host meetings via Hangouts to allow the global teams to interact with ease. This also allows them to operate their flexible working policy and allows colleagues to attend meetings whilst working from home.
Benefits such as car allowance, free dental insurance, performance related pay and staff discounts are available to all employees at Citation.
Benefits such as car allowance, free dental insurance, performance related pay and staff discounts are available to all employees at Citation.
90% of Citations managers have been through an Internal Leadership one day course which includes training on effective communication, situational leadership, coaching, employee engagement and difficult conversations. They have also run specific management training sessions such as absence management and mental health awareness for managers.
Circadian Trust support employees to take time away from the business to travel and experience new ways of working such as Camp America. They encourage people to share their personal achievements within the workplace and regularly showcase triathlons, marathons, extreme bike rides to name a few.
Circadian Trust support employees to take time away from the business to travel and experience new ways of working such as Camp America. They encourage people to share their personal achievements within the workplace and regularly showcase triathlons, marathons, extreme bike rides to name a few.
Circadian Trust provide free advice and help for employees and their families ranging from health, work, financial, family, personal and even moving house.
Cartrefi Conwy's subsidiary company, Creating Enterprise, has recently opened a Passive House factory which enables them to build their own Passive House standard homes. These homes are 90% cheaper to heat than a standard 'bricks and mortar' home. Their first Passive standard build has commenced in Anglesey, and they aim to use this technology in all new builds going forward. Employees have been trained in these new build techniques and are now licensed to build these homes from start to finish.
All employees are offered annual personal development grants. Employees can apply for a grant for personal development activities that are outside of the normal scope of their day to day roles, but help develop valuable skills that can be transferred back to the workplace. They can make an individual application to apply for something they want to do on their own or they can make a mixed-group application if the activity involves several people.
All employees are offered annual personal development grants. Employees can apply for a grant for personal development activities that are outside of the normal scope of their day to day roles, but help develop valuable skills that can be transferred back to the workplace. They can make an individual application to apply for something they want to do on their own or they can make a mixed-group application if the activity involves several people.
Cairn currently have on-going 121 coaching for all Senior Managers along with individual psychometric and personality testing. 360 feedback is used on a regular basis to inform development. The Senior Management Team have also committed to shadowing teams with their directorate to understand the main challenges across the business, as well as how their strategic direction impacts teams.
Cairn are committed to ensuring that colleagues achieve a healthy work life balance. To help people achieve this, they recognise that they need to be more flexible as an employer. They have, for some time, had a flexi system where people can build up flexi time to take a day off every flexi period (each flexi period last 4 weeks). However, they have removed core hours allowing people to start and finish each day at a time of their choosing (provided they still work 34.5 hours each week). This means people can work around their other commitments such as doctor appointments and dropping off/picking up their kids from school.
Cairn are committed to ensuring that colleagues achieve a healthy work life balance. To help people achieve this, they recognise that they need to be more flexible as an employer. They have, for some time, had a flexi system where people can build up flexi time to take a day off every flexi period (each flexi period last 4 weeks). However, they have removed core hours allowing people to start and finish each day at a time of their choosing (provided they still work 34.5 hours each week). This means people can work around their other commitments such as doctor appointments and dropping off/picking up their kids from school.
This year, they made a conscious effort to reduce the amount of plastic waste they create. They bought every employee a branded water bottle, and have glasses readily available for visitors (instead of plastic cups). They also have changed their hot drinks machines so that a mug has to be used rather than a paper/plastic cup. They no longer purchase plastic cups at all within the business.100% of their waste is recycled. This means that nothing they produce goes to landfill. They have replaced their air conditioning as well to save energy and maintain a comfortable temperature for everyone who works in the office.... creating a better working environment and running a more efficient air con system which will save costs. They are an accredited member of the carbon trust - with the aim to reduce CO2 emissions year on year.
Wellbeing is covered at Bristan Group's quarterly employee forum, allowing employees to raise wellbeing issues at a group level. On top of this, they encourage their managers to hold regular 121s, allowing employees to be open and honest with how they are feeling. Their managers are equipped with the tools they need to do this, which includes a free 24/7 confidential employee assistance helpline.
Before the leadership development programme starts, each manager receives coaching from someone else who has been through the programme. They also choose action learning groups as part of the programme - this is a group of peers getting together regularly to discuss issues/concerns and learn from each other. Their Leader Essentials programme focuses less on leadership behaviour and more on the basics of being a great people manager, such as policies and processes, case studies on how to deal with certain situations etc. This not only ensures everyone is on the same page, but also builds internal relationships so each of their managers have someone else they can go to for advice.The HR team also support, having regular 121's with all managers to coach and mentor them where appropriate, and attending team meetings.
The senior management team at Brightstar Financial live and breathe the mission, vision and values of the company in all that they do. They love what they do, they work tirelessly to secure and enhance partnership, they actively encourage, lead and place huge value on people development, they work ethically, always safeguarding standards and practices to ensure this and implement and encourage practices to make it easy to work with Brightstar.
The senior management team at Brightstar Financial live and breathe the mission, vision and values of the company in all that they do. They love what they do, they work tirelessly to secure and enhance partnership, they actively encourage, lead and place huge value on people development, they work ethically, always safeguarding standards and practices to ensure this and implement and encourage practices to make it easy to work with Brightstar.
Success at Brightstar is down to their people. They value the team and reward loyalty, commitment and hard work. To support this belief, they introduced the 'Brightstar Partners Programme' in 2019. Any Brightstar whom has completed 5 years of continuous service becomes a 'Brightstar Partner'. This status identifies and elevates their longest standing team members and affords specific benefits, opportunities and responsibilities to the individual.
Beyond created Future Planet, an Action on Google (AOG) designed to reconnect humans to the challenges the natural world faces. Their aim was to encourage environmentally friendly behaviour by stating the problem and posing challenges that people can complete in their day-to-day lives. Through emotive facts, an engaging tone of voice and easy to implement challenges, Future Planet helps people to take small actions that can have a big impact on the planet's future.
Beyond offer a comprehensive L&D programme, which is compiled of an internal leadership & management programme, external career coaching for those stepping in to senior roles and bespoke learning programmes for top talent. They also offer everyone the chance to switch roles or move through different skills in the business.
All employees are given 15 paid sick days a year. They advocate for them to use this for mental not just physical health. This means they offer the chance for people to take "mental health days" so that people can be transparent and it also means as a people team, the organisation can support people better as they really know their reasons for absence.
An annual staff awards programme is held where colleagues can nominate each other to receive non-financial rewards for their work.
They want to attract, recruit and retain the best people and one of the ways they do this is by investing in their staff's health and wellbeing to create a positive, professional place to work. Their Wellbeing Group promote numerous health and wellbeing initiatives including:
• Hosting tea and talk and wellbeing walk events for World Mental Health day, to share experiences over a cuppa and a cake;
• Providing a quiet and relaxing area where staff can take time out of the working day to relax and unwind. They encourage staff to log off from their electronic devices, listen to relaxing music, read or do a puzzle.
• Creative charity fundraising in support of national campaigns such as Jeans for Genes, Wear it Pink and Movember
• They also encourage staff to step away from their desks and walk in the fresh air when they have their team catch ups instead of sitting in a meeting room.
• They hold monthly, on-site massage clinics.
They want to attract, recruit and retain the best people and one of the ways they do this is by investing in their staff's health and wellbeing to create a positive, professional place to work. Their Wellbeing Group promote numerous health and wellbeing initiatives including:
• Hosting tea and talk and wellbeing walk events for World Mental Health day, to share experiences over a cuppa and a cake;
• Providing a quiet and relaxing area where staff can take time out of the working day to relax and unwind. They encourage staff to log off from their electronic devices, listen to relaxing music, read or do a puzzle.
• Creative charity fundraising in support of national campaigns such as Jeans for Genes, Wear it Pink and Movember
• They also encourage staff to step away from their desks and walk in the fresh air when they have their team catch ups instead of sitting in a meeting room.
• They hold monthly, on-site massage clinics.
At Barker Ross they work towards achieving 'Acts of Kindness' and have done many things including handing out sleeping bags to the homeless, to handing out Easter eggs at the local children's hospital and raising money to help with an operation for an ex-employee, their aim is to achieve 30 Acts of Kindness throughout the year.
Barker Ross is built around its people and is perceived both internally and externally as a recruiter that cares about its employees, clients and candidates.
Their company values are abbreviated as CARE.
Communication
They encourage an environment of openness and transparency with straight forward direct communication between employees and clients.
Autonomy
They strongly believe that through increased autonomy employees at Barker Ross are healthier and motivated to take on new responsibilities and approach their roles in a way that suits their personality and skill set.
Reliability
Their Professional and reliable staff provide a high-quality service to meet customer needs to ensure the group's success. They consistently demonstrate faithful behaviour and fulfil expectations showing trust and loyalty through their reliability.
Enjoyment
It is important to them to enjoy working at Barker Ross, embrace their culture and have fun whilst excelling in your chosen career.
At Barker Ross they work towards achieving 'Acts of Kindness' and have done many things including handing out sleeping bags to the homeless, to handing out Easter eggs at the local children's hospital and raising money to help with an operation for an ex-employee, their aim is to achieve 30 Acts of Kindness throughout the year.
Roadshow Events – They have continued their annual roadshow events this year in which members of the Senior Executive Board travel the country to meet with their employees to deliver key updates, messages and networking opportunities. This year the focus of the Roadshows has been to feedback to their employees on the results of an internal Transformational Diagnostic conducted to gain an in-depth understanding of their business from their employee's perspective, so that they can work towards change and transformation of their business. Everyone was invited to these events which occurred in various locations across the country, and for those that couldn't attend physically, they offered a virtual solution.
Roadshow Events – They have continued their annual roadshow events this year in which members of the Senior Executive Board travel the country to meet with their employees to deliver key updates, messages and networking opportunities. This year the focus of the Roadshows has been to feedback to their employees on the results of an internal Transformational Diagnostic conducted to gain an in-depth understanding of their business from their employee's perspective, so that they can work towards change and transformation of their business. Everyone was invited to these events which occurred in various locations across the country, and for those that couldn't attend physically, they offered a virtual solution.
Personal Learning Networks with social learning becoming more popular, several of their employees naturally use PLN's to support their development at work, effectively using associates and peers on Twitter, LinkedIn and Facebook. Instant Messaging during the period under review, they have adopted a new company wide communication method to promote learning and development opportunities, internal vacancies and support with new system integration and learning. This platform also facilitates a new method of sharing information about beneficial training and development undertaken, sharing success stories etc. Information Sharing within their organisations intranet, they have developed a learning & development hub to share useful training and development material, documentation and content. As a number of these techniques are new, along with launch of the learning & development team, the true impact of the department and strategies are still to be evaluated, but as the above demonstrates positive pioneering steps at Babington are being taken to improve the opportunities for their people's growth and career aspirations.
When new team members join, as part of their settling in process they all take part in a Welcome Fest which is designed to give them the background of the company, they talk about their purpose, their values and their behaviours so that they can live by these, as part of the Away Resorts family, and provide the best customer service possible to their guests. They also learn about the history the business, who is who and what they expect from each other. The sessions are very interactive, based around festival theme and are delivered by their Park Marvels who are in house trainers who have a day job which may range from accommodation cleaning through to F&B assistants and People Development champions.
When new team members join, as part of their settling in process they all take part in a Welcome Fest which is designed to give them the background of the company, they talk about their purpose, their values and their behaviours so that they can live by these, as part of the Away Resorts family, and provide the best customer service possible to their guests. They also learn about the history the business, who is who and what they expect from each other. The sessions are very interactive, based around festival theme and are delivered by their Park Marvels who are in house trainers who have a day job which may range from accommodation cleaning through to F&B assistants and People Development champions.
A monthly recognition programme of awards celebrates a holiday hero of the month at each location, and there is an overall monthly winner. The award recognises not only the big things but importantly, the little things that make all the difference and align to their values. Each monthly overall winner is then considered for the sought-after Holiday Hero of the Year award. They also have their Awesome Awards, these are rewarded to individuals who have gone above and beyond, and live and breath their Values or have shown an exceptional level of service to their customers.
Their EAP is operated by Hospitality Action and supplies their teams with free of charge, 24/7 assistance should they require it. This could be for financial assistance, grief counselling, depression and anxiety, addiction of any kind or just to talk to someone. This provides the opportunity to chat online Monday to Friday, tons of information and fact sheets on a wellness portal loaded with relevant information, free 24/7/365 phone line available to speak to a qualified clinician - this can also be escalated to 5-6 free face to face counselling sessions if required. Management referrals - to assist someone in making that first phone call and management advice line for dealing with difficult situations.
They have 4 values within in their team and Community is one of them. As the largest employer on the Isle of Arran they have a large social responsibility to the community and their team are actively encouraged to be part of this. They have taken part in local beach cleans as well as promoting local events such as the Highland Games, Fireworks and Bonfire nights, Arran Show and much more.
Isle of Arran Food Bank has received a large amount of produce from their team during a food bank drive in early 2018 by the entire team
Arran Trust - all guests that stay on the resort are asked to donate £1 on check out and over the last year this has been over £30,000.
They are an employee owned business which means their team members are eligible for a tax free financial reward after 1 years service. Their profits from the business continue to be reinvested but by being employee owned all team members have the opportunity to directly impact the "bottom line"
They are also an accredited Real Living Wage employer, meaning that all of their team members aged 18 years old or over are paid to the appropriate level, moving them away from the long hours, rubbish pay scenario of previous hospitality reputations.
To aid employees personal development, Adaptavist provide e-learning, external coaching, financial support for work related qualifications, job shadowing and paid time off for study to all employees.
The business supports flexible working and working from home, this allows employees with children to work from home should the need to be at home to supplement childcare arrangements. When an employee has a baby, the company sends them a "new baby hamper" full of gifts.
To aid employees personal development, Adaptavist provide e-learning, external coaching, financial support for work related qualifications, job shadowing and paid time off for study to all employees.
The Senior Management Team hold quarterly Town Halls at which they openly brief employees on business performance, Company changes and initiatives, Client developments, and their people experience and call out individual successes for recognition and reward.
All employees are entitled to spend 24 hours annually, volunteering at a charity of their choice.
First time managers receive training to help them to develop a leadership mindset, by managing the business, leading teams and developing people. All first time managers receive an email from the global team congratulating them and guiding them to the resources that are available for first time managers, focusing on the foundation manager skills needed in the first 6 months. They believe a great start makes all the difference.
Infor Global Solutions have a dedicated platform called Rave. This is were employees can send a rave to other employee's who they believe has excelled in an area of their job. The employee's with the top raves are rewarded at the annual away day.
All employee's and their families are offered Bupa private medical and a dental plan from the start of their employment. There is also an employee assistance program, where employees can reach out to a councillor 24/7 for help and advice. The company have trained 22 employee's to be wellbeing first aiders and encourage employee's to reach out to the wellbeing first aiders if they are dealing with work place stress.
Infor Global Solutions have a dedicated platform called Rave. This is were employees can send a rave to other employee's who they believe has excelled in an area of their job. The employee's with the top raves are rewarded at the annual away day.
Viking aim to be the world's leading cruise line. Their core values are quality and service; passion and innovation; collaboration and support; integrity and openness; and fun and inspiration. These values are integrated into the appraisal process.
Viking aim to be the world's leading cruise line. Their core values are quality and service; passion and innovation; collaboration and support; integrity and openness; and fun and inspiration. These values are integrated into the appraisal process.
Viking aim to be the world's leading cruise line. Their core values are quality and service; passion and innovation; collaboration and support; integrity and openness; and fun and inspiration. These values are integrated into the appraisal process.
A range of benefits allows everyone to maximise their own 'package' of reward. That could be discounts in retail outlets, or buying and selling holidays to help with their care commitments.
Their new people strategy identifies a range of different approaches to personal development.
Their new people strategy identifies a range of different approaches to personal development.
In addition to training programmes, they also offer a mentoring approach for their managers and staff. In 2018, they encouraged trainees to buddy up with a more senior employee, who acts as their "mentor", helping with all aspects of the job.
They have monthly and annual employee awards, rewarding these individuals with perks such as afternoon tea at the Shard or Red Letter days. Four separate groups of employees also enjoyed an European holiday destination of their choice as reward for their hard work.
In addition to training programmes, they also offer a mentoring approach for their managers and staff. In 2018, they encouraged trainees to buddy up with a more senior employee, who acts as their "mentor", helping with all aspects of the job.
Morning meetings, called ‘Boards', give everyone a clear view on the day ahead. Being fully integrated on Microsoft Teams allows for quick communication between teams. There are also frequent company-wide events, such as a table football tournament or Marlowopoly, a team event based in Marlow with a Monopoly theme.
Morning meetings, called ‘Boards', give everyone a clear view on the day ahead. Being fully integrated on Microsoft Teams allows for quick communication between teams. There are also frequent company-wide events, such as a table football tournament or Marlowopoly, a team event based in Marlow with a Monopoly theme.
Quarterly appraisals formalise regular one-to-one catch-ups throughout the agency and are very much employee-led: some prefer a formal written appraisal, while others prefer an informal approach. Adapting to these preferences makes for a much more productive appraisal.
Monthly wellbeing awareness posters are accompanied by robust absence management policies. All managers are encouraged to have regular team briefings and one-to-ones. The organisation is aiming to introduce a mental health awareness culture in 2019.
The organisation puts on social events during summer, in addition to Christmas team-building events.
A very generous training and development budget enables Trinity House to explore the best ways for individuals to learn and enhance their skills for current roles and succession planning.
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