Training increased in volume over the past year as an important tool to keep employees engaged in their roles. The company helps to put people through exams and several staff members passed their qualifications in recent months.
Half of Caspian's directors and managers are women, as well as 43% of the staff overall. The company has been nominated for the Women in Insurance awards and in 2020 was the first brokerage to sign the Lloyds of London Inclusivity Pledge.
Caspian introduced paperless documents, using remote training to bring in the e-signature system quickly. Not only did the streamlined process make the company's service greener but improved its service, tripling its Trustpilot review in 2020 compared with 2019.
Capco runs fortnightly Lunch with Leadership calls to provide business and people updates and to answer employee questions with different leaders leading each call. Virtual quarterly Town Halls celebrate individual and team successes and showcase new initiatives, as well as providing general business news.
Capco has kept staff feeling connected with regular informal team catch-ups and a range of events and activities including quizzes, bingo and a performance from a magician. Employees participated in a team-based running challenge in November, which saw them clock up nearly 20,000km and raise £3,500 for charity.
Last year Capco raised £50,000 for a range of charities including Hackney Foodbank, and Veterans Aid and employees completed 400 hours of volunteering despite the ongoing pandemic. Staff continued to support education and youth empowerment through various initiatives including pro-bono consulting.
Departments arrange virtual team meetings on a regular basis and staff have taken part in a range of online social activities. These included coffee mornings, photo competitions and the annual Christmas party which featured various breakout rooms including a quiz, craft workshops, a film and a virtual escape room.
The organisation has three trained mental health first aiders and all employees have access to the meditation and mindfulness Headspace app. Staff are encouraged to speak with their line managers regularly and let them know of any problems working from home.
The organisation has used thermal imaging equipment on its buildings to pinpoint areas of heat lost to maximise the efficiency of any improvement works. Eco-friendly initiatives range from a beehives project to using only fair-trade or rainforest alliance certified coffee and it has switched to reusable glass milk bottles.
Since its launch three years ago more than 1,300 employees have been through the company's Aspire development programme, which won ‘People Development Programme of the Year' at the Learning Awards in February. Over 950 of those participants have been promoted into the role they wanted.
Employees can nominate staff for a monetary award for “brilliant work” through the employee recognition scheme, ‘Just to Say'. The most exceptional examples are recognised at the annual Consumer Live event, which last year involved 18 livestreams, 68 awards, and was broadcast on BT Sport and hosted by Tess Daly and Rylan Clark-Neal.
The recently launched plastic reduction programme called ‘Get Drastic on Plastic' has set a goal that by 2025, all plastic packaging will be reusable, recyclable, or compostable. BT Consumer encourages customers to return their products so they can be recycled or refurbished.
The Senior Leadership Team pitched in to deliver PPE to offices and carers when required to alleviate pressure on branch teams. All branch bosses had daily calls from a member of the SLT at the start of the pandemic offering step-by-step support and guidance and these now take place weekly.
The Bright Care Training Academy has continued to run throughout the pandemic to develop employees, who all have a personal development plan. An in-house performance coach is available to help and support the mental and physical wellbeing of all employees.
Bright Care believes strong teams are formed by people who play together as well as work together so it actively encourages employees to plan social events together knowing that other teams within the organisation will cover this time out for them.
Responding to the Black Lives Matter campaign Bravissimo create digital listening groups to hear personal accounts of discrimination experienced by employees and has launched a Diversity & Inclusion committee to ensure it is more representative in all it does from its marketing and models, product range, recruitment and team diversity.
Christmas hampers were to every employee to thank them for support and efforts over the past year and retail and customer service teams held a range of events from quiz nights to dress-up & exercise classes to keep teams motivated and positive.
Over the last year Bravissimo's warehouse has recycled 72 tonnes of bailed cardboard, 17.3 tonnes of polythene, and 16.4 tonnes of tissue paper. The Product team have donated leftover textiles in an initiative that has meant local schools have been able to use the materials for Art lessons.
The senior leadership team communicates with staff through company-wide meetings every quarter, which involve Q&A sessions where staff can choose to be anonymous. They spoke one-to-one to every employee at the start of the pandemic and set up weekly management calls to ensure the flow of information through the business.
When senior managers noticed that some staff were struggling with home working and isolation during the lockdowns, they set up a virtual social calendar which had events, challenges and drop-in sessions. On the agenda were coffee catch-ups, photo competitions, virtual bingo and virtual escape room.
Every Monday, on all social media channels, a ‘Meet The Team' campaign showcases one employee, who explains what their role is and shares some of their home life. The aim is to show that behind ‘Making Technology Human' is a human being.
The results from staff surveys have been shared with employees and in 2020 the company tackled feedback about hiccups in communication by ensuring that all staff members can raise issues directly with the leadership team.
Before Covid-19 restrictions, staff enjoyed getting together out of work for karting and white-water rafting. Although social events were forced online during 2020, team members have stayed on their toes by competing in fitness events, and relaxed by sharing virtual Friday afternoon drinks.
Boss has worked with Streamz, a London youth charity, for three years and its employees contribute to the cause not only through donations but by helping young people develop their CVs and advising them on how to interview well. The company is also the main sponsor for Hartley Wintney Football Club in Hampshire.
A mini MBA programme is a bespoke training scheme, created with London Business School, in which 20-25 future leaders take a two-week residential course to develop their leadership style and understand their future role in the agency, in terms of building internal and external relationships and acquiring enhanced management skills.
The agency has launched a BBH Parent Network, an advice site with its own interactive feed for working parents to connect and share tips and advice based on their own experiences of working from home. BBH Satellite was launched to connect colleagues living in the same area for non-work-related chats.
With many new recruits joining remotely, the People Team created a Virtual Onboarding Programme to help new employees to settle in their new roles despite not physically meeting their line manager or future colleagues. They were also paired with BBH ‘buddies' to assist their integration.
Leaders became reliant on video calls during the pandemic, but made sure to not just chat or write emails to employees, but to engage in weekly socials, consistent team meetings and quick calls to discuss an issue or concern. The company believes in the lead-by-example approach.
Bark offers secondments to all its departments. The aim is to make sure there is a smooth transition from one role to another and that everyone is happy with the transition. A variety of internal or external training is available to encourage staff to increase their skills.
Weekly one-to-ones take place with all employees and there are also weekly team-building events, along with six-week and quarterly town hall meetings, which have been moved online. There are also online socials.
Nine homes are ranked “outstanding” by the Care Quality Commission and Barchester has been placed in the Top 20 Large Care Home Groups on carehome.co.uk for four consecutive years. In-house Barchester Care Awards recognise excellenct performance in teams across the company's 236 homes and six mental health hospitals.
With training crucial to safe operations, training specialists were instructed on Zoom and Kahoot to use whiteboards, breakout rooms and polls to keep their courses intact online. An Advanced Carer programme was adopted with 400 people accessing training, including giving medication, in case of a qualified nurse shortage.
Employees share in the commercial success of their care home/hospital through an annual profit share scheme. A Rewarding Excellence scheme financially recognises the contribution of every employee in receiving a good or excellent regulatory rating. More than 1,000 key nursing staff had their NMC membership fee paid.
During the pandemic, the chief executive Maria Mills and director of care Jade Vallance worked many shifts in residential service and used video calls to ask teams about how best they could be supported. Employees' contributions were recognised by Maria Mills delivering hampers by hand to each service. Gift vouchers were sent to all staff.
During the pandemic, the staff newsletter and awards scheme moved from monthly to fortnightly. The executive team also organised celebrations to mark events such as VE Day, Easter, Christmas, Eid and LGBT+ month. The team has also contributed to fun events such as quizzes, dance competitions and lip-sync challenges.
During the pandemic, more than £300,000 was reinvested in the community. Money went to the Surrey People's Group, which enabled those with learning disabilities to support each other; technology to help service users connect with friends and families; and sensory and communication equipment to help manage anxiety and challenging behaviours.
The chief executive holds virtual All Company Update meetings twice a month to stay in touch with team members across 1E's locations around the world. All managers have been encouraged to increase their interactions with colleagues and hold more frequent team meetings using video.
A new company event called Lightning Speed was accompanied by a gift box for each employee, including a 1E hoodie and socks and a chilli plant kit. The event included a motivational speaker, employee awards and presentations on company strategy. It was so successful it will now be held annually.
The company has made it a priority to encourage staff to take breaks, and blocks out time in all employee calendars to reinforce the point. Health and wellbeing workshops, run by external providers, are given. Flexible working is available for all employees.
After lockdown started, the managing partners divided a list of staff names between them and did weekly check-ins. It was an opportunity for employees to take a little time out and talk about whatever was on their mind – anything from the latest advertising trends to Strictly Come Dancing.
Christmas parties are a big thing at S3, and the pandemic didn't stop the fun. Staff were given vouchers to buy drinks and snacks for the online party, which included a magician. A thank you gift was added to their December pay packet, recognising their efforts during a tough year.
After lockdown started, S3 took over a billboard space in Cardiff for month for its #CelebratingCreativity campaign. The billboard carried a series of ads, designed by agency staff, thanking people for the creative ways they were responding to Covid-19. Public nominations for the ads included whole streets doing sing-a-longs.
To give employee an engagement a boost during lockdown staff created videos of themselves covering the famous Beatles song Here Comes the Sun and competed in a virtual Olympics. When the videos were premiered Prestige sent everyone popcorn to enjoy as they watched them.
Staff have a well-equipped breakout room to unwind in, complete with a newly stocked games console, ping pong table, air hockey and an arcade games machine. At the weekly online quiz a name was picked at random from a hat to decide who would be quizmaster next, a tradition that Prestige has kept.
For every pound of weight that employees lost during an eight-week fitness programme this year, Prestige Telecom donated £5 to charity. Senior managers and directors also took part in a ration challenge, in which they ate the same food a Syrian refugee is allocated, to help Concern Worldwide raise over £1.5m.
Having a mechanism for employees to anonymously ask questions and for every question to be answered during its townhall meeting reflects Hamlyn Williams' principle of transparency. Employees are also regularly encouraged to share their feedback and concerns through their managers and speaking to the human resources team.
The pandemic has brought the UK team closer together with employees reaching out to colleagues who they wouldn't usually spend time with, exchanging messages and best practice. Video calls have also helped building global relationships and camaraderie through sharing good news stories and introducing new starters.
Hamlyn Williams rewards staff with benefits including medical, dental and vision insurance, free vacation between Christmas & New Year, a 40 hour working week which finishes at 3:30pm on Fridays as well as an in-house training programme and clear promotion targets.
The first company-wide virtual learning summit was such a hit it that senior leaders kicked off a whole month of learning, bug hunting and phishing for National Cybersecurity Awareness Month. Employees could learn something new and show off their skills in a challenge – and won swag for participating.
To strengthen team bonds while working remotely, Auth0 has tried out new ways for people to interact to beat isolation. One successful aid used by employees has been Donut, a Slack tool randomly connecting three people for a meeting to get to know each other.
Employees at Auth0 have the option of donating money or volunteer hours to causes close to their heart. Throughout the pandemic, when so many people in the community were struggling, Auth0 gave its software product free to organisations on the front line fighting the effects of the coronavirus.
Senior managers use Facetime to call and talk to individual employees, especially those in thee vulnerable category, to check in with them. The feedback was that the calls were enjoyed by staff and a good way to get to know managers better.
Every individual goes through People Performance Management and measured on how they go about their job and what they do. They are graded against Development Needed, Achieving Standards and Exceeding Expectations and their salary and benefits package is linked. Development Needed grades are given a personal development plan.
Teamwork is important to First Contact and staff are encouraged to take part in charitable ventures, including supporting St George's Crypt, which offers help to homeless people, Westways Open Arms, drop in facilities for those in need, and a beach clean-up near Scarborough.
XLN have found that Shadowing is the most effective form of support. Their team always feedback that learning by directly following someone with experience in a higher grade role gives them the confidence to step up. It offers the knowledge and clarity of what is expected. It's the simplest way to find out what good looks like and also identify potential areas where they can make improvements to the way the roles are managed.
XLN have found that Shadowing is the most effective form of support. Their team always feedback that learning by directly following someone with experience in a higher grade role gives them the confidence to step up. It offers the knowledge and clarity of what is expected. It's the simplest way to find out what good looks like and also identify potential areas where they can make improvements to the way the roles are managed.
XLN prides itself on “promoting within” and as an organisation that can only be achieved by constant employee development. If any employee requests any training, whether specific to their role or not, they will always say yes. They believe if an employee wants to better themselves, then they should do everything possible to retain that ambition within the business and offering unlimited training resource is key to that.
They offer a highly competitive commission scheme to their sales employees, and a generous bonus scheme for their non-sales employees as well as competitive salary packages. In addition to this, they run incentives such as holidays, most recently their incentive winners went to Cape Town and their next incentive trip will be to Rio, and anyone in the business whether they are in sales or support can qualify for the trip.
The Trainee Recruitment Programme is aimed at those with no or little recruitment experience and consists of 6 different workshops which cover the whole of the recruitment lifecycle. They recently had their ‘Festival of Training', the biggest single training event in the history of the company. The programme was covered in a three day event, with delivery from 10 of their managers and Senior Consultants sharing best practice.
The Trainee Recruitment Programme is aimed at those with no or little recruitment experience and consists of 6 different workshops which cover the whole of the recruitment lifecycle. They recently had their ‘Festival of Training', the biggest single training event in the history of the company. The programme was covered in a three day event, with delivery from 10 of their managers and Senior Consultants sharing best practice.
For the past few years, amongst a number of other initiatives, they have a Winch team that cycles all the way from London to Monaco - a gruelling 900 km, 8 days, 4 countries all in aid of raising valuable funds to save the oceans. They managed to raise an amazing £80,731.46 for Blue Marine!
Nurturing creativity and encouraging cross fertilisation of skills are highly important for Winch. Over the last year alone, their 14 strong, Interiors Design team travelled abroad to experience first hand the art of glass blowing.
For the past few years, amongst a number of other initiatives, they have a Winch team that cycles all the way from London to Monaco - a gruelling 900 km, 8 days, 4 countries all in aid of raising valuable funds to save the oceans. They managed to raise an amazing £80,731.46 for Blue Marine!
They have recently implemented various practices to improve the wellbeing of their staff. They hosted a 'Dogs at Work' day, which resulted in employees being in a happier and more relaxed while at work. It created a fun, but calming atmosphere which resulted in very positive feedback from their employees.
All new starters at the company go through a four week induction process called ‘Boot Camp'. This has been developed over time to include the most relevant and critical information in order to get new staff members to a level where they can join their team with enough knowledge to get started.
They have recently implemented various practices to improve the wellbeing of their staff. They hosted a 'Dogs at Work' day, which resulted in employees being in a happier and more relaxed while at work. It created a fun, but calming atmosphere which resulted in very positive feedback from their employees.
As a Premier League football club they have a relatively unique position in that they have staff and players from all around the world. One of example of how they utilise this diversity is to use their Academy players to help recruit coaches. Additionally, this diversity provides representative selection panels to aid their selection and recruitment.
The Club fully funds all apprenticeship qualifications at all levels for anyone who wishes to do one right up to MBA level. They provide modern language (currently Spanish and Italian lessons) for staff– giving the opportunity to learn a new language is advantageous for both personal and professional development.
Mentoring is actively encouraged within the Club at all levels. All staff receive the opportunity to be mentored by someone more senior in the organisation. The best example of this is that the Vice Chairman has employees that she personally mentors. In a recently launched initiative every employee has the opportunity to shadow other key staff members across departments.
They held their annual Summer event for all of their staff at Stubbers, which 110 members of their team attended. Stubbers is an adventure facility which provides individuals with the opportunity to have fun and interact with others. Throughout the day, everyone participated in group activities, which gave their staff the chance to build relationships with each other outside of the office.
They held their annual Summer event for all of their staff at Stubbers, which 110 members of their team attended. Stubbers is an adventure facility which provides individuals with the opportunity to have fun and interact with others. Throughout the day, everyone participated in group activities, which gave their staff the chance to build relationships with each other outside of the office.
They are committed to further developing their people and it is a requirement for all their property management team to complete IOSH Managing Safely. They have also introduced the ‘Leading with Safety' update, a weekly circular aimed at educating their team about important health and safety updates and the Safety Management System.
Walnut invest in training in several ways, including MRS (Market Research Society) paid courses, external training courses (Discovery Insights, Line Management, Presentation Skills, Mental Health First aiders, Wellbeing at Work etc), coaching, conferences and webinars amongst other things.
In the months leading up to the value awards, team members are encouraged to nominate their peers and provide reasons as to why they think these people qualify for the award. Their 'Values committee', a team within the business charged with ensuring values are upheld and accurately reflect the needs of the business, culture that they strive to create, review the submissions and narrow down contenders.
In the months leading up to the value awards, team members are encouraged to nominate their peers and provide reasons as to why they think these people qualify for the award. Their 'Values committee', a team within the business charged with ensuring values are upheld and accurately reflect the needs of the business, culture that they strive to create, review the submissions and narrow down contenders.
The Managing Partner presents to all employees on the Firm's mission and core values. They run a series of presentations so that all members of the team can attend.
Career Conversations are lead by the Learning and Development Manager with all Solicitors to ensure continuous growth.
Career Conversations are lead by the Learning and Development Manager with all Solicitors to ensure continuous growth.
VioVet leaders don't have offices and choose to sit amongst the employees. They are very open to feedback and encourage people to have open and honest conversations with them.
VioVet reward Warehouse Operatives based on an efficiency measurement. They measure this based on multiple different factors in their role, and the overall score is marked 0-10. For anyone who scores 8 or more over the month, they receive 10% of their basic monthly salary as a bonus.
VioVet reward Warehouse Operatives based on an efficiency measurement. They measure this based on multiple different factors in their role, and the overall score is marked 0-10. For anyone who scores 8 or more over the month, they receive 10% of their basic monthly salary as a bonus.
The business measures the performance of its managers through monthly 121s. Employee retention and wellbeing are prioritised in the same way business performance measures at regular management meetings.
Employees are rewarded for their efforts in a number of ways at Autorama. These rewards include performance related pay and profit related pay.
Employees are rewarded for their efforts in a number of ways at Autorama. These rewards include performance related pay and profit related pay.
Manager performance is measured in monthly one to ones. Full year objectives are set in July/ August each year, this is reported back to HR Committee and trustee board.
Employees are rewarded for their continued efforts with a number of benefits, including: staff discounts, loans, and an employee assistance programme.
Manager performance is measured in monthly one to ones. Full year objectives are set in July/ August each year, this is reported back to HR Committee and trustee board.
Through their exclusive induction academy, all new colleagues start their time at TrustFord with a residential stay at a hotel in the heart of the Northamptonshire countryside, where they learn all about the business and their purpose, principles and ambition.
Through their exclusive induction academy, all new colleagues start their time at TrustFord with a residential stay at a hotel in the heart of the Northamptonshire countryside, where they learn all about the business and their purpose, principles and ambition.
Through their exclusive induction academy, all new colleagues start their time at TrustFord with a residential stay at a hotel in the heart of the Northamptonshire countryside, where they learn all about the business and their purpose, principles and ambition.
The CEO sits with the London team in the open space office, employees are encouraged to engage with them whenever they feel is necessary.
The organisation reward employees for their efforts in a number of different ways, including free breakfast, where they provide each of their teams with fresh fruit, cereal and toast to set them up for the day.
The organisation reward employees for their efforts in a number of different ways, including free breakfast, where they provide each of their teams with fresh fruit, cereal and toast to set them up for the day.
Top Banana take internal communication really seriously and try to practice what they preach. They use multiple channels, processes and communication channels to keep maintain and improve team interaction and communication.
There are multiple processes in place to measure the performance of managers throughout the year. As the beginning of each financial year, a management specific KPI is set to measure all line managers skills and behaviours.
Top Banana take internal communication really seriously and try to practice what they preach. They use multiple channels, processes and communication channels to keep maintain and improve team interaction and communication.
ThirdWay support employee development by providing optional coaching sessions. They currently have a personal and professional coach, a business executive coach and a sales coach all to help and support individuals who work in different areas of the business.
On site, ThirdWay are working hard to be as sustainable as possible and recycle all rigid plastics through their waste management company.
Employees at ThirdWay are offered free dental insurance, flexible benefits, free life insurance and free travel insurance.
The Specialist Works hold two strategy days a year in the UK, one at the beginning of the year in January and one mid-way, in the summer. Everyone in the business is invited to attend and all internationals are flown across the globe to be a part of the day.
The Specialist Works have created a career plan and promotional goals up to management level. Regular reviews,alongside learning and personal development plans means they promote individuals when they achieve their goals.
The Specialist Works hold two strategy days a year in the UK, one at the beginning of the year in January and one mid-way, in the summer. Everyone in the business is invited to attend and all internationals are flown across the globe to be a part of the day.
The Trust run daily team meetings in their properties, two weekly meetings across other departments, weekly leadership team meetings, quarterly full management meetings and twice yearly full staff and volunteer briefing sessions.
Four times a year The Trust run full induction sessions which include an introduction to The Trust, H&S and fire awareness training, an opportunity to meet members of the Leadership Team, view a video from the Chairman and see The Trust videos.
The Trust run daily team meetings in their properties, two weekly meetings across other departments, weekly leadership team meetings, quarterly full management meetings and twice yearly full staff and volunteer briefing sessions.
For new parents, The Rum Kitchen ensure to keep them up to date with the latest goings on within the business.
For new parents, The Rum Kitchen ensure to keep them up to date with the latest goings on within the business.
For new parents, The Rum Kitchen ensure to keep them up to date with the latest goings on within the business.
All employees receive extensive on the job training: they have buddies in the wider team, day to day support, an assigned mentor from week 2 and they also hold events to integrate them into their way of working.
Their head office is a learning centre in itself where all clients, suppliers and employees alike are encouraged to develop, use and help each other out.
Sabbaticals are offered to those who have completed 5 year's service and holidays are unlimited for their consultants.
The Furniture Practice foster an open and honest environment and encourage staff to learn from each other. This is reflected in fortnightly company meetings where all members of staff are encouraged to contribute and present. They acknowledge achievements, discuss lessons learned and share notable projects and events, this is then followed by socialising at their in-house bar.
Every person who is recruited into the business meets with at least one of the directors to ensure that there is an emotional fit as well as a business fit. Senior management will include junior members of staff in the recruitment process as their perspective is important.
Every person who is recruited into the business meets with at least one of the directors to ensure that there is an emotional fit as well as a business fit. Senior management will include junior members of staff in the recruitment process as their perspective is important.
Managers receive regular 1-2-1's to ensure they are on track with tasks and actions.
Managers receive regular 1-2-1's to ensure they are on track with tasks and actions.
Managers receive regular 1-2-1's to ensure they are on track with tasks and actions.
Transparency is key for the leaders, which is why they have an open door policy for everyone to feel comfortable to speak and engage with them, nothing is too big or too small to share.
Each client team get together every Monday to discuss what they have been up to, sharing coverage and what is coming up. They also encourage and facilitate each level across the company to meet up every few months to get to know each other and chat with their peers.
All members of the business participate in summer and winter appraisals. Managers are evaluated on their team's performance, wellbeing, and happiness, new business wins, adherence to budgets, and successful client relationships alongside their overall personal performance and contribution to the company culture.
Environmental practices including: a cycle to work scheme; encouraging greater use of video-conferencing; carbon offsetting; and encouraging working from home are in place at CIPS.
Environmental practices including: a cycle to work scheme; encouraging greater use of video-conferencing; carbon offsetting; and encouraging working from home are in place at CIPS.
Each year departments nominate one individual from their team who has worked particularly hard, rewarding them with a place at the annual CIPS SM awards ceremony in September, providing an opportunity to get to know each other.
The Alchemist Provide employees with e-learning, external coaching, financial support for work related qualifications, job shadowing and paid time off for study.
The Alchemist has a clear policy of taking steps to 'belong' and contribute to its local area, with a programme of outreach to local groups ranging from good causes to the business community.
The Alchemist has a clear policy of taking steps to 'belong' and contribute to its local area, with a programme of outreach to local groups ranging from good causes to the business community.
The Board undertakes a detailed analysis of every employees efforts annually as part of their review process, and all those employees who have performed above expectations are financially rewarded. When the company has performed sufficiently well bonuses are additionally rewarded to all employees.
Directors work in close proximity with their teams and monitor workloads via a weekly resource schedule and pinpoint immediately any staff who might be experiencing heavy workloads.
Terence O'Rourke run a structured induction with specific tasks to be completed by the new starter, their 'buddy' and other staff in the office.
The People & Culture Forum is held once per quarter with a number of employee representatives from across the business in attendance. The forum acts as a two-way communication group, ensuring that there is a communication link between the Board and the rest of the business. Updates are fed in either direction as necessary, whether it's concerns, suggestions or improvements.
The People & Culture Forum is held once per quarter with a number of employee representatives from across the business in attendance. The forum acts as a two-way communication group, ensuring that there is a communication link between the Board and the rest of the business. Updates are fed in either direction as necessary, whether it's concerns, suggestions or improvements.
The People & Culture Forum is held once per quarter with a number of employee representatives from across the business in attendance. The forum acts as a two-way communication group, ensuring that there is a communication link between the Board and the rest of the business. Updates are fed in either direction as necessary, whether it's concerns, suggestions or improvements.
Directors regularly attend the monthly staff forum to hear feedback from a grassroots level and support the team in making changes.
Each month Sykes hold a company-wide floor brief - lead by the CEO. They hold two over the day to make sure they maximise the number of people who can attend, and they also film it and share the video on their communication platform.
Directors regularly attend the monthly staff forum to hear feedback from a grassroots level and support the team in making changes.
Employees are offered an array of benefits, including; an employee assistance programme; performance related pay; staff discounts; and free private healthcare.
Swan is continually reviewing alternative technologies which can be used on new build sites which conform with policy and ensure an efficient and sustainable agenda.
Swan is continually reviewing alternative technologies which can be used on new build sites which conform with policy and ensure an efficient and sustainable agenda.
Stickyeyes are passionate about supporting staff using a person centred approach, and finding suitable learning and career opportunities for all. All employees have monthly 1-2-1's where they can discuss their career and development plans with their line manager.
Department heads are offered mentoring and 1-2-1's from the Executive Team. They also use tools such as insights to support their Senior Team in working more closely together and understanding themselves further as managers.
Stickyeyes offer monthly massages to all staff and have introduced flexible working and holiday trading to give the team more control over their working hours and patterns.
Team Leaders and the Quality team listen to sales calls made by employees, which take place every day, to measure them against a specific set of criteria to ensure their performance is consistent and therefore continually improving.
StepChange offer specific training for progressing in other areas within the business, for example becoming a Team Leader. The 6 week course is available to anyone within the organisation. Every single one of their Team Leaders have progressed internally, making this course even more appealing.
StepChange offer specific training for progressing in other areas within the business, for example becoming a Team Leader. The 6 week course is available to anyone within the organisation. Every single one of their Team Leaders have progressed internally, making this course even more appealing.
Stay Original Co run an Employee of the Month scheme. Managers from each site can nominate an employee for great service and going above and beyond what is expected. The successful individual is awarded £100.
Stay Original Co run an Employee of the Month scheme. Managers from each site can nominate an employee for great service and going above and beyond what is expected. The successful individual is awarded £100.
Stay Original Co have introduced a Stress Policy with training for all managers to ensure that if they do come across any individual showing signs of stress then they are equipped to help them.
All teams have regular 1-2-1's with their line managers and have weekly team meetings where they discuss work strategies for the coming week.
Specialist Motor Finance engage with an external company who specialise in team building and management development. Consultations have led to the creation of the current performance management regime and through that all staff have developed a thorough set of objectives.
Specialist Motor Finance have made working from home available to most staff, this has assisted with mental wellbeing for those who have long commutes to work and gives fairer work- life balance.
On an employees first day, the manager will use the day to familiarise the new employee with their role, their team and wider colleagues and the environment. They train all managers on how to conduct a successful induction as they understand the importance of creating the right atmosphere for a new starter straight away.
Environmental practices such as a cycle to work scheme, discouraging business travel, energy efficient IT and green energy purchasing are in place at SMT.
SMT offer generous overtime rates which pay 1.5 times or 2 times of the employees basic rate, dependent on time worked.
The firm has introduced the Medicash scheme which is available to all employees from their date of joining the firm. This scheme gives access to counselling services which can be used for any issue that is affecting an employee whether work related or not.
The firm has introduced the Medicash scheme which is available to all employees from their date of joining the firm. This scheme gives access to counselling services which can be used for any issue that is affecting an employee whether work related or not.
The firm has introduced the Medicash scheme which is available to all employees from their date of joining the firm. This scheme gives access to counselling services which can be used for any issue that is affecting an employee whether work related or not.
Before officially starting, new employees are invited in for 30 minutes to meet the team, speak with their manager and set expectations before their first day.
The organisation hold quarterly Lunch Clubs for up to 12 employees from across the business who go the extra mile in some respect or win an incentive. They generally get to have a say in what their outing entails; they always finish at lunch time on a nominated Friday.
Before officially starting, new employees are invited in for 30 minutes to meet the team, speak with their manager and set expectations before their first day.
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.
Leaders actively participate, connect and communicate with team members on their digital communications platform, 'Yammer'. The executive team regularly share updates, comment on and like team member posts, bringing the business closer together.
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.
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 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 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.
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.
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.
Their Objective Manager platform visibly aligns everyone's individual business and personal development objectives to the firm wide strategy and department business plans.
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.
RCP have a 12 month, modular leadership and management programme called 'World Class Manager' which is run by Global Growth Institute. Its aim is to develop core leadership skills through short, quick and bite size modules, which managers can undertake flexibly.
Employees can usually slide their shift and/or work from home, they find that sometimes these options can alleviate stress.
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.
Resourcing group actively promotes flexible working, enabling employees to have an appropriate work-life balance.
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.
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.
Benefits for employees at Red Kite include: an Employee Assistance Programme; Flexible benefits; Staff discounts; and Free life insurance.
Benefits for employees at Red Kite include: an Employee Assistance Programme; Flexible benefits; Staff discounts; and Free life insurance.
Offices have motion sensitive lighting so that they can save energy and lower their carbon footprint. Solar panels are fitted to the roof of the building and have removed desk bins to implement recycling bins across the office.
Red and Blue make sure all staff receive a break with a meal and the managers are aware of any signs to look out for if a member of staff are struggling.
Handover books are used as staff don't always work together on the same shifts and may not see each other for a number of days, so can communicate anything in here for the team on the next day.
Red and Blue make sure all staff receive a break with a meal and the managers are aware of any signs to look out for if a member of staff are struggling.
Randstad do not operate formal annual appraisals, having replaced these with "Great Conversations" in 2018. This ensures all conversations are Meaningful, Aspirational and Progress-focused (MAP goals), which runs through not only review meetings, but all other meetings and career conversations, including kick-off meetings, team time, wrap ups and one to ones.
Randstad firmly believe that they offer best in class learning and development to all employees at all levels and roles, and emphasise the importance of a learning culture.
Randstad firmly believe that they offer best in class learning and development to all employees at all levels and roles, and emphasise the importance of a learning culture.
Pukka is a certified carbon neutral company. They annually measure their operational carbon footprint and data is audited by Carbonfootprint.com.
'Pukka Friends', who are trained Mental Health First Aiders, are available to all Pukka people for a chat or to share concerns and worries. Pukka Friends are able to listen compassionately, help guide to support and often run initiatives to raise awareness of mental health issues.
'Pukka Friends', who are trained Mental Health First Aiders, are available to all Pukka people for a chat or to share concerns and worries. Pukka Friends are able to listen compassionately, help guide to support and often run initiatives to raise awareness of mental health issues.
In 2019 Portico launched monthly wellbeing initiatives, and have engaged with three expert trainers to support body and mind.
Employees continue to drive their L&D agenda with breakfast sessions each quarter to understand from their Managers what is important to them and areas of focus. Their training calendar is created quarterly to ensure they are creating programmes that are adding value to their people.
An array of benefits are available to employees at Portico, including: Performance related pay, Profit related pay, Free life insurance, Free private healthcare and an Employee Assistance Programme.
There are a number of ad-hoc bonus and incentives in place across all departments, including a £50 a month bonus for consistently arriving at work on time.
All PHMG new starters take part in an induction course, which lasts a week for sales staff, and two days for staff from other departments. This gives them an overview to the company as a whole, illustrating how their role works within the wider business, and introducing them to all the managers of the relevant departments.
PHMG places a high value on team interaction, and provides a number of working and social initiatives to encourage this. Departmentally, meetings are held on a regular basis, and teams regularly socialise with team incentive outings, top-performers events and a host of other ad-hoc social events.
An electric vehicle plug in point has been installed at head quarters to encourage usage of electric or hybrid vehicles.
The CEO conducts monthly all staff meetings, has an open door policy for any employee that wishes to speak with them, and makes themselves highly visible to staff by frequenting the staff room and walking around the office.
The CEO conducts monthly all staff meetings, has an open door policy for any employee that wishes to speak with them, and makes themselves highly visible to staff by frequenting the staff room and walking around the office.
As well as weekly coaching and monthly 1-2-1's, Pelican hold weekly team huddles. This is an opportunity for the team to get together to hear essential updates, share best practice, and celebrate success with the Wow award.
As well as weekly coaching and monthly 1-2-1's, Pelican hold weekly team huddles. This is an opportunity for the team to get together to hear essential updates, share best practice, and celebrate success with the Wow award.
Their Health and Wellbeing team are committed to providing initiatives to support mental wellbeing and their 'Healthy Conversations' initiative has helped lift the taboo on reaching out for support.
Paymentsense have a Beyond Ordinary Award, whereby employees nominate others based on demonstrating values and going above and beyond. Each month the winner is chosen and announced in our People Newsletter and receives an Amazon Voucher in recognition.
Before anyone starts, Paymentsense ensure they are sent all required information, managers reach out with extra information and they also pop a goody bag in the post for them with the organisations brand book.
Before anyone starts, Paymentsense ensure they are sent all required information, managers reach out with extra information and they also pop a goody bag in the post for them with the organisations brand book.
The senior management team meet once a week in the run up to and during peak season (April to September), and once every 2 weeks rest of the year, to discuss and review all areas of the business.
The senior management team meet once a week in the run up to and during peak season (April to September), and once every 2 weeks rest of the year, to discuss and review all areas of the business.
The senior management team meet once a week in the run up to and during peak season (April to September), and once every 2 weeks rest of the year, to discuss and review all areas of the business.
The Stars in Orbit scheme is an online portal accessible via intranet pages and mobile devices that enables people to send e-cards recognising outstanding work, positive actions, exceptional behaviours and going above and beyond in line with their values.
The Stars in Orbit scheme is an online portal accessible via intranet pages and mobile devices that enables people to send e-cards recognising outstanding work, positive actions, exceptional behaviours and going above and beyond in line with their values.
The Stars in Orbit scheme is an online portal accessible via intranet pages and mobile devices that enables people to send e-cards recognising outstanding work, positive actions, exceptional behaviours and going above and beyond in line with their values.
Employees can choose one course per quarter from the Personal Development scheme. These courses can range from Mental Health First Aid, learning a language, courses to Build your Resilience, be a More Productive You, Yoga, Mindfulness and Meditation.
Employees can choose one course per quarter from the Personal Development scheme. These courses can range from Mental Health First Aid, learning a language, courses to Build your Resilience, be a More Productive You, Yoga, Mindfulness and Meditation.
Opus have a monthly newsletter within which they have a section named 'Lets talk Opus'. This gives employees the opportunity to anonymously put forward any questions, challenge anything or discuss topics they deem important.
O'Neill & Brennan give new employees a welcome box which is delivered to their desk in time for their first day. The welcome box contains a branded notebook, coffee cup, water bottle, USB, pen, company handbook and welcome postcard.
On a day to day basis, the owners who are based at their head office make an effort to walk around the office and say hello to people, often stopping to have conversations to find out how things are at work and in their personal lives.
On a day to day basis, the owners who are based at their head office make an effort to walk around the office and say hello to people, often stopping to have conversations to find out how things are at work and in their personal lives.
The organisation has developed a flexible approach to how they reward individuals across Oakleaf. Each fee earner in the business has a tailored made bonus and commission scheme which is built around the individual's desk and the market they recruit in.
The CEO and COO continue to take an active role in the interview process and induction of all new staff and sit within the broader teams on the sales floor.
The organisation has developed a flexible approach to how they reward individuals across Oakleaf. Each fee earner in the business has a tailored made bonus and commission scheme which is built around the individual's desk and the market they recruit in.
Newhall have their own holistic room complete with a therapist's treatment table. A beauty/health therapist who offers a wide range of treatments from manicures, facials and haircuts to massages, visits on a regular basis - employees just contact her when they want her to visit.
Newhall have competitions for employees that allows for their Call Centre Agents to win points for sales on a monthly basis, with winners receiving surprise presents.
Newhall encourage all staff to be proactive in improving their own environmental performance by using the paper and cardboard recycling stations provided in each office and using the mugs and glasses provided to everyone rather than disposable items.
NWTC champion an innovative employee engagement project called TRIBES. The TRIBES initiative is in place to unify team members across different departments and venues around the country, allowing for a strong sense of community to evolve across the estate.
With many development programs in place, one of the more unique offerings is the Educational Subsidies benefit. Through this benefit, they will pay for employees to do courses such as MBSR (Mindfulness-based stress reduction) and have even paid for a horticultural course.
NWTC offer incentives throughout the year to all teams. Anyone who gets mentioned on TripAdvisor will get a free bottle of wine. They have also ran spend per head incentives where the person in site with the highest spend per head each week will receive a £50 voucher.
NCFE have launched a High Potential Development programme in partnership with an external provider. Candidates have been identified through the end of year succession planning process. The programme includes workshops, 1:1 coaching, small group coaching and completion of a strategic organisation wide project.
NCFE have launched a High Potential Development programme in partnership with an external provider. Candidates have been identified through the end of year succession planning process. The programme includes workshops, 1:1 coaching, small group coaching and completion of a strategic organisation wide project.
NCFE provide employees with free qualifications with Learning Curve Group up to Level 2, which is also available to friends and families of NCFE employees.
The leader undertakes regular restaurant visits which will include conversations with all members of the team regardless of seniority or role.
MOD Pizza use 'team banks' to provide funds towards team activities and events outside of work. Individuals and teams can earn credits towards their team banks through over-achievement.
The leader undertakes regular restaurant visits which will include conversations with all members of the team regardless of seniority or role.
As well as other events and away days, there is a Celebrating Success budget which allows teams to arrange their own events locally, such as boat trips and escape rooms.
The organisation pay for two annual professional subscriptions for all employees which allows them to access journals, materials, training courses and CPD events for free.
MLM recognise employees who go the extra mile to demonstrate MLM's Values and are outstanding role models through their Reward Scheme. One award is given alongside a celebration lunch and employees are gifted a voucher worth £1000 and a trophy.
Colt Car Company have a charity action group. This group enables all employees to choose a local charity for the company to support for a 12 month period. All monies raised is matched by the company.
Colt have created DRIVE (their values name) awards, and regularly share with all their people the great work / behaviours employees are being recognised for. They are working to get the values even more visible around the business and they are also creating a values tool to support recruitment and development.
All managers are trained in understanding where their team is at, and how to lead teams through all stages of development. They support team builds across the company and also have cross company teams, who work on particular areas such as wellbeing, charity and social activities.
Michelmores run a range of 'Inspireme' talks with people from outside of the profession to learn new ideas and get a different perspective on the challenges they face.
Everyone is given a day a year to volunteer for a local charity. Recent projects have included decorating a community centre, painting a school, beach cleans and serving Christmas Lunch on Christmas Day for Estuary League of Friends.
Michelmores run a range of 'Inspireme' talks with people from outside of the profession to learn new ideas and get a different perspective on the challenges they face.
The Theatre offer all new joiners a work Buddy to help them navigate the way they do things and give them general support as they adjust to working at Mayflower Theatre. The new joiner and their buddy are allocated time in work to meet for a coffee and in addition they are allocated two tickets to a show.
The Leadership Team are expected to be role models and the approach is more 'do as I do' as opposed to 'do as I say, not as I do'.
The Theatre offer all new joiners a work Buddy to help them navigate the way they do things and give them general support as they adjust to working at Mayflower Theatre. The new joiner and their buddy are allocated time in work to meet for a coffee and in addition they are allocated two tickets to a show.
Staff receive an annual bonus directly based on the organisation's profits. All employees receive an additional day's leave, A Trustee Day, which they can take during November or December.
Marwell provide on-site yoga and pilates, support a workplace choir, subsidise fresh food provision on site and give discounts at the adjoining hotel's wellness suite.
Marwell provide on-site yoga and pilates, support a workplace choir, subsidise fresh food provision on site and give discounts at the adjoining hotel's wellness suite.
Every hotel is encouraged to engage in local community activities as they believe that when they support communities outside of their own hotel doors, they make them stronger.
The President and Managing Director is a true believer that the cornerstone of the company is its people and retains a laser-like focus on building a strong culture that fosters innovation and embraces wellbeing.
The President and Managing Director is a true believer that the cornerstone of the company is its people and retains a laser-like focus on building a strong culture that fosters innovation and embraces wellbeing.
Manchester City Council has partnered with the Manchester College and Pure Innovations for 10 years in the provision of Supported Internships for young people with learning and physical disabilities and those with Mental ill health.
Manchester City Council has partnered with the Manchester College and Pure Innovations for 10 years in the provision of Supported Internships for young people with learning and physical disabilities and those with Mental ill health.
A coaching and mentoring approach has been piloted within the Council, which is aimed at enabling their people to develop their strengths and gain the support and feedback they need to achieve their career aspirations and positively contribute to their strategic vision for organisational change.
The Leadership team are key to ensuring that they uphold Values at every opportunity and ensure that these are embedded at every phase of their employee life cycle.
The CEO regularly holds a book group for those aspiring employees at Macs. This is an opportunity for the CEO to impart their knowledge of the industry and work experience and help mentor and knowledge share fresh ideas/ways of thinking with those members of the team at Macs who are keen to grow professionally and personally.
The Leadership team are key to ensuring that they uphold Values at every opportunity and ensure that these are embedded at every phase of their employee life cycle.
Loreburn utilises Protected Learning time which is dedicated paid time that they operate every 3rd week where staff can down tools and catch up on their learning and development.
Loreburn utilises Protected Learning time which is dedicated paid time that they operate every 3rd week where staff can down tools and catch up on their learning and development.
Loreburn utilises various engagement tools amongst its workforce to promote collaboration, interactions and communications.
The senior management team live and breathe the values and principles of Lookers. They frequently have open dialogue with team members, visit their dealerships and conduct 'walk-about tours' talking to team members, listening to ideas and taking feedback.
Lookers believe onboarding begins before new starters arrive for their first day and continues over several months into their new career. Engagement with new starters begins as they congratulate them on their new role and invite them to complete their essential e-learning before they arrive.
Lookers believe onboarding begins before new starters arrive for their first day and continues over several months into their new career. Engagement with new starters begins as they congratulate them on their new role and invite them to complete their essential e-learning before they arrive.
Bionic Group have five clear ways that they measure the effectiveness of their managers.
1) Driving Business Results. They have a balanced score card approach which is central to how they focus their efforts & measure their success. It enables them to pull together as one team and align to common goals. They hold operational dashboards to review performance against these KPIs.
2) Employee Engagement Surveys to measure team player motivation and engagement. Those leaders with engagement results lower than the company average have a high support from their people and culture team to support them on improving their results through focused action plans.
3) Turnover rates are measured on an annual and monthly basis and shared with their Exec Team and Investors. Working groups are created with a number of leaders if they see spikes in churn. Glassdoor reviews of job candidates and leavers is also monitored and reported monthly and assessed against turnover rates and exit interview data.
4) 360 Feedback is used for their talent programme. This enables their leaders to get feed-back from their manager, peers, team members and stakeholders. Each leader has a detailed feedback session from an experienced external coach to enable them to devise a Personal Development Plan.
5) Performance Management system. Their managers performance is measured by performance and potential. Every 4 months, every Exec leader presents the talent ratings for their overall teams which is calibrated across Bionic Group. This allows each Exec member to provide performance feedback of individuals to support their development.
Bionic Group have five clear ways that they measure the effectiveness of their managers.
1) Driving Business Results. They have a balanced score card approach which is central to how they focus their efforts & measure their success. It enables them to pull together as one team and align to common goals. They hold operational dashboards to review performance against these KPIs.
2) Employee Engagement Surveys to measure team player motivation and engagement. Those leaders with engagement results lower than the company average have a high support from their people and culture team to support them on improving their results through focused action plans.
3) Turnover rates are measured on an annual and monthly basis and shared with their Exec Team and Investors. Working groups are created with a number of leaders if they see spikes in churn. Glassdoor reviews of job candidates and leavers is also monitored and reported monthly and assessed against turnover rates and exit interview data.
4) 360 Feedback is used for their talent programme. This enables their leaders to get feed-back from their manager, peers, team members and stakeholders. Each leader has a detailed feedback session from an experienced external coach to enable them to devise a Personal Development Plan.
5) Performance Management system. Their managers performance is measured by performance and potential. Every 4 months, every Exec leader presents the talent ratings for their overall teams which is calibrated across Bionic Group. This allows each Exec member to provide performance feedback of individuals to support their development.
In the words of Aristotle, “We are what we repeatedly do. Excellence, then, is not an act, but a habit”. Their development is focused on developing expertise in the pursuit of getting better every day. This is a way of life in Bionic. They pride themselves on the fact that 58% of our leaders have been promoted internally.
A strong contributor to their success of leaders and teamwork, is their Year of the Coach and Year of the TL programme that's run internally by their leaders. This is a chance for team players to work towards a leadership role. In 2019, 35 players have attended the programs with 25% of these being promoted since. The YOTL attendees have bi-weekly workshops and in role training to enhance their leadership skills including how to forecast budgets and driving performance through others.
Their Team Leaders then deliver the YOTC programme, for those team players who have the desire to coach their colleagues and progress into leadership roles in the future. This involves learning how to lead a buzz session, inspiring and motivating the team and how to conduct quality 121s to get the best from their colleagues. Not only does this programme provide their aspiring leaders with the skills they need it also gives their TLs great experience in designing and delivering training courses. By the end of the training, their TL's and Coaches all have a detailed Personal Development Plan including the next step in their career and how they achieve this.
Lifetime have a comprehensive internal communications strategy over a wide selection of platforms to ensure that their largely remote team feel connected with the business and one another as much as possible.
Lifetime have a comprehensive internal communications strategy over a wide selection of platforms to ensure that their largely remote team feel connected with the business and one another as much as possible.
Lifetime have a comprehensive internal communications strategy over a wide selection of platforms to ensure that their largely remote team feel connected with the business and one another as much as possible.
Life Leisure hold bi-monthly meetings and workshops with external facilitators which help staff to develop their skills and learnings, helping them to develop both for their roles and most importantly for their own personal lives.
Life Leisure hold bi-monthly meetings and workshops with external facilitators which help staff to develop their skills and learnings, helping them to develop both for their roles and most importantly for their own personal lives.
Life Leisure work with local trusts to encourage those with learning difficulties, mental health issues or have come from deprived backgrounds to work for them, starting as a volunteer and then trying to find them paid work following this period.
Lakeland provide free bus services for colleagues at their HO sites, reducing the use of private vehicles and offer colleagues the opportunity to utilise the cycle to work scheme, encouraging green commuting and exercise.
Lakeland provide free bus services for colleagues at their HO sites, reducing the use of private vehicles and offer colleagues the opportunity to utilise the cycle to work scheme, encouraging green commuting and exercise.
Lakeland offer an employee assistance programme where employees can do wellbeing assessments and gain advice on physical health, mental heath as well as counselling if necessary and occupational health which is well used.
The John West offices promote recycling both at work and at home. Their House committee lead on these initiatives and have sent out communications in the past and clearly label all bins to ensure appropriate recycling is done.
The cheque book reward system means that team members are given 10 cheques each. Each cheque equates to a £5 voucher to spend at various retailers. John West encourage Crew to give cheques to their colleagues when they have supported them as a way to say thanks as well as recognising them for good work.
The John West offices promote recycling both at work and at home. Their House committee lead on these initiatives and have sent out communications in the past and clearly label all bins to ensure appropriate recycling is done.
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