What are companies doing with regards to 'My Team'

Everyone who joins Selfridges attends The Big Yellow Welcome, an inspiring induction experience. This immerses new team members in the brand, family, values, service expectations and the Selfridges spirit, and inspires them to create an extraordinary experience for customers.

Everyone who joins Selfridges attends The Big Yellow Welcome, an inspiring induction experience. This immerses new team members in the brand, family, values, service expectations and the Selfridges spirit, and inspires them to create an extraordinary experience for customers.

Scottish Ballet continue to work hard with their People and Wellbeing Committee (PAWC) which is represented by a member of each team including the Artistic teams.

Dancers are allocated a buddy when they arrive, someone who has gone through the same process and therefore can support them.

Savvy offers a very intensive and inclusive induction programme. Before any new recruit starts at Savvy they send them out an electronic Savvy Welcome Pack - complete with their role description and details of their induction programme including what to expect on their first day.

Savvy champion communication. Every summer they have an away day where they provide a strategic company update and a team building activity.

Savers have a flat structure to ensure that the senior leadership team are close to all aspects of the business. The stores are the primary focus and senior leaders are in stores every week, listening and talking to the teams.

Savers have introduced a new development programme called The Futures Leaders Programme. The Future Leaders Programme is aimed at fast-tracking a small group of high potential store managers and area managers to their next level of management.

RRG offer state of the art training facilities at a dedicated Learning & Development Academy at one of the RRG Centres in Stockport which is available to all employees.

The leader ensures they make regular site visits, and is visible and open to suggestions from all employees.

Every team is given £100 per team member each year for a team/department wide team building event that they can organise of their choice.

Every team is given £100 per team member each year for a team/department wide team building event that they can organise of their choice.

RCP hold a dedicated wellbeing week at the beginning of every year. They draw on staff member's experiences and skills to run wellbeing sessions as well as hiring external specialists to run sessions.

RCP hold a dedicated wellbeing week at the beginning of every year. They draw on staff member's experiences and skills to run wellbeing sessions as well as hiring external specialists to run sessions.

Employees can usually slide their shift and/or work from home, they find that sometimes these options can alleviate stress.

Environmental practices including: a cycle to work scheme; discouraging business travel; encouraging use of public transport; and green energy purchasing are in place at Robin Hood Energy.

Board meeting introductions give all employees the opportunity to join senior management and understand all areas of the business.

The CEO endeavours to create and maintain excitement among employees by remaining open about the journey the company is taking. Twice a year they participate in north to south Roadshows, visiting every Resourcing Group office to connect with regional staff and recognise as many individual achievements from across the group as possible.

Every week the CEO runs office hours to get unfiltered feedback from everyone in the company, and outside of this they will regularly check in with the different teams.

Every week the CEO runs office hours to get unfiltered feedback from everyone in the company, and outside of this they will regularly check in with the different teams.