WiserPulse is an internally developed people engagement tool, used by all teams to strengthen how they work together and assess how they are feeling. It was created because they wanted to ensure that their values and what makes them unique are upheld every day.
Wellbeing Week includes workshops on nutrition, minimalism, resilience and coping with stress. They also offer manicures, pedicures, massages, sauna, acess to a gym, and yoga - all free. After four years, staff can take six weeks' paid leave plus £1,000 spending money.
Wellbeing Week includes workshops on nutrition, minimalism, resilience and coping with stress. They also offer manicures, pedicures, massages, sauna, acess to a gym, and yoga - all free. After four years, staff can take six weeks' paid leave plus £1,000 spending money.
Last year they ran team effectiveness training using MBTI workshops. The purpose is for teams to get a better understanding of their colleagues, which leads to better working relationships. They also host fortnightly onsite gatherings for drinks and an end of week catch up
They have 'Wellbeing Wednesdays' every week where they run a different wellbeing initiative. This could be anything from yoga, meditation to healthy snacks. In addition, employees have access to an assistance line, and CBT is covered by a free health plan.
They have 'Wellbeing Wednesdays' every week where they run a different wellbeing initiative. This could be anything from yoga, meditation to healthy snacks. In addition, employees have access to an assistance line, and CBT is covered by a free health plan.
Employees are encouraged to drive their own development by researching, sourcing and proposing suitable external learning interventions and all proposals are considered on an individual basis. Within the JS Law and DC Law business there is a Conveyancing University in place.
Staff have two formal performance and development review meetings in their Performance Management process. Objectives are set in April (by their manager and line manager), and progress is discussed monthly. Objectives are reviewed at the mid year.
Summer and Christmas parties are held for all employees within each site. Wellbeing events included the opportunity for staff to have a massage, watch a cooking demonstration from one of the UK's leading nutritionists and also have a consultation with the nutritionist.
All staff are encouraged to run and attend workshops on their activities to provide the entire team with visibility into what they do, while also helping to determine an overall strategy for the company. Company-wide socials and gatherings are also used to share feedback and foster a strong team spirit.
All staff are encouraged to run and attend workshops on their activities to provide the entire team with visibility into what they do, while also helping to determine an overall strategy for the company. Company-wide socials and gatherings are also used to share feedback and foster a strong team spirit.
Managers receive regular training and appraisals to help them continually improve their leadership standards and work with their team members in a way that's collaborative and open. This includes sending leaders on a week-long residential course focused on change management, self-awareness and giving feedback.
In 2018, for the first time, three people completed an ILM Level 5 in Leadership and Management. Managers are also assessed against specific criteria, such as building morale, being inclusive, and ensuring a healthy, safe and regulatory/legally compliant environment.
Thanks to links with BEN, the automotive charity, staff get access to regular health checks. Staff can also take advantage of allowances for inoculations, optical and dental benefits, physiotherapy and alternative therapies. Procedures are in place to tackle stress early.
In 2018, for the first time, three people completed an ILM Level 5 in Leadership and Management. Managers are also assessed against specific criteria, such as building morale, being inclusive, and ensuring a healthy, safe and regulatory/legally compliant environment.
They host hackathons whereby volunteers from across the business are split into two teams and spend two days attempting to solve the challenge they have been set. This improves team communication by working with different individuals across the business.
They have an Employee Assistance Programme that is available to staff, family and friends. Through this support, practical information and counselling are available, either over the phone or face to face. This covers anything from financial pressures to workplace stress.
They have an Employee Assistance Programme that is available to staff, family and friends. Through this support, practical information and counselling are available, either over the phone or face to face. This covers anything from financial pressures to workplace stress.
Through their recently implemented 'Campus Mentality', fresh have a very open business in an open-plan office to encourage the sharing of ideas and information. Staff can draw on the walls of meeting spaces and share their ideas visually, with all new recruits encouraged to embrace this creative freedom.
Through their recently implemented 'Campus Mentality', fresh have a very open business in an open-plan office to encourage the sharing of ideas and information. Staff can draw on the walls of meeting spaces and share their ideas visually, with all new recruits encouraged to embrace this creative freedom.
fresh operate with a small business mentality, offering individually tailored support to all employees to ensure their mental and physical wellbeing. Staff are actively encouraged to make use of the agency's medical expense programme and uncapped holiday allowance, all of which helps to keep stress levels low.
Every employee gets given a flexible benefit allowance each year to spend on improving their physical and mental wellbeing. The agency also offers a flexible working policy, unlimited holiday time and a city-swap scheme for all offices in their global network.
Every employee gets given a flexible benefit allowance each year to spend on improving their physical and mental wellbeing. The agency also offers a flexible working policy, unlimited holiday time and a city-swap scheme for all offices in their global network.
Text100 give their staff full autonomy to choose whatever career path suits them and set their own goals, which their managers will help them to achieve. As a result, employees are always working for clients they want to work on and developing skills that matter to them, resulting in strong results and retention rates.
In addition to a substantial cash training budget, Tessella allocate 150 hours per year to training for each member of staff. This applies to staff at all levels, with training covering sales, management and personal development topics as well as IT.
In addition to a substantial cash training budget, Tessella allocate 150 hours per year to training for each member of staff. This applies to staff at all levels, with training covering sales, management and personal development topics as well as IT.
Management training is discussed and agreed on an individual basis during appraisals and monthly lunches. Training can take many forms, from attending courses to self-study, with regular meetings organised to measure the performance of the leadership team throughout the year.
They produce a monthly communication that changed in 2018 from a PDF email to a YouTube clip, as they recognised this was more engaging for staff across the business to relate to. The link is emailed to every member of staff for them to view.
The Senior Management Team is made up of a small team of four, recruited from various sectors with a wide-ranging skill set. Each of the team work as specialists within their respective area and are highly visible across the organisation and at each of their sites.
The Senior Management Team is made up of a small team of four, recruited from various sectors with a wide-ranging skill set. Each of the team work as specialists within their respective area and are highly visible across the organisation and at each of their sites.
Talon Outdoor takes a proactive approach to being environmentally friendly, with a flexible working culture helping to reduce travel times, and firm policies in place for recycling, waste management and energy saving. They also give generously to a number of charity partners, including Family Activity Breaks, Little Havens and Naomi House.
Talon Outdoor's team meet regularly to discuss their work and highlight their progress towards key objectives. A real-time feedback and engagement tool called Motivii is used to capture employee satisfaction, while socialisation is encouraged through regular group outings, away days and extravagant parties to mark special occasions.
A bespoke leadership programme is in place to ensure new and experienced managers alike are able to keep learning from each other and improve, often through mentorship and collaboration schemes. Each team receives a quarterly engagement score to help team leaders monitor performance and find areas for further improvement.
The organisation recently conducted a benchmark exercise with other similar providers to understand how they can improve in terms of benefits for staff. In order to achieve this, they will be asking staff across the organisation what they value as an employee perk.
A suite of management training schemes include topics such as management skills, performance management, and dealing with bullying and harassment. Managers can gain QCF levels 4 or 5. There's also coaching, mentoring, and peer job shadowing opportunities.
A suite of management training schemes include topics such as management skills, performance management, and dealing with bullying and harassment. Managers can gain QCF levels 4 or 5. There's also coaching, mentoring, and peer job shadowing opportunities.
As an Investors in People Platinum company, Search offers a broad range of training and coaching schemes to help staff grow their skills and confidence. The company also runs a volunteering scheme called One Day to allow workers to broaden their horizons and give back to the community.
Search are led by a team of highly driven individuals, all of whom are specialists in their own vertical markets. They maintain a company culture that values honesty, transparency, supportiveness and respect, all of which are vital in helping Search deliver innovative marketing solutions and strategies.
As an Investors in People Platinum company, Search offers a broad range of training and coaching schemes to help staff grow their skills and confidence. The company also runs a volunteering scheme called One Day to allow workers to broaden their horizons and give back to the community.
Development comes from a number of different channels, including team leaders and coaches. Other channels include quality assurance and formal training programmes, plus promotions and progression through the company and within different departments.
Development comes from a number of different channels, including team leaders and coaches. Other channels include quality assurance and formal training programmes, plus promotions and progression through the company and within different departments.
Development comes from a number of different channels, including team leaders and coaches. Other channels include quality assurance and formal training programmes, plus promotions and progression through the company and within different departments.
All colleagues have access to the company's LifeWorks platform, giving 24/7 access to a confidential helpline, counselling and support on a wide range of issues, as well as a range of discounts and perks. Staff also have access to free health screenings, wellbeing materials, drinks and food, as well as mental health support.
The company uses executive blogs, online Q&A sessions and regular team talks to maintain open communication between management and employees. They have also introduced the psychometric tool ‘Insights Discovery' to all colleagues, which is helping to raise levels of self-awareness and awareness of others to develop more effective relationships.
All colleagues have access to the company's LifeWorks platform, giving 24/7 access to a confidential helpline, counselling and support on a wide range of issues, as well as a range of discounts and perks. Staff also have access to free health screenings, wellbeing materials, drinks and food, as well as mental health support.
Senior management are appraised against a defined set of leadership principles. They are expected to be visible role models, displaying passion, honesty and accountability. They take part in activities such as tree planting and sailing voyages and take a leading role in the ‘New Year Honours'.
The organisation is proud to ‘grow' its own talent. Managers use feedback from partners and commissioners, service reviews, internal audits, risk analysis and outcomes to identify learning needs. Senior managers are visible and attend roadshows in the spring. Staff who do well in appraisals get incremental pay rises.
The organisation is proud to ‘grow' its own talent. Managers use feedback from partners and commissioners, service reviews, internal audits, risk analysis and outcomes to identify learning needs. Senior managers are visible and attend roadshows in the spring. Staff who do well in appraisals get incremental pay rises.
Employees are offered the opportunity to meet business mentor Mike Pegg who has spent the past 45 years focusing on the art of encouragement. He guides and supports their employees with challenges and stress they may be dealing with at work or in their personal lives.
Once every three months, every team in the business is treated to an all-expenses-paid night out, in which they choose where they would like to go and how they would like to spend the time together socially. A recent event involved members of the tech and finance teams going axe throwing together.
Employees are offered the opportunity to meet business mentor Mike Pegg who has spent the past 45 years focusing on the art of encouragement. He guides and supports their employees with challenges and stress they may be dealing with at work or in their personal lives.
Bands are used to determine each employees level of role within the firm, benefit entitlements, and annual bonus arrangements. The band of each role is determined by the reward team using a job evaluation method, which classifies roles according to the level they operate at in the business.
It's not every CEO that wants to meet every single colleague in their first week, but NewDay CEO James Corcoran absolutely insists on meeting new starters at an Orientation Day that takes place once every month.
Bands are used to determine each employees level of role within the firm, benefit entitlements, and annual bonus arrangements. The band of each role is determined by the reward team using a job evaluation method, which classifies roles according to the level they operate at in the business.
Vector 360 feedback sessions allow managers to review their performance from all angles and focus on areas that need improvement. A Gender Pay Gap report introduced the Aspire Programme, which is aimed at helping women achieve their career goals.
Their core values are Hungry (ambitious to succeed), Accountable (take ownership and responsibility), Respectful (treat everyone with respect and understanding),and Together (proud to be one team). Ace Sessions are organised to help staff understand how they can contribute to achieving the organisation's strategic objectives.
Managers can nominate staff for a Merit Award for outstanding work, taking the form of a cash award paid to a member of staff as recognition of the work completed.
NCP look to create a positive working environment for all employees. As an annual incentive, staff that have performed exceptionally are taken on an all-expenses paid holiday by the company.
NCP look to create a positive working environment for all employees. As an annual incentive, staff that have performed exceptionally are taken on an all-expenses paid holiday by the company.
NCP encourage staff to work smartly and adhere to their core working hours. Employees are also encouraged to work flexibly when returning to work from maternity or long-term sick leave, which gives them the chance to gradually adjust to being back at work.
Mploy part-funded a senior manager's Master's Degree, which enabled her to further her education while adding value to the business. In turn, these additional skills allowed her to secure a promotion from Regional Director to Commercial Director.
Mploy part-funded a senior manager's Master's Degree, which enabled her to further her education while adding value to the business. In turn, these additional skills allowed her to secure a promotion from Regional Director to Commercial Director.
Mploy believe in being open-minded and listening to all points of view, and that pride, passion and loving what they do creates a supported, committed and focused business, which builds wealth in a driven and fun environment.
Working hours were reduced in 2018, a move that has had a positive impact on productivity and results. Also, a consultant of the week is awarded to recognise the achievements of a member of staff, and invites employees to share their success stories.
Manager performance is reviewed monthly, in line with the rest of the company teams, through completing a Personal Business Review form. The company do not believe in a scoring system and prefer to have an open dialogue on the things that are going well and what could be improved.
Quarterly sales days are held, which take form as a mixture of normal work-day activities combined with team-based tasks, including singing competitions, fancy dress and penalty shoot outs. They focus on creating a culture where people can enjoy themselves.
Make UK run a Customer First Reward & Recognition Scheme, these are quarterly awards and are open to all staff based on nominations by other members of staff, these are held at an annual R&R dinner and celebration. The focus on a range of Customer Care initiatives makes this a very important scheme for a professional services organisation.
Make UK provide a Mental Health First Aider programme covering all locations. In addition, all staff are eligible to use Westfield Health Level 1 benefits. Make UK provide flexible arrangements on a case by case basis and have always provided the statutory minimum arrangements.
At Make UK, home workers use Lync to communicate with each other. There are regular team meetings and away days held for staff to come together. In addition to this, H&S, Customer First and Well Being Champions across work locations / working groups.
The organisation has moved from appraisals to ‘achievement conversations'. There's an Ideas Lab on the blog site to encourage innovation, and board briefings to share information about decisions and milestones with staff. The senior team embraced the recent Summer Challenge, which included the Tour de Yorkshire bike ride and Three Peaks Challenge.
Staff are subscribed to the Health Shield cash plan, offering health and wellbeing initiatives alongside an employee assistance programme. The Summer Challenge is an in-house programme that looks at whole-person wellbeing, including mindfulness and physical challenges.
The organisation has moved from appraisals to ‘achievement conversations'. There's an Ideas Lab on the blog site to encourage innovation, and board briefings to share information about decisions and milestones with staff. The senior team embraced the recent Summer Challenge, which included the Tour de Yorkshire bike ride and Three Peaks Challenge.
Development training and support comes through workshops, roadshows, conferences and area meetings. An annual support day camping trip helps informally reiterate brand characteristics in a fun way through group activities. People get 'add-on roles' to give them extra responsibilities.
Development training and support comes through workshops, roadshows, conferences and area meetings. An annual support day camping trip helps informally reiterate brand characteristics in a fun way through group activities. People get 'add-on roles' to give them extra responsibilities.
Development training and support comes through workshops, roadshows, conferences and area meetings. An annual support day camping trip helps informally reiterate brand characteristics in a fun way through group activities. People get 'add-on roles' to give them extra responsibilities.
Managing Director Paul Barratt spends his time in an open-plan office environment or going on visits with sales representatives. He very much sees himself as ‘one of the team' and can be regularly seen ‘managing by walking around' and making drinks for employees.
Karndean rewards individuals for length of service with the business, and recently introduced a reward for those who have worked at the firm for five years. In 2018, there were 13 people who had worked for Karndean for more than ten years, the largest ever proportion.
Karndean rewards individuals for length of service with the business, and recently introduced a reward for those who have worked at the firm for five years. In 2018, there were 13 people who had worked for Karndean for more than ten years, the largest ever proportion.
Kantar's Manager Toolkit helps senior staff to better understand the key role they play and best practice to achieve the optimum outcome. Their online social media forum also invites team leaders to discuss what they believe makes a good manager.
Kantar's Manager Toolkit helps senior staff to better understand the key role they play and best practice to achieve the optimum outcome. Their online social media forum also invites team leaders to discuss what they believe makes a good manager.
Kantar's Manager Toolkit helps senior staff to better understand the key role they play and best practice to achieve the optimum outcome. Their online social media forum also invites team leaders to discuss what they believe makes a good manager.
Management are on 'the shop floor' and are encouraged to take support roles externally, such as sports club treasurer or committee member. Senior staff sit in sales appointments with clients and lead client transactions. The CEO sits in the middle of the sales office.
A new intranet helps communicate performance, recent deals, new starters, work anniversaries, and more. All managers hold weekly team meetings, weekly management meetings and monthly operational board meetings. There's a suggestions box in the canteen and company-wide trips to Aintree races, walks and nights out.
A new intranet helps communicate performance, recent deals, new starters, work anniversaries, and more. All managers hold weekly team meetings, weekly management meetings and monthly operational board meetings. There's a suggestions box in the canteen and company-wide trips to Aintree races, walks and nights out.
The senior management team cooked a staff BBQ in the summer in the grounds of the hospice, and every member of the leadership team volunteered their time at the annual summer fair and at fundraising events. The CEO engages with everyone daily and eats in the staff kitchen.
Haven House are keen to reduce one-time-only plastics. All staff get a water bottle and one-time-only plastic cups are minimised. Green initiatives include an instant boiling water tap, recycling toner cartridges and sensor lights. The garden is planted to attract bees.
The Haven House 2020 Vision is visible on the website and part of the recruitment process. A competency framework links into the organisation's core values and forms part of the appraisal process.
The company has invested in building a learning and development team that offers cutting-edge training for employees at all stages of their career with Harnham. This includes gamified and action-based learning, alongside regular performance reviews.
The company has invested in building a learning and development team that offers cutting-edge training for employees at all stages of their career with Harnham. This includes gamified and action-based learning, alongside regular performance reviews.
Their management development programme caters for new managers and seasoned leaders alike, and includes a variety of programmes that provide managers with everything they need to succeed in their role.
Since launching the learning and development programme 'Genius', they have reviewed the scheme to ensure it provides structure and consistency. Training sessions include wellbeing, SRA competencies and performance reviews, as well as some of the basic skills required daily, such as time management.
The firm feels strongly that all employees contribute to the organisation's overall success; therefore, their benefits package recognises the contributions of everyone and provides rewards accordingly. All salaries are benchmarked to ensure that they are fair and competitive.
They pride themselves on being 'lawyers you'll enjoy working with', which sets the tone for the firm's approach to workplace stress, as great client service can't be delivered when stressed. Regular meetings help to identify potentially stressful situations linked to workload.
Managers in the business have their performance measured in a number of ways. First and foremost, they are provided with objectives and KPIs, given the opportunity for one-to-one meetings, and invited to attend annual appraisals.
Managing Director Neil Lawrence engages with the business in a number of ways. He is frequently visits every office across the branch network to spend time with employees, and regularly provides video, letter and email updates, including notes in the company newsletter.
Managing Director Neil Lawrence engages with the business in a number of ways. He is frequently visits every office across the branch network to spend time with employees, and regularly provides video, letter and email updates, including notes in the company newsletter.
They take a very mature approach to work-life balance, whereby employees are encouraged to work from home and take some form of exercise throughout the day, such as a 20-minute walk outside to get some fresh air.
The highlight of Fourth's year has been the Achieve More workshops, which got everybody talking about the company's values, purpose and customers. Since then, interdepartmental communication has increased, as well as the number of employee-led projects.
They take a very mature approach to work-life balance, whereby employees are encouraged to work from home and take some form of exercise throughout the day, such as a 20-minute walk outside to get some fresh air.
Extrastaff are looking to expand their branch network further into the Midlands, as well as along the M4 corridor. To fully service these areas, their high street presence will need to increase to around 25 branches.
Extrastaff strongly embrace employee development and empowerment, and empower all employees with the tools and support to succeed in the industry. They believe in promoting internally wherever possible, and at least 30% of the management team were promoted from within over the last year.
Extrastaff strongly embrace employee development and empowerment, and empower all employees with the tools and support to succeed in the industry. They believe in promoting internally wherever possible, and at least 30% of the management team were promoted from within over the last year.
Performance is measured through individual objectives and KPIs, plus delivery of work against company values. Objectives are formally monitored at least twice a year. There's an ‘output-driven' approach to managing performance and staff can choose how and when they deliver these within their role.
Performance is measured through individual objectives and KPIs, plus delivery of work against company values. Objectives are formally monitored at least twice a year. There's an ‘output-driven' approach to managing performance and staff can choose how and when they deliver these within their role.
Performance is measured through individual objectives and KPIs, plus delivery of work against company values. Objectives are formally monitored at least twice a year. There's an ‘output-driven' approach to managing performance and staff can choose how and when they deliver these within their role.
New employees get one-to-one meetings with the CEO and senior management team, and get support from a more experienced colleague. Employees are encouraged to develop leadership skills through shadowing, while the ‘25 ways to say thank you' scheme rewards staff with random gifts and team lunches.
A birthday afternoon tea with senior managers to improve communication has bred trust and connected employees to the overall vision of the organisation. One day a month, senior management work from different sites, which increases engagement between employees and makes the senior team more approachable.
New employees get one-to-one meetings with the CEO and senior management team, and get support from a more experienced colleague. Employees are encouraged to develop leadership skills through shadowing, while the ‘25 ways to say thank you' scheme rewards staff with random gifts and team lunches.
Clearcast run a CSR programme called ‘Clearcast for Better', and, among other initiatives, they have partnered with Haverstock School in Camden, from whom they take on two interns each year as part of the Career Academy programme.
Clearcast are dedicated to creating a working environment that proactively supports staff who may become stressed and make it easier for staff to tell their manager if they are experiencing stress at the earliest opportunity, so this can be discussed, and an action plan put into place.
Clearcast run a CSR programme called ‘Clearcast for Better', and, among other initiatives, they have partnered with Haverstock School in Camden, from whom they take on two interns each year as part of the Career Academy programme.
Employees are measured against CIM's values of being collaborative, passionate, purposeful, relevant and responsible. The CIM introduced a Question Time-style format, so staff can question a panel on business performance and progress. CEO Chris Daly sits with staff at lunch to hear their views.
The Management Fundamentals programme has six modules, covering people management, performance management, leading change and managing as a coach. CIM have also introduced a programme of continuous management that links organisational strategy and goals to personal objectives.
Employees are measured against CIM's values of being collaborative, passionate, purposeful, relevant and responsible. The CIM introduced a Question Time-style format, so staff can question a panel on business performance and progress. CEO Chris Daly sits with staff at lunch to hear their views.
Career Tracks is the company's in-house career progression programme, on which associates harness their key skills and competencies to become a successful leader. In addition to learning the technical and operational skills of their desired role, they also learn about their own development requirements.
The Celebration Times is a weekly associate newsletter distributed from head office, used to celebrate associate internal promotions and guest feedback, and for associates to share pictures of fun and imaginative ways they have launched new products.
All associates are encouraged to become involved in planning fun events for their team, such as potluck dinners, birthday celebrations, or charitable activities, because the company believes that a fun and engaged environment with good work/life balance will contribute to their wellbeing.
BPS World's award-winning Stars programme is a structured embodiment of the company's core mission statement: 'People Can Be More'. It provides employees with a clear development pathway from entry level to board level and has produced numerous success stories since its original inception.
The Shining Stars level of the Stars programme is the start of the organisation's management development programme. At this stage, members must participate in the following courses: brand awareness, presentation skills and advance level persuading and influencing.
Last year BPS introduced sit/stand desks, while one Wednesday each month a qualified massage therapist visits the office and offers 20 minute sessions available to everyone at a reduced rate. A recent wellbeing month was also organised, which included sessions on how to meditate.
The company runs a popular annual award scheme, in which managers in the business nominate those they think deserve recognition and prizes in categories such as: Manager of the Year; Chef of the Year; Unit of the Year; Team of the Year; Rising Star; Unsung Hero and Operations Manager's Choice.
Blue Apple have an Employee Assistance Programme that offers a full range of support to staff, covering finances, family, bereavement and stress. They also carry out regular wellbeing checks and monitor stress informally in one to one meetings.
Co-founder and Chief Executive Brian Allanson is a visible leader in the business. Having grown the business from one contract to 70 in its 20 year history, he was welcomed each new team into the business, personally getting to know their abilities, potential and aspirations.
Their annual incentive trip sees the whole business, from CEO to apprentice, travel to a luxury destination for three days. The most recent trip saw 52 employees from all corners of the UK come together in Palma, Mallorca.
Over 50% of all staff benefit from non-standard work arrangements to improve their work/life balance. For those working in the office, there are Nutribullets to facilitate health-conscious diets, Nespresso machines, acupuncture and homoeopathy sessions, and much more.
Their annual incentive trip sees the whole business, from CEO to apprentice, travel to a luxury destination for three days. The most recent trip saw 52 employees from all corners of the UK come together in Palma, Mallorca.
A proportion of their profits is given to their Charitable Trust, which helps those within the construction industry who fall on hard times. The trust aims to provide financial help for people in times of need, this includes grants towards education, training and retraining.
They have recently introduced 'better with money' financial wellbeing sessions to help employees with their financial worries. These sessions cover a range of topics from preparing for retirement, to getting a foot on the property ladder and general money management.
They offer a three-part management development programme, which was designed with employee feedback in mind. The programme supports the needs of managers at different points of their managerial career. Topics include: manager attributes, developing the right mindset, and building relationships.
The new 'Academy of Awesome' training programme takes a strengths-based approach to encourage individuals, teams and managers to focus on positive reinforcement rather than negative gaps in skill-sets and development.
The new 'Academy of Awesome' initiative meant the introduction of a number of new training programmes that use a fun but educational training style, focusing on individuals' strengths rather than development needs.
The new 'Academy of Awesome' training programme takes a strengths-based approach to encourage individuals, teams and managers to focus on positive reinforcement rather than negative gaps in skill-sets and development.
The company operates a range of wellbeing initiatives, including monthly massages, a cycle-to-work scheme, free first aid sessions and a charity tuck shop. Staff are also encouraged to sign up to sports events, such as the local half marathon, to raise money for the organisation's charity.
The Management Development Programme is an internal development course that aims to support and enhance the ability of colleagues to apply multi-disciplinary knowledge and competencies in innovative ways, and manage people, tasks and the organisation.
The company operates a range of wellbeing initiatives, including monthly massages, a cycle-to-work scheme, free first aid sessions and a charity tuck shop. Staff are also encouraged to sign up to sports events, such as the local half marathon, to raise money for the organisation's charity.
Rewards for individuals are tailored to what that individual would like, for example, holiday or shopping vouchers, gig tickets, and so on. Team and individual rewards include fully paid weekends away to luxury properties owned by the business in Cornwall, France and Holland.
Employees receive free tickets to a number of summer festivals, including Bestival, Camp Bestival and Common People. The business provides tents for attendees, arranges VIP camping areas and constructs and puts down the tents on behalf of the employees.
Amigo regularly run manager development programmes, but all managers have access to support, whether they have been through a manager development programme or not. As their office is on one site, over one floor, job shadowing is easy to arrange and most managers will have regular communication with other teams.
Colleagues are recognised for outstanding behaviours in line with the firm's values through their internal "Everyday Heroes" system, whereby any member of the team can be named an Age Partnership Hero for truly living the company's values.
The Wellbeing Calendar is a big part of life at Age Partnership, with a range of activities organised each month. This includes Wellness Wednesdays, a series of workshops covering three key topics: back care and posture, resilience and managing stressful situations.
Age Partnership have developed an internal leadership and management development programme called Growing Performance, which is explores a number of different leadership topics including managing difficult conversations, time management and effective communication methods.
Manager's performances are measured on a monthly basis in a formal meeting with the Managing Director. In addition, there are also senior management reports that are submitted to the group board on a monthly basis and scrutinised appropriately.
The company operates an Employee of the Month Scheme, where staff can nominate one another for 'Employee of the Month'. The winner receives £100 plus automatic entry into the Employee of the Year. The winner of this title is awarded £1,000.
Manager's performances are measured on a monthly basis in a formal meeting with the Managing Director. In addition, there are also senior management reports that are submitted to the group board on a monthly basis and scrutinised appropriately.
Once a year, Worldpay organises a journey for high-potential employees throughout the business. Participants are told what to pack but do not know where they will be going. The journey in 2017 was to Sardinia.
Once a year, Worldpay organises a journey for high-potential employees throughout the business. Participants are told what to pack but do not know where they will be going. The journey in 2017 was to Sardinia.
Once a year, Worldpay organises a journey for high-potential employees throughout the business. Participants are told what to pack but do not know where they will be going. The journey in 2017 was to Sardinia.
Managers are regularly invited to attend workshops designed to show how to identify the symptoms of stress in their staff. The aim of these workshops is to raise awareness and help prevent long-term work-related stress issues.
Wardell Armstrong recognise that people learn well from each other, so have increased the number of internal learning events, which are connected with social functions and events.
Managers are regularly invited to attend workshops designed to show how to identify the symptoms of stress in their staff. The aim of these workshops is to raise awareness and help prevent long-term work-related stress issues.
WWA ensures that it recognises success and incentivises its employees. Where staff have achieved excellence in their discipline, or have gone above and beyond their role, Partners and Office Leads reward employees accordingly.
A Christmas event is hosted for Ward William Associates entire team of employees and their partners. It usually involves informal sporting events during the day followed by a black-tie dinner and dance in the evening. Previous events have been held at the Eden Project and St Mellion Resort.
A Christmas event is hosted for Ward William Associates entire team of employees and their partners. It usually involves informal sporting events during the day followed by a black-tie dinner and dance in the evening. Previous events have been held at the Eden Project and St Mellion Resort.
A range of flexible working options have been introduced to support working parents achieve balance between work and home. Options include compressed hours, flexible working and time off, which is determined on a case-by-case basis.
A range of flexible working options have been introduced to support working parents achieve balance between work and home. Options include compressed hours, flexible working and time off, which is determined on a case-by-case basis.
A range of flexible working options have been introduced to support working parents achieve balance between work and home. Options include compressed hours, flexible working and time off, which is determined on a case-by-case basis.
Senior managers are encouraged to demonstrate the Two Circles' Vibrant Spirit - a set of company values and commitments. This is completed through in-person company updates, one-to-one catch ups, a scoring system, participation in the company's forums and sports clubs, and people-first resourcing.
Two Circles have been able to create strong relationships and communication within their team through away days, hot desking, learning forums, sports clubs, and building an informal office space with areas for interaction and activities, including table tennis, pool and darts.
Senior managers are encouraged to demonstrate the Two Circles' Vibrant Spirit - a set of company values and commitments. This is completed through in-person company updates, one-to-one catch ups, a scoring system, participation in the company's forums and sports clubs, and people-first resourcing.
Communication is key at turn IT on, with regular team meetings, annual company meetings and a SharePoint site to share important company information. They also have an open policy in terms of employees being able to approach managers directly.
Communication is key at turn IT on, with regular team meetings, annual company meetings and a SharePoint site to share important company information. They also have an open policy in terms of employees being able to approach managers directly.
The company has an open and flexible culture, and recently won the Embedded Flexibility Award from Working Families. In the last financial year, nine flexible working applications were requested and granted.
In order to reward employees for their efforts, staff members are encouraged to nominate colleagues and/or teams each quarter as part of their formal recognition process. Nominations are judged against the company's values.
In 2017, the Trainline launched ‘Trainline Connect', an internal mentoring programme that will enable the company to develop mentors and mentees. In addition, Trainline Connect provides these mentors and mentees with a community to share best practice and understanding.
In 2017, the Trainline launched a quarterly pulse survey that asks all employees to provide feedback and rate their manager. By setting internal benchmarks, the company is able to identify which of their managers are on track and those who need support.
‘We want to understand the world and make it better' is the university's mission and their motto is ‘to discover and understand'. The organisation was founded by individuals and groups who have profound belief in the public value of universities for the economy, health and community.
Events are regularly held to include not just staff but the wider community, encouraging collaboration in the area as a whole. The university also hosts the Festival of the Mind, which attracts 50,000 visitors, including employees from across different teams and members of the public.
Events are regularly held to include not just staff but the wider community, encouraging collaboration in the area as a whole. The university also hosts the Festival of the Mind, which attracts 50,000 visitors, including employees from across different teams and members of the public.
All areas hold monthly team meetings to discuss projects and raise questions. There are also offsite team days that help them to build relationships, such as one held at RHS Garden Wisley, where attendees could learn more about what their colleagues do and identify any challenges.
All areas hold monthly team meetings to discuss projects and raise questions. There are also offsite team days that help them to build relationships, such as one held at RHS Garden Wisley, where attendees could learn more about what their colleagues do and identify any challenges.
Core values are to inspire, involve, inform and improve. These are regularly communicated to all employees, including in the weekly staff email update - Weeder's Digest - and by the leadership team at the quarterly business update roadshows that take place at each site.
As participating members of Better Bankside, their local community initiative, the company raises money and awareness for local charities. Two examples are the annual Borough Market Pancake Race, and a recent competition to reskin local public bins to discourage littering.
They host monthly ‘Speed Dating' events – inviting people from all over the agency to chat to each other over a glass of bubbly. It gives staff from different disciplines a forum to meet and connect, encouraging cross-collaboration, new ideas and togetherness.
As participating members of Better Bankside, their local community initiative, the company raises money and awareness for local charities. Two examples are the annual Borough Market Pancake Race, and a recent competition to reskin local public bins to discourage littering.
Sytner Group have just invested in a new e-learning platform, which is designed to provide all of the organisation's e-learning courses, empowering staff with an opportunity to complete training at a time that is convenient and flexible for them.
Darren shares the company culture and embraces this on a daily basis. Throughout a working week Darren will spend typically two days working out of a dealership rather than from Head Office, ensuring he is accessible and remains in touch with colleagues.
Sytner Group have just invested in a new e-learning platform, which is designed to provide all of the organisation's e-learning courses, empowering staff with an opportunity to complete training at a time that is convenient and flexible for them.
Team culture is very important at Star. Whenever they recognise that there are peaks in stress, for example, when a deadline approaches - the company always make sure that they go out as a team to make sure people leave their desks and have some fun.
Star's senior management team are expected to lead by example at all times. Whether it's in a review, a team event, or just day-to-day communication, they will always refer back to the Star core values and act accordingly.
Each new manager is paired with a director as a mentor to help them develop their leadership skills. In addition, they also have the opportunity to work in cross-functional management roles to get a wider view of the business and put their future leader training to use.
Managers are supported with workshops and regular coaching sessions provided by an external coach. Participants are also encouraged to regular engage with their cohorts to mentor and coach each other during the programme.
The most anticipated event on the SRG calendar each year is the company conference. Everyone in the business takes the day out of the office to come together to discuss business results and strategies for the upcoming year, followed by a glamorous annual awards dinner.
Managers are supported with workshops and regular coaching sessions provided by an external coach. Participants are also encouraged to regular engage with their cohorts to mentor and coach each other during the programme.
One of the most important performance measures at SportPursuit is the annual appraisal. However, monthly and/or quarterly one-to-one meetings and targets evaluation are standard practice within all departments.
SportPursuit offer a lunchtime run club, workout Wednesday and yoga class each and every week. Recently they organised the SportPursuit Sports Day, where mixed teams from all departments competed in seven different activities in their local park.
Bentley, the office dog, takes his role of morale ambassador very seriously and employees are encouraged to use their breaks effectively. A spacious, fully equipped and convenient rest zone and kitchen area is available to all employees.
Safety Media encourages employees to ‘just ask' if they have challenges at home that require some flexibility. Whether it's supporting colleagues with ill family members or problems with child care, the company is there to help staff out however they can.
Formal annual reviews happened twice yearly at the end of year and mid year. Outside of this the Managing Director has frequent one-to-ones with the management team and KPIs are monitored. Employees are encouraged to give feedback on their own managers as part of the annual review process.
Formal annual reviews happened twice yearly at the end of year and mid year. Outside of this the Managing Director has frequent one-to-ones with the management team and KPIs are monitored. Employees are encouraged to give feedback on their own managers as part of the annual review process.
The Ignite Performance framework focuses on an employee's job role, objective and behaviours. It's a colleague-run process with managers offering support through bi-yearly meetings and monthly one-to-ones, allowing the employee to measure and acknowledge their current performance and work with their managers to improve.
Colleagues are actively involved in shaping Remploy through the Employee Benefits Trust (EBT), the elected ownership council. They use Google Communities for employees to share best practice and have a magazine (Talkability) to keep everyone abreast of developments.
The Ignite Performance framework focuses on an employee's job role, objective and behaviours. It's a colleague-run process with managers offering support through bi-yearly meetings and monthly one-to-ones, allowing the employee to measure and acknowledge their current performance and work with their managers to improve.
When new values were introduced, the company asked for 'culture champions' from each business area to bring them to life. Competitions, games and fun followed, with great examples of the right behaviours being rewarded.
Managers' performance is measured against appraisals bi-yearly, with a one-to-one held weekly and bi-monthly, and KPIs on a monthly basis. The Kaizen League is also a measurement tool monitored on a quarterly basis.
When new values were introduced, the company asked for 'culture champions' from each business area to bring them to life. Competitions, games and fun followed, with great examples of the right behaviours being rewarded.
Pluss uses a formal appraisal process to measure the performance of management. They are set to launch a competency framework which has been developed to ensure employees — including managers — are reviewed in line with the required behavioural and performance standards of the organisation.
As well as being focused on its main business objectives, the company has put into place a comprehensive people strategy to support, develop and nurture their employees.
Pluss holds joint consultative committees which provide staff with an opportunity to feed into company deliberations. They are also seeking to develop a staff forum in the next year which will further amplify the voice of their employees.
There's mentoring from people who already have the relevant qualifications. The HR Manager has an A1 Assessor qualification so they can guide the apprentices through their apprenticeship in conjunction with a training provider.
There's mentoring from people who already have the relevant qualifications. The HR Manager has an A1 Assessor qualification so they can guide the apprentices through their apprenticeship in conjunction with a training provider.
Leaders lead by example with floor walks, communication and involvement with all projects and initiatives. The leadership team also take an interest in family matters and send personalised birthday and Christmas cards. There's a direct communication channel and staff get good work/life balance initiatives.
An employee assistance programme offers staff telephone and face-to-face support on anything that could be causing stress inside or outside of work. All employees are encouraged to speak with HR in confidence on any matter, whether work related or not.
The Orega Academy is a company-wide initiative operating as a series of interactive group development days. Sessions are created with an overall strategy in mind of aligning employees' skills and behaviours with the Orega vision and values.
An employee assistance programme offers staff telephone and face-to-face support on anything that could be causing stress inside or outside of work. All employees are encouraged to speak with HR in confidence on any matter, whether work related or not.
Implementing a promotion pathway document enabled the firm to increase benefits as people progressed through the business, offering additional healthcare, work-from-home opportunities, and extra holiday. This gave employees a clear route to the top.
James sits on the sales floor alongside everyone else, to demonstrate an approachable leadership style. He regularly visits other offices to ensure people are happy and settled, taking time out to check on individuals, and genuinely caring about staff wellbeing.
Implementing a promotion pathway document enabled the firm to increase benefits as people progressed through the business, offering additional healthcare, work-from-home opportunities, and extra holiday. This gave employees a clear route to the top.
Octopus likes to reward the exceptional. The ‘Superstar Awards', nominated by anyone from a person's manager upwards, reward at least one team or individual per month with tailored gifts based on their taste and lifestyle. There's a speech and a personal letter from their senior.
Octopus likes to reward the exceptional. The ‘Superstar Awards', nominated by anyone from a person's manager upwards, reward at least one team or individual per month with tailored gifts based on their taste and lifestyle. There's a speech and a personal letter from their senior.
A staple programme is quarterly health and wellbeing days. Classes include yoga, reflexology, massages, mindfulness, managing stress in the workplace and spinal checks. Staff also make their own smoothies and replace cake in the kitchen with healthy snacks.
In addition to having arranged some health and safety training courses, Nwes have enrolled on to an AAT course, as well as arranging telephone skills and confidence building skills for additional members of staff.
Members of staff have access to free external 24/7 counselling services and helplines through the company healthcare plan. Nwes encourage a good work-life balance for all staff, and regularly runs after work de-stress sessions for staff to take part in.
Staff are rewarded for hard work in a number of innovative ways. They are given the chance to stay in a villa for seven nights, with the opportunity to bring along family and friends at no cost. The details of the villa are on a private website that is only accessible to employees.
All managers take part in a management development programme, which aims to ensure employees are managed fairly, consistently and given appropriate support. Managers are equipped with the skills to have engaging conversations with staff to ensure all aspects of their wellbeing are considered.
All managers take part in a management development programme, which aims to ensure employees are managed fairly, consistently and given appropriate support. Managers are equipped with the skills to have engaging conversations with staff to ensure all aspects of their wellbeing are considered.
Every Christmas, the NHF hold a celebratory event that features a number of employee awards. This is an opportunity to recognise all the hard work that colleagues have done. Staff are encouraged to nominate their colleagues, and winners can receive a variety of prizes.
MeetUp is an annual conference where MuleSoft fly every employee into San Diego for a week of strategy alignment, learning, working out issues and relationship building. Around 1,300 employees will take part in the ninth MeetUp in 2018, comprising more than 160 sessions.
In the last engagement survey, people reported wanting more mentorship opportunities. They created a mentorship program pairing executives with individuals, giving them a framework work through together. They've also created a volunteer programme called Muleys Give Back.
MuleSoft have the most competitive employee stock purchase programme legally allowed. There's a 15% discount and two-year lookback period so all employees can benefit from the company's success, even if their shares haven't vested.
There's a team-building session on the last Thursday of every month, such as bowling, Octoberfest celebrations, food and drinks at various locations, and comedy nights. Everyone can work from home and holidays can be bought and sold.
MC&C develop their support staff within their specialist fields. Finance staff get full study support towards professional qualifications. This has meant increased financial knowledge across the team, which means senior team members are less involved in day-to-day tasks.
One of the behavioural traits is to 'talk first, email second' to improve interaction within the agency. The agency advocates face-to-face interaction, although there's an email group called 'fun' for informal communication on work emails.
For people development, Majestic Wine Warehouses collaboratively share best-practice. For retail teams, they've moved away from sales-based targets to KPIs, to recognise, develop and reward behavioural qualities in people that directly link to customer engagement.
For people development, Majestic Wine Warehouses collaboratively share best-practice. For retail teams, they've moved away from sales-based targets to KPIs, to recognise, develop and reward behavioural qualities in people that directly link to customer engagement.
For people development, Majestic Wine Warehouses collaboratively share best-practice. For retail teams, they've moved away from sales-based targets to KPIs, to recognise, develop and reward behavioural qualities in people that directly link to customer engagement.
The K-West have a long partnership with the Foodbank charity in Shepherds Bush. The company organises food collections and volunteers locally. They also work with the Masbro community centre, with offer vouchers for fundraising and work placement for their youth programmes.
The senior management team takes part in six management-development workshops a year, delivered by an external coach. They also get a one-hour individual session with the coach, exploring weaknesses and training needs. This has proved to be very effective.
The K-West have a long partnership with the Foodbank charity in Shepherds Bush. The company organises food collections and volunteers locally. They also work with the Masbro community centre, with offer vouchers for fundraising and work placement for their youth programmes.
Kantar provide coaching, mentoring and support for all managers, plus a range of drop-in sessions each week for bitesize learning opportunities. The Accelerator programme rotates talented employees across five areas for five months, one week at a time.
CEO Will Galgey is a genuinely very accessible and present leader in the office. He's improved the business' culture, with a more open structure, town-hall meetings, welcome meetings for new staff, and lunches with newly promoted staff. He personally mentors high-potential employees.
CEO Will Galgey is a genuinely very accessible and present leader in the office. He's improved the business' culture, with a more open structure, town-hall meetings, welcome meetings for new staff, and lunches with newly promoted staff. He personally mentors high-potential employees.
Tools such as Slack and WhatsApp have proliferated but ‘Jack' encourages teams to speak to each other face-to-face. At Amber Lakes in Berkshire, the company summer party comprised dragon-boat racing, a barbecue and bar with outdoor games.
The agency is founded on passion, respect and agility. They derive joy and satisfaction from the effect they have on audiences, respect clients, audiences and brands, and move quickly to ensure their value to clients positions them as industry leaders.
The agency works with Hand In Hand For Syria and Making The Leap, helping disadvantaged young people get into work. They work also with Commercial Break, giving urban adults opportunities in the creative industries.
Managers' performance is assessed by their effectiveness in managerial tasks, teamwork, distributing work and delegation. This is documented by an online performance-management system recording monthly on-to-one meetings, and six-monthly and annual appraisals.
Managers' performance is assessed by their effectiveness in managerial tasks, teamwork, distributing work and delegation. This is documented by an online performance-management system recording monthly on-to-one meetings, and six-monthly and annual appraisals.
A volunteer scheme encourages employees to spend four hours per month at a charity. A match-funding initiative means £10,000 is available to match individual employee fundraising each year.
Placing employee wellbeing at the forefront of its operations, several staff have been appointed as mental health first aiders. Training has been provided in understanding mental health issues for both managers and employees.
Placing employee wellbeing at the forefront of its operations, several staff have been appointed as mental health first aiders. Training has been provided in understanding mental health issues for both managers and employees.
Placing employee wellbeing at the forefront of its operations, several staff have been appointed as mental health first aiders. Training has been provided in understanding mental health issues for both managers and employees.
The firm has a range of recognition tools. These include the gift of time for people's birthdays and the annual star awards where any team member can become involved and get nominated employee of the year. A range of prizes match the awards.
There's a monthly wellbeing magazine, reduced membership to local gyms, flexible working and the possibility of job shares and reduced hours. They can alter shift patterns or exempt people from certain hours if they have caring responsibilities.
The firm has a range of recognition tools. These include the gift of time for people's birthdays and the annual star awards where any team member can become involved and get nominated employee of the year. A range of prizes match the awards.
All staff have been assigned a minimum of three personal development days, during which they are invited to identify training needs. This has been supported through a new online learning system, which allows employees to complete training courses and record development.
All staff have been assigned a minimum of three personal development days, during which they are invited to identify training needs. This has been supported through a new online learning system, which allows employees to complete training courses and record development.
An annual staff conference gives all staff the chance to work together, engage with senior management and participate and contribute to corporate activities. The event features a number of different activities showcasing current policy initiatives, while sharing current thinking on the vision of the organisation.
There are monthly meetings with the Managing Director regarding employees' development, setting goals to develop skills, and how they've implemented training so far. Due to recent growth, appraisals are now every three months.
Departmental strategies are based on the company values, which are used in meetings and talked about regularly. Management also attend annual fun activities to get them involved and interacting with people outside of work.
Departmental strategies are based on the company values, which are used in meetings and talked about regularly. Management also attend annual fun activities to get them involved and interacting with people outside of work.
The Chief Executive Officer directly engages with every team member through quarterly one-on-one meetings. This continues throughout the year through communication platforms such as WhatsApp, on which all directors are available 24/7, and the Basecamp platform.
The company has a purpose: to help everyone touched by the business to FISH (Find Inner Self Happiness) – in work, spiritually or emotionally. Managers educate team members in how to SWIM (Success is Within the Individual's Mind).
Managers' performance is held to an exacting standard, measured across a number of different factors including practice profit growth and team member satisfaction. They're peer-reviewed every quarter and annually, while team members are asked about management through internal surveys.
Many employees opt for home working, or a home-work balance to help accommodate childcare and their personal circumstances. Staff also benefit from shifted hours that make caring for loved ones easier, or simply make the commute to work slightly more bearable.
Many employees opt for home working, or a home-work balance to help accommodate childcare and their personal circumstances. Staff also benefit from shifted hours that make caring for loved ones easier, or simply make the commute to work slightly more bearable.
By working in different parts of the office during the year and being a member of each team, leadership is available at any time for all members of staff. Managers also regularly participate in team activities and bonding.
Gravitas have a bespoke training system that was designed in-house. It is supported by a team of dedicated trainers, external consultants, providers and managers. The program is modular and caters to different learnings styles through a very wide variety of methods.
Gravitas have a bespoke training system that was designed in-house. It is supported by a team of dedicated trainers, external consultants, providers and managers. The program is modular and caters to different learnings styles through a very wide variety of methods.
Gravitas have a bespoke training system that was designed in-house. It is supported by a team of dedicated trainers, external consultants, providers and managers. The program is modular and caters to different learnings styles through a very wide variety of methods.
All staff have their birthday off work - if a birthday falls at a weekend, they can simply take a day off in one of the weeks before or after the weekend.
Forest Fuels have donated wood chip to television show DIY SOS in Telford, creating a home for a very ill little boy. They also donated wood chip to a memorial garden in Devon commemorating a fallen soldier.
All staff have their birthday off work - if a birthday falls at a weekend, they can simply take a day off in one of the weeks before or after the weekend.
85% of head chefs started working as kitchen assistants, through the support and mentorship of Operations Chef, Peter. Food and Fuel have an extremely loyal team of chefs, which has been achieved by hands-on training and support.
All company waste is sorted so nothing goes to landfill. As well as this, the kitchens use free range chicken, free range eggs, sustainable fish and free range pork and beef. The use of plastic straws has also been eradicated.
All candidates that receive external training are mentored within the business. This access to the senior leadership team is extremely powerful and helps to build relationships and raise the profile of candidates.
Fidessa have introduced free lunchtime yoga, pilates and circuit training classes for staff in the Woking office. In all UK offices, the company offers 20 minute back and shoulder massages to relieve the stresses of everyday life.
Fidessa have a peer-to-peer reward scheme whereby employees are nominated to receive a £100 voucher for going the extra mile. Winners are chosen by comparing their performance to the company's values.
Each year the company provides at least two events that are open to all employees to attend. The events are great opportunities for employees to mix and catch up with colleagues that they haven't seen for some time and receive company-wide updates.
The company's Loyalty Awards offer a cash incentive that rewards people and says a big ‘thank you' to those who have worked for the business for a long time.
Event such as the annual sales conference and strategic managers meeting celebrate also focus on celebrating key milestones within the business. Many social events are organised, including team-wide BBQs.
Managers at the company are supported by regular coaching and feedback, with their work being underpinned by the ‘Manager's Toolkit'. This sets out exactly what the role of the manager is, especially when it comes to supporting the development of their team members.
The company provides free fruit and healthy snacks, and runs a scheme for employees to use the local gym at a reduced rate. Lunchtime activities, such as running, cycling, swimming, triathlon, and so on, are also available for staff to participate in.
Ensoft have moved to paperless payroll and expenses, and have introduced recycling bins around the office, including bins for food waste. Offices are installed with movement sensors to trigger lights and reduce electricity wastage.
The company provides free fruit and healthy snacks, and runs a scheme for employees to use the local gym at a reduced rate. Lunchtime activities, such as running, cycling, swimming, triathlon, and so on, are also available for staff to participate in.
Both junior and senior members of staff were involved in the creation of the organisation's values five years ago, which means their vision, mission and objectives are universally accepted by employees at all levels.
Both junior and senior members of staff were involved in the creation of the organisation's values five years ago, which means their vision, mission and objectives are universally accepted by employees at all levels.
Senior management facilitate Management Team Development workshops for some business areas/venues to support the teams to identify where they are performing well, where they could do better and to create an action plan for their team development.
The company believe that the average, the safe, the familiar - it never makes a difference. A key principle is that if they really want to create change, if they want people to share, to participate and advocate, then staff need to be bold.
The ‘Knights of the Elm' award recognises individuals who go above and beyond in their commitment and demonstration of values. Each winner is ‘knighted' in a ceremony with tea and buns, and their prize is a gift to the value of £250 of their choice.
The company offers two ‘Inspiration Days' each year where individuals are encouraged to engage in cultural pursuits that will expand their learning and skill-sets, whether work or non-work related.
EE operates an internal social networking site, Splash. Splash is accessible by all employees and acts as a central communication channel. There are frequent posts from the CEO, as well as internal competitions with great prizes.
‘The Best Recognition Scheme' is an opportunity to recognise and reward colleagues who have done something brilliant. This can be in the form of an e-card, or a nomination for the monthly recognition award where winners receive a token of thanks and a voucher.
EE operates an internal social networking site, Splash. Splash is accessible by all employees and acts as a central communication channel. There are frequent posts from the CEO, as well as internal competitions with great prizes.
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