JJ's induction process involves each new employee meeting someone from every team so to encourage them to feel comfortable and confident in liaising with different teams and what the roles of the other teams are. New employees may also be offered the opportunity to undertake some job shadowing in different departments to encourage appreciation/understanding.

Each of the people managers are assessed against people management skill sets within their performance reviews; they believe this enables them to focus on what is required of them and to reflect on how they can improve their people management skills.

The organisation has an open, relaxed and cheerful culture with excellent peer-to-peer and cross-hierarchical interaction. Senior management works within their teams. Everybody knows everybody else and with each group acquisition, new knowledge is shared amongst the management and staff.

The organisation has an open, relaxed and cheerful culture with excellent peer-to-peer and cross-hierarchical interaction. Senior management works within their teams. Everybody knows everybody else and with each group acquisition, new knowledge is shared amongst the management and staff.

iMeta Technologies Ltd encourage employees to be active and pay for courts at lunchtime to play a range of activities such as badminton, tennis and football. The organisation also subsidise the cost of local gym membership.

This organisation has an open door policy and the MD holds seminars to gauge how people feel. The leader and senior managers also participate at social events organised by the Ministry of Fun.

Gym membership is encouraged to promote good health and well being and the organisation has arranged several corporate memberships where the annual costs are paid for by the company. Fresh fruit is provided daily throughout the offices and everyone in the UK is covered by BUPA, including partners and families.

A performance bonus is given to staff to reward them for their efforts. Team dinners, champagne or a non-alcoholic alternative may be presented to each and every employee when a new "best month" is achieved. To inform of successes, internal communications are made.

Clear succession planning takes place to allow employees to develop and move in to management roles. ICON has a Leadership Development Programme and use 360 reviews and 180 competency assessments. There is also general management training for all levels from Manager to Director.

ICON promotes healthy lifestyle and eating via their healthcare company, that offers discounts and cash back to employees who make healthily choices, such as joining the gym, giving up smoking or purchase fruit and vegetables via a preferred supermarket. ICON respects and values the work-life balance of every employee and strives to offer employees the flexibility to balance a great career with family life.

‘Celebrating Our People Week' takes place every year, recognising and celebrating the contribution of all employees to the hotel's success. Through the hotel's recognition programme, staff members receive ‘Hystar' Awards throughout the year. Recognising staff for their achievements and giving an extraordinarily high number of perks, previous winners have won a two week holiday in Goa and the United States.

‘Celebrating Our People Week' takes place every year, recognising and celebrating the contribution of all employees to the hotel's success. Through the hotel's recognition programme, staff members receive ‘Hystar' Awards throughout the year. Recognising staff for their achievements and giving an extraordinarily high number of perks, previous winners have won a two week holiday in Goa and the United States.

Each member of staff is awarded an additional day's leave called Community Day. This is to be spent supporting local community and neighbourhood activities which range from cleaning up litter to garden competitions. Employees also nominate a charity to support each year and aim to raise up to £3000 in donations from a variety of fundraising events.

Feedback and compliments from customers and colleagues appear in the staff newsletter and are fed back to individuals via their line manager. Every manager has an instant thank you budget to allow small gestures to be made when someone has pulled out the stops.

All staff have access to a company nurse to assist their health and well being. The organisation has also run a smoking cessation programme and negotiated corporate rates at local gym.

The directors and senior managers are approachable and have an open door policy and a director holds a meeting with all staff once a month. The directors and senior managers also do all of the cooking at the staff summer barbeque.

The company make sure that it pays the upper quartile rates of pay and regularly reviews this and offer a competitive bonus scheme that is linked to the profit generated. The company offers free shares based on the results achieved and these are added to the share incentive plans.

The company presently operate an employee of the quarter and employee of the year scheme.

Every quarter, staff nominate colleagues for the Grey Spirit award. A randomly drawn panel of 8 members of staff consider all nominations and decide who has made an outstanding contribution to the agency. The award is chosen by the winner and is whatever they would really like to do. The favourite tends to be red letter day experiences.

Grey London encourage team work and arrange team events such as departmental or team away days, cross team lunches and team building community work.