What are companies doing with regards to 'My Team'

All teams within the business hold regular team meetings to communicate and share information. To combat silo working, teams often invite colleagues from other teams to carry out training and provide updates at team meetings. In addition, managers are required to carry out regular 1:1 meetings with their employees to provide feedback and support. Managers within the Trust also encourage social events such as team lunches, birthday meals and evenings out to celebrate achievements and for fun!

All teams within the business hold regular team meetings to communicate and share information. To combat silo working, teams often invite colleagues from other teams to carry out training and provide updates at team meetings. In addition, managers are required to carry out regular 1:1 meetings with their employees to provide feedback and support. Managers within the Trust also encourage social events such as team lunches, birthday meals and evenings out to celebrate achievements and for fun!

P3's annual management conference had a really beneficial impact on employee engagement last year, impacting not only on the managers and supervisory staff who attended, but this also filtered through to all employees. This annual two day event runs on a theme of all levels of managerial staff being involved in updating and reviewing P3's strategic plan. This ensures that all staff are engaged in the plan and understand its purpose and aims. It also means that their plan is relevant to each team and department on a local level as they have been involved in it from the very beginning. This then follows through to teams through team meetings, feedback events and the JCC so staff are aware of where their service fits in to the plan, and how they can impact, both as a team and as individuals.

P3's annual management conference had a really beneficial impact on employee engagement last year, impacting not only on the managers and supervisory staff who attended, but this also filtered through to all employees. This annual two day event runs on a theme of all levels of managerial staff being involved in updating and reviewing P3's strategic plan. This ensures that all staff are engaged in the plan and understand its purpose and aims. It also means that their plan is relevant to each team and department on a local level as they have been involved in it from the very beginning. This then follows through to teams through team meetings, feedback events and the JCC so staff are aware of where their service fits in to the plan, and how they can impact, both as a team and as individuals.

Octavia Housing set up Octavia Foundation - an independent charity which has been running for many years. The aim of the Foundation is to improve the lives of individuals and communities where Octavia Housing operates. The Foundation operates numerous projects and grant programmes that help to meet one of 5 aims: to engage with young people and children i.e. through award winning media projects, to help with training and jobs i.e. they run an in-house employment and training programme, to involve the community i.e. organise a community festival and Christmas parties for the elderly, to advise on money and debt providing debt advice workshops and welfare benefits advice and support. The Foundation also operates 21 charity shops across London, which takes on volunteers and funds the projects of the charity.

The leadership programme is a very significant move to develop the Directors group and the senior management team. This commenced in May 2011 and is scheduled for completion in April 2012. Broadly, it started with the organisation's vision to ‘create an organisation that tenants really value', provide workshops which have been considering how to live the vision and has included for the first time at Octavia, training on and setting up Action Learning Sets for all participants. Other areas being covered include exploring ways in which to unlock passion, enthusiasm and energy and identifying ways to develop the skills to make it happen. All participants have developed plans for individual projects which they will lead and which are scheduled for completion by April 2012. These should all add value to the organisation but the key objective is to develop leadership skills in tandem with external coaching, which is available from our external facilitator and coach.

The organisation recently won Student Union of the Year and Northumbria Student Union rewarded their staff with a celebration party. This celebration party highlights the hard work that has been put in by their officers, staff and volunteers alike over many years and how exceptional their Student Union really is. This celebration party recognised Northumbria Student Union's ability to deliver for their members and renewed excitement about how they will excel in the future.

The organisation recently won Student Union of the Year and Northumbria Student Union rewarded their staff with a celebration party. This celebration party highlights the hard work that has been put in by their officers, staff and volunteers alike over many years and how exceptional their Student Union really is. This celebration party recognised Northumbria Student Union's ability to deliver for their members and renewed excitement about how they will excel in the future.

As a publically funded organisation NHS Improvement is not permitted to spend taxpayers' money on the provision of social events for staff.

As a publically funded organisation NHS Improvement is not permitted to spend taxpayers' money on the provision of social events for staff.

All staff are contractually obliged to participate in the annual appraisal process and are required as part of peformance review to undertake a minimum of 30 hours of CPD each year. This continues to develop the individual and maintain their subject or relevant area currency. The college appraisal scheme is designed to encourage the member of staff to reflect on their personal contribution each year, to set measurable objectives linked to the development of their area and future business objectives and to identify their training needs which enable the achievement of the objectives. This ensures currency for staff, improves the individual's market worth whilst meeting organisational objectives. Subject and Operational Managers identify the development needs for their areas based on their objectives for the operating cycle. As part of induction, individual training needs are identified for new members of staff. Core competencies are set by the college and new staff are assessed against these to identify early needs.

All staff are contractually obliged to participate in the annual appraisal process and are required as part of peformance review to undertake a minimum of 30 hours of CPD each year. This continues to develop the individual and maintain their subject or relevant area currency. The college appraisal scheme is designed to encourage the member of staff to reflect on their personal contribution each year, to set measurable objectives linked to the development of their area and future business objectives and to identify their training needs which enable the achievement of the objectives. This ensures currency for staff, improves the individual's market worth whilst meeting organisational objectives. Subject and Operational Managers identify the development needs for their areas based on their objectives for the operating cycle. As part of induction, individual training needs are identified for new members of staff. Core competencies are set by the college and new staff are assessed against these to identify early needs.

Luminus encourages all employees to be healthy. Their impressive suite of health and wellbeing benefits include an online personal health management system, subsidised gym membership, pension and non-contributory health plan (recently expanded to employees' children). The company believe the most effective wellbeing tool they have is their flexible working policy. Whether it is offering bank workers term-time contracts, or enabling full-time employees to work around rush hour traffic, everyone benefits from this approach. It also ensures that managers are able to monitor their employees' working hours, ensuring a healthy work-life balance. Employees can accrue time and take up to an extra 13 days leave a year, on top of their already generous leave allowance. For some employees, i.e. those with more than five years service, this can amount to up to 43 days (excluding public holidays). Staff are keen to stay with Luminus because of the interest they take in their health and wellbeing, resulting in: an increase in staff retention level to 96.1% (2009: 88.8%), a 40% reduction in sickness absence to 3.4% (8.3% in 2009), and increased staff satisfaction and motivation as evidenced through their 2010 employee survey results.

During Summer 2011 Chan held Premium Brand Employer meetings for all employees over a lunch hour so he could hear views on how they can achieve their 2020 Vision: The Road to Renewal. In these highly interactive weekly sessions he encouraged everyone to be open and honest in their feedback. These meetings greatly impacted on employee engagement as it underlined to all employees that the Senior Management Team were open to constructive feedback. Following these meetings various initiatives have been put in place, including integrating their trades team in their monthly staff conferences instead of holding a separate quarterly meeting for them.

LMH arranged an It's a Knock Out Competition against other Housing Associations. This was held on a Sunday and all staff attended bringing their families along for a fun packed day. The employees were put into teams and competed against other Housing Associations through a variety of assault courses and team tasks. Activities for children and those staff who came to support the event were also put on including hook a duck and other prize winning games. The event also raised a significant amount of money for our local charities.

The company currently have an annual staff focus awards whereby all staff are able to vote for staff and tenants for specific awards including Employee of the Year and Team Manager of the Year. Some of LMH's tenants and partners are also invited to attend these events and there are specific awards that staff can vote for tenants/partners. The Focus Awards are an important part of LMH's approach to recognising and celebrating the achievements of their staff.

The company have undertaken a number of opportunities to provide face to face contact and the opportunity for colleagues to ask questions and get answers as well as providing general feedback and input. One example of this is the lunch bag sessions run by the Chief Executive to involve all colleagues in the future direction of the Group. A number of departments have also run drop in sessions, such as ICT and Learning and Development to encourage individuals to resolve queries and get to know internal colleagues, other teams such as Finance are planning to follow suit. The company find that by offering flexible opportunities to come and ask questions in a local setting will encourage more colleagues to get involved with Group activities. In addition for those colleagues who may not want to contribute in a face to face setting they carry out a number of ad hoc surveys internally throughout the year on a variety of topics.

The company's managers are well respected within their individual team which is testimony to their fair but supportive outlook with colleagues. Managers consider succession within their teams and encourage individuals to make the most of development opportunities and support provided to get the best from the individuals and to keep them motivated. Through the appraisals and also the applications for the Leadership programme managers will indicate the next likely career move for the individual and will work things into the appraisal to support these ambitions.

In summer 2011 the company held an all staff event at the University's sport facilities to promote the facilities to encourage employees to sign up for membership. The event included dodgeball, swimming, 5 a side football, climbing wall, spinning, image consultancy, and walking tours amongst other things. For the last two years the company have also run an employee baking league. This has been particularly effective for engaging their staff in something fun at work , mixing with other people and encouraging them to take a break! In previous years they have offered an employee Wellbeing Week every January. Employees can participate in a number of healthy activities during their working time to improve their health, safety and wellbeing. Free fruit is also provided during the week. The idea for the week is that they provide free of charge taster sessions that employees can then choose to continue in their own time to improve their lifestyles.

In summer 2011 the company held an all staff event at the University's sport facilities to promote the facilities to encourage employees to sign up for membership. The event included dodgeball, swimming, 5 a side football, climbing wall, spinning, image consultancy, and walking tours amongst other things. For the last two years the company have also run an employee baking league. This has been particularly effective for engaging their staff in something fun at work , mixing with other people and encouraging them to take a break! In previous years they have offered an employee Wellbeing Week every January. Employees can participate in a number of healthy activities during their working time to improve their health, safety and wellbeing. Free fruit is also provided during the week. The idea for the week is that they provide free of charge taster sessions that employees can then choose to continue in their own time to improve their lifestyles.