What are companies doing with regards to 'My Team'

The Isoscars are held annually to reward and recognise employees effort in bringing the values to life. Everyone has the opportunity to nominate a colleague in each category and also to nominate a ‘team of the year'. Once nominations close, a panel made up of the Chief Exec, Assistant Director (People), Chair of the Staff Forum, a manager and team leader, individually shortlist the nominations, they then meet as a group to agree the winners and runners up in each category. All of the individual winners in the values categories are then pooled together and an overall ‘employee of the year' is chosen. Everyone who receives a nomination is commended publically and receives a branded Isoscar card that is addressed personally to them. The awards were presented by the Executive Team and Assistant Directors. This year it took place at the Beacon Centre in Newcastle.

The Isoscars are held annually to reward and recognise employees effort in bringing the values to life. Everyone has the opportunity to nominate a colleague in each category and also to nominate a ‘team of the year'. Once nominations close, a panel made up of the Chief Exec, Assistant Director (People), Chair of the Staff Forum, a manager and team leader, individually shortlist the nominations, they then meet as a group to agree the winners and runners up in each category. All of the individual winners in the values categories are then pooled together and an overall ‘employee of the year' is chosen. Everyone who receives a nomination is commended publically and receives a branded Isoscar card that is addressed personally to them. The awards were presented by the Executive Team and Assistant Directors. This year it took place at the Beacon Centre in Newcastle.

The company have department specific recognition programs. for example in support they have engineer of the quarter and engineer of the year awards who get recognition and rewards for their efforts.

The company have department specific recognition programs. for example in support they have engineer of the quarter and engineer of the year awards who get recognition and rewards for their efforts.

Employees are allowed to work from home one day a week, which eases the stress of travelling to work. This also allows some people the option of doing the school run and taking deliveries without having to worry about taking time off work.

Managers reward their team members with gift vouchers when they have gone the extra mile. The company has recently introduced their Above and Beyond awards. Nominations are open to the whole company. One of their software developers won the last award and received a gift of £200 vouchers.

Employees are eligible for a profit related company bonus scheme which is determined by the performance of the Division against set criteria. The criteria are set out at the beginning of each financial year and employees are regularly updated as to progress.

The company runs an in-house management development program that deals specifically with understanding leadership, coaching and developing people, engaging and motivating people, setting goals and providing feedback. Individual manager needs are also identified and addressed. High performing managers are also given the opportunity to further develop by attending formal, external courses.

Health Shield, this is a voluntary benefit which is available to all colleagues and is a good start to promoting health and wellbeing in the workplace. Health Shield is a health cash plan, which helps colleagues cover the cost of everyday healthcare needs. From just £1.20 per week colleagues can claim up to 100% cashback (up to annual limits) on health treatments such as trips to the dentist and optician, physiotherapy and many other health and wellbeing therapies including reflexology, reiki and sports massages.

Inchcape UK have now appointed a Leadership Development Manager dedicated to support the development of their leadership capability and to strengthen their talent pipelines to meet the current and future needs of the business. All of their senior managers have this year been taken through an internal development programme entitled iLead. This is a 360 feedback tool from which they gain feedback about them as a leader and from this; they each have had a Personal Development Plan created and learning solutions given. This is reviewed alongside the HRBP team regularly. They hold regular talent reviews to identify capability and future leaders and from this they can support management development according to where the skill gaps are identified.

The company has an office in India and has opened up secondments to the UK based teams whereby volunteers are able to visit the India office to meet their colleagues, who ordinarily would only be interacted with via telephone, email or video conference. Though that communication takes place many times a day, there is not a replacement for face to face relationship building. The secondment opportunity was open to all levels and all departments, and in fact, the majority of the secondments are very junior level. There is currently a project being undertaken where new functions are being opened up in the India office, and a broad range of employees are travelling to the India office to share their knowledge and working practice and to meet their overseas colleagues face to face. In addition, cross functional meetings have improved knowledge sharing, best practice deployment as well as better working relationships. This is something they will continue to develop as it has been hugely rewarding and successful.

Core principles are communicated through email using examples of individuals who have demonstrated them, as well as having them on posters throughout all their offices. Although they do not have one defined vision/mission, their plans for the future have been communicated to employees through the annual sales conference and through their Friday night meetings.

One of their key initiatives is “Hope for Others” which encourages colleagues to undertake two days paid volunteering for projects outside of work. Colleagues select their own charities and are welcome to generate support or invite their colleagues to attend. Their Executive team have been very active in this too, organising their own projects such as clearing environmental areas, cycling for charity & undertaking work at children hospice as examples. Fund raising is prominent feature across the business with frequent dress downs, charity bake off's, coffee mornings, sporting challenges etc. and colleagues are welcome to use the company's IT and social networking sites to generate support.

The company strives to create an environment where people flourish so they provide training beyond the basic skillset of their roles. Colleagues are encouraged to engage with colleagues in other parts of the business to understand the bigger picture and extend their skills. Job shadowing and job swaps are a pretty regular feature. They are proud of their leadership courses; Polishing Diamonds and The Leadership Academy. These courses penetrate all levels of the business to provide skills leading self, leading teams and leading strategy. The company has a range of formal training delivered by internal and external trainers covering all elements of the business; fixed and mobile plant operations, HGV driving, safety training, health and well-being, team working, and customer services. They also encourage people to take up these courses even if they don't directly correspond to their roles.

Through leadership and empowerment and involving the team in decision making and putting forward innovative new ideas. In addition to this respecting every person who works within the organisation and the value they bring to the success of Holroyd Howe.

Rising Stars are identified as well in a fair manner and consider for senior development programmes within the business and for future progression in terms of talent management.

At HCSS Education each leader operates an open door policy and encourages employees to have their say through positive feedback in team meetings and performance reviews. All employees are encouraged to attend an Invention and Innovation group if they have an idea or suggestion – this enhances a culture of continual improvement and innovation. Each department head prepares a monthly report detailing any improvements suggested and implemented in their department – no matter how small. This report is submitted to the CEO and feedback is provided to reinforce this behaviour. Employees are always encouraged to ‘have a go' and are supported to take risks in their drive for excellence, there is a no blame culture - the focus is always on what lessons have been learned, what needs to change to make it better next time and what needs to continue. Information is shared openly with all employees on the company's targets and progress. The company hold quarterly team briefings for all employees detailing their progress against the strategic objectives of the business together with a detailed review of their performance against KPIs as detailed in their dynamic scorecard. Regular one to ones are held with all employees and the company values form a key part of these discussions. A quarterly award is presented based on nominations from staff for demonstration of the company values.

To maintain employee well-being, HCSS Education provides on-site flu vaccinations that are funded by the company. They encouraged participation in the ‘British Heart Foundation Pedometer challenge, with 6 teams entering, and a prize giving funded and arranged by the company at the end. This also encouraged team working as teams walked together. The use of ACAS on line materials for well-being is encouraged and Managers are sent links to relevant webinars to support them managing the well-being of their staff.