As an open and transparent business, Omni utilises an array of working practices to boost team interaction - including weekly and monthly meetings across all business units. The most notable example of this is the weekly Account Manager meetings which are dedicated to providing employees the opportunity to raise operational and workplace challenges they're currently experiencing within a supportive forum. Once an issue has been raised, and a round of questions posed, each Account Manager is given an opportunity to suggest a solution in a bid to reach a successful outcome. Omni believes that inclusive initiatives such as this not only create new two-way channels of communication within a team, but also builds trust among employees and ultimately enhances employee engagement and productivity.

As an open and transparent business, Omni utilises an array of working practices to boost team interaction - including weekly and monthly meetings across all business units. The most notable example of this is the weekly Account Manager meetings which are dedicated to providing employees the opportunity to raise operational and workplace challenges they're currently experiencing within a supportive forum. Once an issue has been raised, and a round of questions posed, each Account Manager is given an opportunity to suggest a solution in a bid to reach a successful outcome. Omni believes that inclusive initiatives such as this not only create new two-way channels of communication within a team, but also builds trust among employees and ultimately enhances employee engagement and productivity.

Omega is committed to making a difference to their employees by celebrating ownership that inspires them to build their legacy. Omega want to be the company everyone wants to join and no one wants to leave. This year the company developed an organisational development strategy that drove 3 key areas; Insight into self, understanding others, and delivering results. The company created an innovative pilot leadership development program aligned to these 3 areas; that is a blend of classroom, experimental, learning circle learning and supported with coaching. Each delegate was nominated for their personal skills and attributes as well as their alignment to the company's values. The company is currently working with the Institute leadership and Management development to have this program accredited and as it is a pilot program we are working with the delegates to code sign and evolve for cohort 2 in 2016- further demonstrating our commitment to working as one team to drive perfection.

The company's Make a Difference mission has remained true since their GM started in the business. The company is consistent in how they reference this for their consumers, customers, suppliers and employees alike. The Company Values were not defined top down but were developed by a group of employees from across the business. The Company Values are not on a wall, unforgotten or reminded about once a year. Instead, they are integrated tin every day as a reference to HOW they should run the business. The Company has a Values Charter which defines the standards they should expect of each other in reference to the outrageous ambition “T200” was launched two years ago, combined with a profit share scheme which means all employees can gain from a share in the business should the company hit certain profit targets.

Company Show and Tell + Beer & Lightening sessions take place fortnightly on a Friday afternoon. The sessions promote a culture of shared learning and enhance internal communication across departments whilst enjoying a cold beer and snacks. Development and Operations teams present news around completed features, product updates and roadmap progress as well as new ideas, technologies and learning from conferences and personal self development. Sales and Marketing teams share emerging industry trends, competitor analysis and customer case-studies. HR , Finance and other support functions hold regular slots to provide insight on new-initiatives and processes. A monthly podcast was introduced to pull together interesting stories, interviews and the latest news and updates from across the business - essentially something to bridge the gap between the quarterly company meeting and day to day communications. The most popular podcast to date included an interview with NewVoiceMedia's founder and CTO Ashley Unitt who shared why he started the company and his visions for the future.

Company Show and Tell + Beer & Lightening sessions take place fortnightly on a Friday afternoon. The sessions promote a culture of shared learning and enhance internal communication across departments whilst enjoying a cold beer and snacks. Development and Operations teams present news around completed features, product updates and roadmap progress as well as new ideas, technologies and learning from conferences and personal self development. Sales and Marketing teams share emerging industry trends, competitor analysis and customer case-studies. HR , Finance and other support functions hold regular slots to provide insight on new-initiatives and processes. A monthly podcast was introduced to pull together interesting stories, interviews and the latest news and updates from across the business - essentially something to bridge the gap between the quarterly company meeting and day to day communications. The most popular podcast to date included an interview with NewVoiceMedia's founder and CTO Ashley Unitt who shared why he started the company and his visions for the future.

Networks First believe strongly in giving back, and they currently have a number of initiatives in place to help raise money for their local chosen charity, Birmingham's Children's Hospital. These include: Tuck Shop - a variety of items are on sale to employees via Networks First's own 'tuck shop' including items such as; chocolate, sweets, crisps, popcorn, cans of pop, flavored water etc. Suggested donations are provided, and there is an honesty box for people to make their donation for an item. All profits go to the company's chosen charity BCH. Bake-Off - Throughout the the Entertainments Committee set dates for a bake off between employees in the office. Employees then donate a cake(s) on the day, which get entered into a competition for the chance to win vouchers for the Tuck Shop and a certificate that Mary Berry would be proud of! Employees then make a donation for a slice of cake. Employees can chose to bring in shop cakes, but these are not entered in the competition.

Networks First believe strongly in giving back, and they currently have a number of initiatives in place to help raise money for their local chosen charity, Birmingham's Children's Hospital. These include: Tuck Shop - a variety of items are on sale to employees via Networks First's own 'tuck shop' including items such as; chocolate, sweets, crisps, popcorn, cans of pop, flavored water etc. Suggested donations are provided, and there is an honesty box for people to make their donation for an item. All profits go to the company's chosen charity BCH. Bake-Off - Throughout the the Entertainments Committee set dates for a bake off between employees in the office. Employees then donate a cake(s) on the day, which get entered into a competition for the chance to win vouchers for the Tuck Shop and a certificate that Mary Berry would be proud of! Employees then make a donation for a slice of cake. Employees can chose to bring in shop cakes, but these are not entered in the competition.

They have run internal comms campaigns and postcard desk drops to reiterate the mission, vision and company values. They also feature in appraisal forms to ensure that employees are living and breathing our shared goals.

They have run internal comms campaigns and postcard desk drops to reiterate the mission, vision and company values. They also feature in appraisal forms to ensure that employees are living and breathing our shared goals.

Staff at DLKW Lowe were involved in helping decide what the company's values should be and have been included from day one. Staff meetings were used as a forum to discuss the company's values. The values of the company are now communicated during the induction process for new employees and also in the language used throughout the company day in and day out.

The senior management team at DLKW Lowe demonstrate the company's values through their behaviour and always use the company's terminology in all staff meetings. They also award staff who continually demonstrate the company's values in their day to day working lives.

Following the appointment of their new Head of Talent, the company began with a major overhaul of the entirety of the learning and development offering. A new company-wide appraisal process and associated documentation was rolled out, in line with the commencement of the new fiscal year. This allowed their L&D team to conduct a full training needs analysis across the company. Their training partner, with Head of Talent, launched a “new starter training programme” for onboarding all new employees. Their mid-level / Senior Consultants were offered a newly designed “advanced sales training course” to enhance and develop their skills, and maximise their potential. Having previously had all management training delivered by external partners, they were able to bring this offering in house and are in the process of delivering a new “Leadership Development Programme” to the entirety of their Management team. They have also assessed and redesigned their promotional process to guarantee transparency and parity at all levels. Their existing competency documents were reviewed and redesigned to ensure complete clarity of expectations for all staff for the level they are currently operating at, but also to convey to them what needs to be done in order to achieve promotion. With this increased investment they are able to create and execute a full L&D strategy, whilst simultaneously being able to create bespoke training packages in house.

Following the appointment of their new Head of Talent, the company began with a major overhaul of the entirety of the learning and development offering. A new company-wide appraisal process and associated documentation was rolled out, in line with the commencement of the new fiscal year. This allowed their L&D team to conduct a full training needs analysis across the company. Their training partner, with Head of Talent, launched a “new starter training programme” for onboarding all new employees. Their mid-level / Senior Consultants were offered a newly designed “advanced sales training course” to enhance and develop their skills, and maximise their potential. Having previously had all management training delivered by external partners, they were able to bring this offering in house and are in the process of delivering a new “Leadership Development Programme” to the entirety of their Management team. They have also assessed and redesigned their promotional process to guarantee transparency and parity at all levels. Their existing competency documents were reviewed and redesigned to ensure complete clarity of expectations for all staff for the level they are currently operating at, but also to convey to them what needs to be done in order to achieve promotion. With this increased investment they are able to create and execute a full L&D strategy, whilst simultaneously being able to create bespoke training packages in house.

All new team members go through an induction process where they are introduced to the values by an executive team member. These values are reinforced in company collateral, and they are even encrypted on the office tea/coffee mugs. Their mission, vision, strategic objectives and critical success factors are reinforced at the All Hands Quarterly Team Meeting and in company collateral, including large posters displayed in the office. As their values are so crucial to their business they have incorporated them into their Performance Management Process. It is important to the company that they not only understand what their employee achieved but also how.

Within their Software Development and Product Management practices, they engage with Agile work stream structures, managing work on a team basis, using sprints, work planning and retrospective reviews – which help them manage the constant flow of demand coming into these teams, and helps them turn that work around more quickly and efficiently vs. a linear Waterfall approach.

Medigold provide their staff with many wellbeing initiatives including wellness days, smoking cessation, flu jabs, mini medicals, on-site clinician access, a dedicated wellness website, regular health promotion (on noticeboards and walkways), stress awareness, counselling and physio.

Medigold provide their staff with many wellbeing initiatives including wellness days, smoking cessation, flu jabs, mini medicals, on-site clinician access, a dedicated wellness website, regular health promotion (on noticeboards and walkways), stress awareness, counselling and physio.

Innovation and continuous improvement are really important to Maximus. The company prides itself on being a business where everyone is encouraged to feedback and suggest changes to processes and working practices. In the past few months Maximus have launched an interactive crowd sourcing platform - Idea Lab. This online system allows all staff members to give their opinions on specific strategic “challenges” and post their own ideas for new initiatives for others to vote on. MAXVoice is the employee representative forum which has recently been the conduit for a variety of changes in the company, including the introduction of new employee benefits. Maximus have developed a delivery model called Progress to Success which provides a structure and the tools to support all operational employees carry out their roles effectively. Team Leaders in all sites act as ‘super users' of this programme and ensure their teams are fully trained and supported in using the model.

This year Maximus launched a new campaign called MAX Living to promote health and wellbeing. Every month all staff are emailed an online magazine which provide fun facts to stay healthy and a challenge for everyone to take part in that will have a big impact on health and wellbeing (e.g. a wall chart to monitor whether you are drinking a minimum of 8 glasses of water a day; a ‘pedometer challenge' competition to see which team can walk/run the greatest number of steps). The aim of MAX Living is to raise awareness of work/health related issues, such as workspace posture and mental wellbeing. They have encouraged teams to be more active by allowing them to take an extended lunch hour once a week to take part in a wellbeing activity (anything from a walk around the park to completing a fitness DVD in the office). Following feedback that teams enjoyed a one-off ‘Fruity Friday' MAX Living challenge, every office now has an allocated weekly fruit budget.