What are companies doing with regards to 'My Team'

The Club organises and facilitates many events and opportunities throughout the year, predominantly aimed at their service users who are disadvantaged children and young people. These events benefit the whole of Bolton and its many highly deprived communities and although the events require lots of hard work and additional voluntary hours from staff, they are hugely enjoyable for all. A perfect example of this was Christmas 2011, when the Club's Staff and Volunteers made Christmas Lunch for 100 disadvantaged children and their families, complete with Father Christmas and a present for each young person and also Christmas hamper for each family. It was a fantastic and overwhelmingly worthwhile day for all staff and volunteers, local business donated funds and resources free of charge, and of course the children and their families.

Bolton Lads and Girls Club have created a Staff Forum, which has a representative from each department and ensures the majority of employees have the opportunity to influence change within the Club.

BMS introduced a number of new Well Being initiatives in 2012 and these included the subsidised funding of a well being activity and an annual health assessment. The comprehensive health assessments were held on site and each employee received a personalised health report giving the overall status of their well being and advice and recommendations on appropriate individual health targets and ways to maintain or improve their health. Both options were well received and take up was higher than anticipated. The activity funding was attractive because it allows individuals to do an activity of their personal choice rather than being limited to gym-based options and the health assessment was attractive because it was convenient to schedule in a welcoming environment and only took an hour out of the employee's day.

BMS introduced a number of new Well Being initiatives in 2012 and these included the subsidised funding of a well being activity and an annual health assessment. The comprehensive health assessments were held on site and each employee received a personalised health report giving the overall status of their well being and advice and recommendations on appropriate individual health targets and ways to maintain or improve their health. Both options were well received and take up was higher than anticipated. The activity funding was attractive because it allows individuals to do an activity of their personal choice rather than being limited to gym-based options and the health assessment was attractive because it was convenient to schedule in a welcoming environment and only took an hour out of the employee's day.

Avanta has a monthly team-based incentive scheme that seeks to reward employees collectively for achieving increases in performance. The main aim of the scheme to increase the number of job starts that can be sustained into claimed outcomes and sustainments. Each branch is set a monthly target based on a benchmark of their previous three months' performance. Performance is measured by the number of job starts, including first and subsequent jobs, as well as the number of starts on the Enterprise programme. In each of the five regions, the branch that demonstrates the highest level of improvement against their benchmark will receive the incentive. Measuring improvement on performance means that small branches have an equal chance of winning compared to their large branches. Each eligible member of a winning branch will receive £400.

In November 2011 Avanta held a Managers Conference for all Line Managers across the business. It was at this event when they officially launched their new vision and values, thus it provided the perfect opportunity for the Chairman and Managing Director to be clear about the strategy and the future direction of the business. All the Managers broke out into groups to discuss how they would practically implement the vision and values. This enabled the Managers to think creatively and share ideas with their peer group. Avanta also had an external motivational speaker at the conference, who spoke about their personal journey, to inspire their Managers to strive to excel in everything they do. In the evening the Senior Leadership team hosted a dinner and dance for all the delegates. This was particularly enjoyable, as the Managers were able to socialise outside of business hours and network with their peer group from different parts of the organisation.

Astbury Marsden aim to continually recognise and reward employees and they provide a number of incentives: Consultant and Contribution of the Month As part of their monthyl update meetings, they recognise the Consultant who has billed the most as well as the person in the business who has made an all round contribution, this can be a sales or support person. Quarterly High Achievers Lunch Anyone who has billed £75k in perm fees or completed 9 contract deals in the quarter as well as the person who has made the biggest contribution to the business is treated to the MD's quarterly incentive lunch. This is an all expenses paid afternoon out of the office to enjoy lunch at one of the finest resturants and it promises to be an afternoon to remember!

Astbury Marsden think it's important to continually invest in their people to equip them with the skills to always be at the top of their game. The company have been recognised with a Bronze Investors in People award.

Andrew Clinton, who has been with the firm for 22 years is a highly respected commercial litigator in his own right. He became the managing partner in 2006. His management style is open and egalitarian. Everyone is encouraged to ask direct questions at any time and is assured of a straight answer. He works in an open-plan environment and will make time for everyone, regardless of their role within the firm. A true champion of the firm's strategy, Andrew is constantly seeking to refine and develop the company's approach to market and the delivery of their services to ensure that asb law remain a sustainable, successful enterprise.

As an organisation asb law are committed to the well being of their people. This is apparent by their very effective family friendly policy which allows for flexible working/homeworking/flexi hours. Over the past two years every flexible working requests received have been granted and many of their people work from home or work an informal flexi hour arrangement. The company recruit part time employees, which is unusual in the type of environment they work in and have a sabbatical scheme to support those individuals who wish to pursue other interests for a period of time. They also offer first class benefits including a health care cash plan, which focuses on supporting their people for common ailments/conditions, provided for all staff. Cover can also be extended, at cost, to their families. A significant proportion of staff also have private medical insurance. The company encourage and support a variety of sporting activities from badminton, to 5-a-side football, to beach volleyball and operate a ‘Cycle to work' scheme.

In the UK Appsense hosted their kick off in July which was attended by the majority of the UK employees and the EMEA/ROW staff. It was a great day despite the rain - a very competitive afternoon of their own version of the Olympics followed by a wild west night and the first ever presentation of long service awards to staff with 10 years service. It was an emotional and highly motivating event.

Appsense hold fortnightly round ups - in person in the UK office - where between 3-6 people will stand up and give a brief 'round up' of key news/activities/thanks etc. to all staff. After this the company expect and get feedback, questions and suggestions from staff on what could be done better either fed back directly to the people standing up or through the senior management team.

AmicusHorizon launched their new talent management programme – ‘Shooting Stars'. The scheme is designed to develop and challenge the organisation's best performing and high potential staff. They put the applicants through their paces at a high energy, challenging assessment centre and recruited the best performers to join the programme. Their Shooting Stars have access to a fantastic range of development activities, networking opportunities, and resources. They get an external coach and an internal mentor from the Executive Management Team. The Shooting Stars get priority on the organisation's Professional Qualification scheme, if there's a certificated programme they want to do. They also get a personal development allowance of £1000 to spend on training events, seminars or conferences of their choice. As if that isn't enough, they're involved in an organisation-wide and/or strategic project! This has exposed them to other areas of the business and more strategic thinking.

AmicusHorizon state their people constantly challenge them as an organisation to rise to the occasion – and what better occasion to rise to than the London 2012 Olympics? Claire, a Customer Service Team Leader at the time, pitched ambitiously that the organisation should hold their very own AmicusHorizon Games. With her appointed panel, Claire raised internal and external funding to make her vision to life. And so the weekend of July 7/8 was a weekend of sporting highlights - the British Grand Prix, the Wimbledon finals, and their very own AmicusHorizon games! Everyone got into the spirit of the day, proving they've got healthy hearts and minds. The AmicusHorizon band provided the entertainment and BBQ refreshments kept everyone's strength up! Thanks went to everyone who attended the AH games and made it such a success – especially Claire. And incidentally, they have now promoted Claire to Customer Services Manager!

Alongside the introduction of a resource library which contains textbooks on a variety of subjects which all employees can utilise to take ownership of their ongoing professional development. As a business the company long since focussed on the growing from within and ensuring that junior employees receive the support and coaching they require to succeed. However, the senior managers may have been slightly overlooked and as such the Management Training Programme was developed to ensure that they too receive ongoing professional development opportunities.

Alongside the introduction of a resource library which contains textbooks on a variety of subjects which all employees can utilise to take ownership of their ongoing professional development. As a business the company long since focussed on the growing from within and ensuring that junior employees receive the support and coaching they require to succeed. However, the senior managers may have been slightly overlooked and as such the Management Training Programme was developed to ensure that they too receive ongoing professional development opportunities.

Adecco Scotland contingent hold an awards night each year, this year marking a social event to build team spirit. As well as being a fantastic team building morale night with 95% attendance of the region the team were able to share success with the event being talked about for weeks after. The awards are a mixture of serious and fun events. This was paid for by the company with a budget of £1000 given to each zone.

Adecco Scotland contingent hold an awards night each year, this year marking a social event to build team spirit. As well as being a fantastic team building morale night with 95% attendance of the region the team were able to share success with the event being talked about for weeks after. The awards are a mixture of serious and fun events. This was paid for by the company with a budget of £1000 given to each zone.