What are companies doing with regards to 'My Team'

Employees have attended events to create understanding about the company's five year plan, about individual business areas and how they plan to deliver exceptional customer service. The event also offered opportunities for colleagues to ask questions of the Executive Team. Prior to the event, employees posed questions and feedback via an electronic portal so they could ask questions anonymously should they prefer. Competitions were set up with prizes, and everyone was encouraged to have fun. Feedback post event showed that colleagues gave the event an overall rating of 4.1/5 (v 3.8/5 in 2014). 92% of participants felt the events objectives were met, 90% said they felt proud of working for the company and 74% of respondents had a better understanding of the Bank's vision. Following on from the events all senior leaders were involved in a company-wide cascade of the five year plan launched at the roadshows. Leaders across the business held sessions with their teams, using a centrally provided toolkit (presentation, quiz cards, briefing notes) to explain the five year plan in more detail and what it would mean for colleagues in their area. These sessions were well received and have set the strategic context for colleagues for the years ahead.

Employees have attended events to create understanding about the company's five year plan, about individual business areas and how they plan to deliver exceptional customer service. The event also offered opportunities for colleagues to ask questions of the Executive Team. Prior to the event, employees posed questions and feedback via an electronic portal so they could ask questions anonymously should they prefer. Competitions were set up with prizes, and everyone was encouraged to have fun. Feedback post event showed that colleagues gave the event an overall rating of 4.1/5 (v 3.8/5 in 2014). 92% of participants felt the events objectives were met, 90% said they felt proud of working for the company and 74% of respondents had a better understanding of the Bank's vision. Following on from the events all senior leaders were involved in a company-wide cascade of the five year plan launched at the roadshows. Leaders across the business held sessions with their teams, using a centrally provided toolkit (presentation, quiz cards, briefing notes) to explain the five year plan in more detail and what it would mean for colleagues in their area. These sessions were well received and have set the strategic context for colleagues for the years ahead.

Addaction aim to recruit employees who have the right mix of skills, experience, attitudes and beliefs to perform their role in a way that matches their values and standards. They then ensure that each employee has the opportunity to develop and learn to enable them to deliver the best possible recovery services. Employee development adopts a blended approach including qualifications, classroom training and online learning. Their classroom training is delivered by qualified trainers who have extensive experience of working in the substance misuse sector. With a focus on skills development, they develop their front line practitioners in using evidenced based psychosocial interventions with their service users. Their holistic approach to providing recovery services means that they also ensure their front line practitioners develop skills to support service users presenting with a range of issues including mental health, domestic abuse and self-harm. The company consistently achieve over 96% positive satisfaction rating for their classroom training. Their classroom training also supports any non-professionally qualified front line employee to gain a QCF qualification working in substance misuse which they have to achieve in their first year of employment. For non-practitioner employees they have worked with an awarding body to develop a new bespoke CQF qualification to raise awareness of substance misuse issues in their wider employee population. Their online learning is a particular success story. Since they started to develop their online learning provision in 2011, Addaction have won numerous awards and recognition for their provision which includes both mandatory and professional development modules.

Addaction is an approved centre with the Institute of Leadership and Management (ILM) and employs a Management Development specialist to deliver a range of qualifications within the ILM framework. These qualifications contribute to the individual development of their managers as well as helping to ensure consistency of management practices across the organisation. They have also made the Level 3 Award in Leadership & Management available to their aspiring team leaders to help them develop them in anticipation of their career development and many of those have taken up this opportunity have already moved into their first management roles. The company have recently piloted an ILM Award in Coaching and the feedback from this is helping them to shape their future coaching and talent management strategy. Their ILM courses are very well received and consistently achieve a 99% positive satisfaction rating. Their managers also benefit from a wide range of eLearning modules covering aspects of leadership and management as part of their online learning provisions. This includes practical modules covering budgets, health and safety and legislative requirements as well as modules covering leadership styles and team working. In addition, they deliver a range of HR workshops to their managers to support them in their practice in recruitment and selection and supervision and performance management of their employees in addition to the potentially more challenging areas of employee relations and conducting investigations. These are developed by their HR practitioners in collaboration with L&D practitioners and enjoy an average positive satisfaction rating of 95%.

The company believe their Wellbeing scheme has been their most effective initiative. The scheme focuses on quarterly campaigns, which have in the past covered nutrition, hydration, resilience and physical activity. These campaigns were supported with merchandise to reinforce messages, e.g. water bottles and healthy alternative drinks to tea and coffee. They trained 15 Wellbeing Leaders across the business who have planned and delivered these campaigns. The Wellbeing Leaders recently organised and supported an extension of an existing office hygiene campaign following a successful pilot called Healthy Workplace to their new upgraded offices provided for staff with improved facilities. Following employee feedback, this year they have reviewed how they can refocus their wellbeing campaign to make a bigger impact on staff. Going forward, the company will be holding two dedicated 'wellbeing weeks' a year, jam-packed full of health-focussed events. Their Lean Programme helps staff to improve their productivity, efficiency and quality of services to customers by streamlining processes and cutting out anything that is unnecessary. In addition they offer a long and varied list of flexible benefits that are continually refreshed in consultation with their employees.

The company believe their Wellbeing scheme has been their most effective initiative. The scheme focuses on quarterly campaigns, which have in the past covered nutrition, hydration, resilience and physical activity. These campaigns were supported with merchandise to reinforce messages, e.g. water bottles and healthy alternative drinks to tea and coffee. They trained 15 Wellbeing Leaders across the business who have planned and delivered these campaigns. The Wellbeing Leaders recently organised and supported an extension of an existing office hygiene campaign following a successful pilot called Healthy Workplace to their new upgraded offices provided for staff with improved facilities. Following employee feedback, this year they have reviewed how they can refocus their wellbeing campaign to make a bigger impact on staff. Going forward, the company will be holding two dedicated 'wellbeing weeks' a year, jam-packed full of health-focussed events. Their Lean Programme helps staff to improve their productivity, efficiency and quality of services to customers by streamlining processes and cutting out anything that is unnecessary. In addition they offer a long and varied list of flexible benefits that are continually refreshed in consultation with their employees.

A bursary is offered to employees who would like to participate in team sports activities (e.g. football teams). This bursary is also used to support and encourage charitable events such as breast cancer walks. In addition to this, they offer subsidised fruit and soup to employees in order to encourage healthy eating and the money raised goes to charity.

The company offer ‘supply chain & quality employee of the month' voted for by staff, and annual company wide awards which recognise achievement and performance. They celebrate success in a company newsletter and noticeboards and give ‘thank yous' from team members to thank colleagues who have gone the extra mile. All these factors increase engagement in addition to the contractual and monetary benefits like salary increase, discounts and bonuses.

Office space at the company is open plan to encourage collaboration among staff. Welcome drinks are held for all new starters with the team following their '3 Questions' done by all new employees to every single staff member as an icebreaker exercise. The company holds a ‘waffle Wednesday' each week for internal knowledge sharing. Digital Ps is an agency wide twice a year all-day event for knowledge sharing and learning as an entire company. Digital EDGEucation is the annual conference for clients which the team present to showcase their knowledge & best practice while networking.

The 'Skills Hub' is a collective of experts in various disciplines responsible for the learning, knowledge and skills of the entire team. They have developed a set of core competencies for each role and they develop a training plan around those competencies to ensure skill level of the agency is adequate. The company has enabled all staff members to enrol in the IPA commercial and Legregs certification in an e-learning. Staff working in the analytics team have taken an external course and examination paid for by the company to further develop their knowledge in this area from an external source. 360 degree appraisals are being trialled in one team as a direct result of feedback from the staff. Digital Ps is a full day training day hosted every 6 months for staff members to learn from internal and external speakers, ensuring they are up to date with the industry and their knowledge.

The company volunteers in the community and raises money for their charity, St Peter & St James Hospice via events and activities. They work with local colleges for work experience and support The Girls' Network which is a local charity supporting girls from low socio-economic backgrounds. They also financially support community events.

The company host events throughout the year to encourage teamwork like work shadowing, activities run during values week, mentoring, internal newsletters, charity volunteering. Fun Central is the company's sports & social committee organising activities such as quiz nights, barbecues and fundraising events such as an abseil which raised over £2,000.

YHA have held numerous team building events within their hostels and national office to underpin the values of the organisation and celebrate the achievements of the last year. These include an organisation wide awards ceremony, a national office Summer BBQ and individual team building days for their teams and departments.

YHA have held numerous team building events within their hostels and national office to underpin the values of the organisation and celebrate the achievements of the last year. These include an organisation wide awards ceremony, a national office Summer BBQ and individual team building days for their teams and departments.

Mark Brown, Managing Director, hosts quarterly improvement meetings with the objective of meeting the challenges consultants face on a day-to-day basis. Each representative canvases their colleagues for challenges and suggestions which are communicated at the meeting. Action points and minutes are distributed with timelines for suggestions that can be implemented. The quarterly Marketing forums allow consultants to feed back ideas they have about that aspect of the business. They also have a suggestions box. All suggestions are taken seriously and many of them have been implemented as a result.

Mark Brown, Managing Director, hosts quarterly improvement meetings with the objective of meeting the challenges consultants face on a day-to-day basis. Each representative canvases their colleagues for challenges and suggestions which are communicated at the meeting. Action points and minutes are distributed with timelines for suggestions that can be implemented. The quarterly Marketing forums allow consultants to feed back ideas they have about that aspect of the business. They also have a suggestions box. All suggestions are taken seriously and many of them have been implemented as a result.

World First are dedicated to giving something back to the community, and have an energetic workforce that always enjoys getting behind their initiatives. The company's ten-strong Corporate Social Responsibility team is always proactive in looking for ways in which they can help in the community, but any member of staff who has any ideas about organisations they can help, is always encouraged to come forward and let the company know how. For over a year, World First has teamed up with the London based homeless charity We Are Trinity. They have been involved in events like sleep outs in the streets and helping serve Christmas dinner to those that We Are Trinity helps. Also last Christmas, they delivered stockings of useful things to those that had just come off the streets and needed to kit out their new home with essentials. At Easter, some of their staff member donned their bunny ears and went to the Demelza Hospice For Children, and gave out Easter eggs to the children and their families.

World First believe that as well as the big things – like private pension and healthcare provision – the little things are important too. They have found that one of the things they do that employees love the most is the World First Breakfast. Free every morning, everyone can help themselves to cereal, toast and preserves, fruit, yoghurt, coffee and tea. World First staff members also take part in various sporting activities, and they have their own cricket and netball teams, amongst others. World First also have a life coach on site every two weeks, so if there's anything employees want to discuss confidentially, this option is available to them, with no questions asked.

Vision Critical encourage their employees to be active by providing bike racks, a free gym onsite and subsidised yoga sessions and massage - along with shower facilities. The company have changed to a Medical insurance plan that provides rewards and discounts for living a healthy and active lifestyle and actively encourages staff to take time out to rest and relax.

Vision Critical held their Summer Picnic on the 3rd of July from 1pm until late. The picnic was held on Clapham Common and the day involved a picnic lunch with drinks, team events and games to have fun and also team building across departments. It is a celebration of all of the hard work and effort from the entire team over the past year - it is an opportunity for the company to say thank you and for the employees to enjoy some fun and social time together away from the office.