Managers provide tea and coffee at morning break in order to encourage staff into the staff room where they can meet and chat and get away from the pressures of the classroom. They socialise with staff during morning and lunch breaks and have an open door policy. They hold regular departmental meetings and encourage six monthly progress reviews, reviewing training and development opportunities for staff. It is also their job to listen and respond in a timely fashion. Managers are confident in seeking advice from senior managers in more difficult or challenging circumstances. They also lead from the front and promote active consultation, communicating issues which will affect staff.

The organisation seeks to reward employees for their efforts. The Principal handwrites letters of congratulations on exam performance to all Heads of Department and subject departments in September and follows up with handwritten Christmas Cards to all teams and departments.

Winning the Scottish Award for Business Excellence, Scotland's top business award, was a tremendous achievement for GHA in 2011. The Chief Executive was keen to show all staff his recognition of their hard work that made this happen. He wrote to all staff and personally thanked them for their hard work, passion and commitment and he decided to reward staff with an extra day's holiday. His personal address and the extra day off made every member of staff feel their part in the organisation was recognised right from the top.

Winning the Scottish Award for Business Excellence, Scotland's top business award, was a tremendous achievement for GHA in 2011. The Chief Executive was keen to show all staff his recognition of their hard work that made this happen. He wrote to all staff and personally thanked them for their hard work, passion and commitment and he decided to reward staff with an extra day's holiday. His personal address and the extra day off made every member of staff feel their part in the organisation was recognised right from the top.

Gallions have been working with Bexley Council since 2009 to deliver REGULAR Well@work programmes to staff. These programmes invite staff to take part in a free 10 week programme of activity and (optional) education. Activities vary from week to week (e.g. circuits, aerobics, zumba, salsa, yoga, body pump) and are held in the Association's offices. Gallions' Well@work champion works closely with the council to promote and deliver the programme of events and has already arranged additional activities for staff in addition to the scheduled programme (e.g. Badminton classes as subsidised rates).

GHA runs a contribution based pay scheme which is quite unique to the sector in which they operate. This was introduced for the 2010-2011 performance year following an extensive review of their reward strategy practices. The Association's new Reward Strategy aims to pay upper quartile salaries for upper quartile performance, ensuring that pay is aligned with the market and internal relativities ensuring that the Association's salary bill is affordable and rewards the achievement of objectives in the year of performance via the bonus. As part of this strategy the Association introduced the contribution based pay scheme.

Staff Networking Day which was the first opportunity for all staff to step away from the day job and hear about the strategic direction of the organisation and share their views on shaping the future. It was also an opportunity for staff to work in groups looking at specific areas of the business and make suggestions for improvements. There was also some time to kick back and have some fun.

Managers give time during appraisal to ensure that the individual is heard and follow through on needs. They promote each tool and encourage staff to provide feedback reassured there is no reprisal for honestly and openness. They set and manage expectations of the organisation and are able to articulate the vision of the organisation and how people fit into it. They share best practice through their own teams and the wider organisation. Wellbeing is important and managers monitor employees working hours, ensuring individuals are encouraged to go home on time. They hear and commit to the principles outlined in management development regarding duty of care and understanding the importance of empathy.

Communication is the life blood of any organisation and the regular weekly email and termly addresses by the Vice Chancellor are commended by the staff each year in the annual staff survey. During the current year and with the significant amount of uncertainty surrounding the future of the HE sector, the Directorate have made a conscious effort to spend even more time engaging with staff across all levels explaining both the realities of the policy framework within which the University will be conducting its business but also seeking to assuage concerns which should not exist and which were merely developed as a result of inaccurate press reporting. This has involved many hundreds of hours with staff groups both formal and informal. Difficult decisions have never been held back from staff nor have the challenges being faced along with our proposed actions. This open, honest and transparent way of working has undoubtedly positioned the University well to address the challenges of the coming years whilst ensuring everyone employed by the University remains engaged and committed to their core mission.

Communication is the life blood of any organisation and the regular weekly email and termly addresses by the Vice Chancellor are commended by the staff each year in the annual staff survey. During the current year and with the significant amount of uncertainty surrounding the future of the HE sector, the Directorate have made a conscious effort to spend even more time engaging with staff across all levels explaining both the realities of the policy framework within which the University will be conducting its business but also seeking to assuage concerns which should not exist and which were merely developed as a result of inaccurate press reporting. This has involved many hundreds of hours with staff groups both formal and informal. Difficult decisions have never been held back from staff nor have the challenges being faced along with our proposed actions. This open, honest and transparent way of working has undoubtedly positioned the University well to address the challenges of the coming years whilst ensuring everyone employed by the University remains engaged and committed to their core mission.

Employees are rewarded for their efforts. Those who have shown a dedication and commitment beyond expectation are rewarded through nominations such as Team and Teacher of the Year at the College's Annual Awards Ceremony. This prestigious event acknowledges the award winners for their outstanding commitment to both the customer and organisation as a whole. Their success is fed back to all College staff at both the ceremony and within articles published in the monthly newsletter 'Eastleigh College Matters'.

Managers have an open door policy, which really works and "walk to job”, ensuring that staff see them and are able to talk to them. They set key performance indicators and targets for their staff which are negotiated and closely monitored and amended as necessary. Recognition is therefore given to the work expected of that member of staff. The workloads are negotiated and revisited at least twice a year and are also scrutinised by the Senior Management Team to ensure that there is fairness and transparency. Every manager has 1:1 meetings with the staff in their teams weekly, which provides opportunities for issues to be raised. Following the Communication and Consultation Group Meeting, managers have an "Onward briefing" with their teams which involves open discussion and consultation where staff openly express their views which are then taken back to the Communication and Consultation Group. They express thanks publicly and privately when staff perform well and the Senior Management Team is copied in on these communications. Annually an award is presented to the College Team of the Year and Teacher of the Year which are valued enormously.

The wellbeing of employees is supported in various ways. The private health insurance plan; provided by Simply Health; is paid for by the company for employees with six months' service and includes coverage of dental, optical, and some general medical costs. Free pieces of fruit are provided for all staff members to encourage healthy eating and massage sessions are offered periodically at all locations for all staff.

Directors have consulted heavily with staff during organisational restructures so that all employees were aware of and involved in the new structures and roles being discussed. Employee feedback on service delivery needs contributed to this process and some amendments to initial proposals were evidenced through the consultation process. Paul, the Leader of the organisation, has a very clear vision for the organisation and seeks to make sure that employees know how they can contribute to this. He takes a keen interest in the governance of the organisation and ensures that their residents, as their customer base; are steering the strategic and operational direction of the organisation. This customer focus streams through the organisation, creating a customer focussed culture for employees delivering their services at the front line.

A race night was held in January 2011. This was a social event but was also used as an occasion to raise money for the chair's charity. 70 staff attended and £800 was raised for charity. They also held an away day which included staff representatives from their staff forum, union reps and Board Directors. The event was an excellent way of building relationships between the staff and the Board and they received excellent feedback.

A race night was held in January 2011. This was a social event but was also used as an occasion to raise money for the chair's charity. 70 staff attended and £800 was raised for charity. They also held an away day which included staff representatives from their staff forum, union reps and Board Directors. The event was an excellent way of building relationships between the staff and the Board and they received excellent feedback.

Looking Back, Looking Forward staff presentation days, including ask a Director session. There are Presentations to management executive and all staff teams on the results of the survey and areas for improvement. EACH undertake presentations and discussions with teams on the survey results and ask staff for their ideas on how they can improve as well as the management team taking actions.

Looking Back, Looking Forward staff presentation days, including ask a Director session. There are Presentations to management executive and all staff teams on the results of the survey and areas for improvement. EACH undertake presentations and discussions with teams on the survey results and ask staff for their ideas on how they can improve as well as the management team taking actions.