Some examples of the sorts of training activities Steljes employees might undertake are product training event weekends, bespoke training courses written for Managers and employees, Health and Safety Training, Professional Qualifications, Role specific courses, Internal Product Training and Product Certification Training. There are fully funded professional courses, time off work for study leave and exams and fully paid for course materials.

Some examples of the sorts of training activities Steljes employees might undertake are product training event weekends, bespoke training courses written for Managers and employees, Health and Safety Training, Professional Qualifications, Role specific courses, Internal Product Training and Product Certification Training. There are fully funded professional courses, time off work for study leave and exams and fully paid for course materials.

On average, employees receive 8 hours per year formal training, with an average spend per employee of £500 on training per year. Examples of the sorts of training activities STA Travel employees might undertakeare: Head Office Brand and Culture training sessions, Presentation skills courses (2 day), Recruitment Training sessions, 3-week induction courses, Assistant Manager course, Coaching courses, STAy workshops, Eurostar courses, Travel Connect courses, 1 day finance team training, new Branch Manager support days, weeks training in Sweden, Sales Training Courses, webinar sales training sessions for Sweden and The design of 60 coaching cards to support the face to face with the customer programme…

Managers toolkits are available on the intranet at STA Travel as well as formal external management courses. Internal management development training is offered as formal leadership training opportunities and coaching/ mentoring is provided by external leadership specialists. STA Travel have external meetings within peer groups and HR Breakfast meetings provided by Employment Lawyers etc are supported. They support and enhance the development of people managers within their organisation by working alongside the employees providing easy access to decision making and coaching.

SRK conducts annual appraisals of all staff, supported by 6-monthly mid-term reviews and regular feedback from managers. In additon, SRK rewards all staff trough an annual discretionary bonus scheme.

SRK conducts annual appraisals of all staff, supported by 6-monthly mid-term reviews and regular feedback from managers. In additon, SRK rewards all staff trough an annual discretionary bonus scheme.

Keith Griffiths, Managing Director and HR Manager have quarterly informal lunch get togethers with employees from three hotels. Usually three colleagues from each hotel are picked up in the MD's and HR Manager's cars and transported to the venue where they have an informal chat about how it is working for Somerston and including a brief business update. Keith Griffiths and Senior Managers make regular, structured visits as well as ad hoc visits to all locations and purposely engage with the front line employees.

All Hotels employees except GMs have their hours monitored , Somerston don't encourage opt out from Working Time Directive though a few do in order to meet their personal economic and social needs. They encourage employees to take their annual leave in small chunks on a regular basis rather than saving up for a long holiday though they are often receptive to such requests for long breaks. Somerston do assess the potential impact on the employee not taking regular breaks.

Skills Training encourage employees to form peer to peer groups particularly when they have been training together. These groups share knowledge and experience with each other. When employees have attended training they do a presentation for their peers that have not attended to share their learning. For example their trainers from the delivery centres pooled their expertise and designed and rolled out an innovative one day intensive support programme which was a success. Skills Training operate a buddy system ensuring that new staff are matched with an experienced colleague to support with settling in time and development of job role.

Skills Training encourage employees to form peer to peer groups particularly when they have been training together. These groups share knowledge and experience with each other. When employees have attended training they do a presentation for their peers that have not attended to share their learning. For example their trainers from the delivery centres pooled their expertise and designed and rolled out an innovative one day intensive support programme which was a success. Skills Training operate a buddy system ensuring that new staff are matched with an experienced colleague to support with settling in time and development of job role.

Simpson Millar LLP Solicitors provide staff with subsidised gym membership should they wish to join a gym. They operate an open and relaxted culture. Whilst staff are given realistic work related targets, this is not at the expense of a home life. Wherever possible, they allow staff a great deal of flexibility in order that they may acheive a greater work/life balance. Where the nature of their work allows, staff are able to take work from home days, reduce their hours, etc.

Simpson Millar LLP Solicitors have a budget specifically for fun and social events. Examples of these events are: Christmas Party's, pre-wedding celebrations, regular Friday evening social events for staff providing nibbles and drinks, Corporate Race day. Each department holds celebrations at year end together with other milestones. In particular, one of their most recently added teams celebrated the end of their first 6 months with Simpson Millar by way of a celebratory meal. Certain departments with Simpson Millar operate on a team target rather than an individual target and are therefore rewarded by way of a bonus upon reaching target. A Training Weekend is held annually in Birmingham where all Partners & Fee Earners attend Austin Court for training, seminars and presentations as well as an evening social function.

Every new Stylist hired attends their Advanced Academy for 7 days induction training to RUSH hair techniques. They run a full programme of leading edge hairdressing training at their purpose built Advanced Academy, delivered by their Award Winning Artistic Team. They offer an Award winning NVQ Apprenticeship programme for their 16-18 year old Apprentices. They also run Monthly Masterclasses for Managers covering all the functional training in HR, Marketing and Finance. Monthly Management 1-1 Coaching sessions with our Chairman

Their HR Director runs masterclasses in People Management, Employment Law, Employee Satisfaction. They have ran Presentation skills and Train the Trainer sessions for managers who deliver Team Talks.

RPM ensures that success, as a result of an indivdual or team, is not only made public to the whole office, but also celebrated. For example, in their weekly news letter they have a special 'thank you's' section,which specifically encourages and therefore recognises hard work or particular individual achievements. Also, everytime there is a new client win, a member of that team will ring the 'new business bell' that sits on the Account Team wall, which lets everyone know of this achievement and helps to bring the office together. Whenever an employee is promoted they are given bottle of champagne by the MD.

Dom Robertson, Managing Director of RPM, oversees the entire agency, which has grown significantly over this year. As a result, Dom ensures that, regardless of where an individual is or how long they have been with the business, he will spend time with them equally and also devotes a huge amount of his personal time visiting all of our live activity. Whether evenings or weekends, he will ensure he spends time seeing the work of the business and feeding back on successes as well as spending time with people in the field. Dom is accessible and fully engaged with the agency and everyone who wishes to, can have time with him, whether to simply chat about personal issues or to put forward suggestions for the agency. He also lives the company values and ensures his senior team embody them as well as especially ‘leading by example'.

Roland's most recent total spend on training was approximately £100k, This, however, is not split per person. Line managers assess their employees training needs on a regular basis and will arrange training wherever required. Employees are also encouraged to request relevant training which is paid for by the company should it benefit both the employee and the company.

Team building events are generally organised by department/team rather than whole company. The last time the whole company was involved in a team building event was with Picture Perfect. This involved different teams having to sketch and paint what seemed like abstract prints. However when it came together it actually was a 25ft long Roland logo.

Robinson Low Francis say "Steve is a strong, visible leader who interacts with his partners and staff on a daily basis. He encourages ideas, he is enthusiastic, he believes in his company and his staff, he is outspoken and approachable and believes in transparency."

Robinson Low Francis say "Steve is a strong, visible leader who interacts with his partners and staff on a daily basis. He encourages ideas, he is enthusiastic, he believes in his company and his staff, he is outspoken and approachable and believes in transparency."