What are companies doing with regards to 'My Team'

The company regularly hold pub quizzes in aid of their chosen charity, but perhaps the most memorable social event recently was the GS1 UK Olympics which they ran in parallel to the London Olympics. The Company was divided into six teams, each given a name of a smaller country that does not normally feature high on the medals chart. They held events in table football, WII sports, table tennis and created a medals board. The feedback from the event was great and staff enjoyed interacting with people that they wouldn't normally have the chance to.

The company regularly hold pub quizzes in aid of their chosen charity, but perhaps the most memorable social event recently was the GS1 UK Olympics which they ran in parallel to the London Olympics. The Company was divided into six teams, each given a name of a smaller country that does not normally feature high on the medals chart. They held events in table football, WII sports, table tennis and created a medals board. The feedback from the event was great and staff enjoyed interacting with people that they wouldn't normally have the chance to.

Graham & Brown's CEO has been instrumental in opening the Blackburn Youth Zone facility, which reaches out to local young people. They work closely with Darwen Aldridge Community Academy with their staff speaking at the school and helping develop the Arts department at the school.

Graham & Brown's CEO has been instrumental in opening the Blackburn Youth Zone facility, which reaches out to local young people. They work closely with Darwen Aldridge Community Academy with their staff speaking at the school and helping develop the Arts department at the school.

The company conduct an 'Annual Career Development Review'. Within this review personal development and training needs are assessed and a plan for the employee's forthcoming year is put together between themselves and their line manager. The company allows a standard of 10 days training per year, per employee.

The company conduct an 'Annual Career Development Review'. Within this review personal development and training needs are assessed and a plan for the employee's forthcoming year is put together between themselves and their line manager. The company allows a standard of 10 days training per year, per employee.

At Gocompare.com they have a Health and Well-being Committee consisting of a member from each department, ensuring they provide a varied and relevant H&W provision to their staff. Each week they hold a weight and nutrition session with a trained professional during work hours and five- a-side football, squash club and boot camp after work – all of which are subsidised by the company. This is a great forum for staff to come together as a team and support each other in their objectives for eating well and having a healthier lifestyle. Where possible they link the seasonal board to their charity work to raise money and awareness of important health issues such as Breast Cancer Care and Movember. They ensure the information is timely and accurate and their dedicated H&W intranet page facilitates this. They have information about healthy eating (such as low-fat recipes), losing weight, stress management, and other mental health issues featured here. They also have subsidised access to heart and health monitoring with a company doctor, run stress audits with all staff, and smoking cessation sessions during work hours for those who are interested.

Over the last few years the company have raised thousands of pounds for many charities. They are always keen to support local charities and give something back to the community. Last year alone they sponsored their PR agency who ran the London Marathon for Merlin, and the friend of an employee who ran 1027 miles solo around the entire perimeter of Wales within 42 days. They also sponsored customers, including Ben the Ironman who ran 3 marathons for his son and Whizzkids, and another who is taking part in the Toughest Footrace on Earth for Hope Childrens Charity. Another 153 charities so far all over the UK are benefiting from their help in the FSI's "The Big Small Charity Draw". Another area of their charity commitment is helping the local community. They are proud sponsors of two local sports clubs, including a children's football team and cricket team.

Outstanding performance is rewarded in various ways: bonuses, pay rises, duvet days and other options. Each manager has 6 monthly and annual appraisals with team members, during which they have an opportunity to recognise their successes and achievements. They also praise all of their employees throughout the year.

Outstanding performance is rewarded in various ways: bonuses, pay rises, duvet days and other options. Each manager has 6 monthly and annual appraisals with team members, during which they have an opportunity to recognise their successes and achievements. They also praise all of their employees throughout the year.

The company is a socially focused organisation and rewards employees with an annual Christmas and summer party. For the 2012 summer party the company wanted to really involve every member of staff and gauge exactly the type of party they would enjoy rather than making any assumptions. They ran a competition called ‘The Best Party Proposition' where they called for party themes and ideas. They have a superb response rate that really shed light on the type of social event staff would enjoy. The winning idea was executed (incorporating elements of other suggestions) and the person that submitted the winning idea received a prize on the evening. The evening took place at a Central London rooftop venue and the ‘Festival' themed party was a night to remember. Employees were entertained from the moment they left the office – with rock n roll bingo, a fortune teller, a magician, karaoke, live music, a photo booth, a bbq and cocktails.

The company is a socially focused organisation and rewards employees with an annual Christmas and summer party. For the 2012 summer party the company wanted to really involve every member of staff and gauge exactly the type of party they would enjoy rather than making any assumptions. They ran a competition called ‘The Best Party Proposition' where they called for party themes and ideas. They have a superb response rate that really shed light on the type of social event staff would enjoy. The winning idea was executed (incorporating elements of other suggestions) and the person that submitted the winning idea received a prize on the evening. The evening took place at a Central London rooftop venue and the ‘Festival' themed party was a night to remember. Employees were entertained from the moment they left the office – with rock n roll bingo, a fortune teller, a magician, karaoke, live music, a photo booth, a bbq and cocktails.

The company has plotted out a clear career path and expectations for employees based on the successes of numerous existing GCS workers. This allows the business to compare and contrast the performance of newcomers with people who have already come through the ranks. This allows the directors to set realistic, achievable and motivational minimum expectation levels for all staff. The company offers numerous on-track bonuses and competitions to reward successes individually and as teams. The business also increases the salary of management to recognise their extra responsibility and offers the opportunity to earn bonuses based on the performance of their team.

Creating a dedicated Human Resources department for the first time in company history has allowed GCS to increase focus on employee development. Each area within HR is clearly defined and allows for a far more effective department, providing greatly improved employee development within GCS. The department comprises; A Human Resources Manager, overseeing all general matters of staffing and contractual affairs, as well as pastoral care of employees. An internal Recruitment Manager, whose purpose is to identify and engage the best prospects for the GCS Academy, as well as to source experienced recruiters and champion the potential of a career with GCS. A Training Manager, whose focus is the training of all GCS employees, from daily involvement with the members of the Academy, through to the organisation and involvement in delivery of the GCS Masterclass programme for resourcers, then the ongoing ad-hoc training of junior consultants and above. An Administration Manager who ensures smooth running of back-office function. This streamlining of responsibility has led to the training manager having more time to focus on individuals, as well as build stronger relationships with the company's selected external training experts to bespoke training for the specific needs of trainees. The company have also invested in the implementation of a sophisticated HR system, Cascade, to further increase the efficacy of the department for the benefit of all employees present and future. All job specifications have been rewritten, creating clarity of role responsibility, and transparent promotion targets have been documented and made available to all staff.

Every member of staff receives training and/or development every week in addition to any course, qualification or training they are undertaking. Everything they achieve is achieved through their people.

Every member of staff receives training and/or development every week in addition to any course, qualification or training they are undertaking. Everything they achieve is achieved through their people.