Morning meetings, called ‘Boards', give everyone a clear view on the day ahead. Being fully integrated on Microsoft Teams allows for quick communication between teams. There are also frequent company-wide events, such as a table football tournament or Marlowopoly, a team event based in Marlow with a Monopoly theme.
Quarterly appraisals formalise regular one-to-one catch-ups throughout the agency and are very much employee-led: some prefer a formal written appraisal, while others prefer an informal approach. Adapting to these preferences makes for a much more productive appraisal.
Morning meetings, called ‘Boards', give everyone a clear view on the day ahead. Being fully integrated on Microsoft Teams allows for quick communication between teams. There are also frequent company-wide events, such as a table football tournament or Marlowopoly, a team event based in Marlow with a Monopoly theme.
Employees are provided with a wellbeing calendar where each month focuses on a topic from mental health to financial wellbeing. All of this is supported by the iWill portal which is a wellbeing resource center which enables employees to access many topics. Each topic is supported by a video, podcast and a series of fact sheets - so there's something for everyone.
Each employee has a paid day off per year in order to do charitable work for a company-nominated charity or a charity of their choice. Examples include sorting charitable donations of clothes, repairing donated bikes, donating Christmas gifts and clearing parkland.
Each employee has a paid day off per year in order to do charitable work for a company-nominated charity or a charity of their choice. Examples include sorting charitable donations of clothes, repairing donated bikes, donating Christmas gifts and clearing parkland.
Monthly wellbeing awareness posters are accompanied by robust absence management policies. All managers are encouraged to have regular team briefings and one-to-ones. The organisation is aiming to introduce a mental health awareness culture in 2019.
A very generous training and development budget enables Trinity House to explore the best ways for individuals to learn and enhance their skills for current roles and succession planning.
The organisation puts on social events during summer, in addition to Christmas team-building events.
Last year they ran team effectiveness training using MBTI workshops. The purpose is for teams to get a better understanding of their colleagues, which leads to better working relationships. They also host fortnightly onsite gatherings for drinks and an end of week catch up
They have 'Wellbeing Wednesdays' every week where they run a different wellbeing initiative. This could be anything from yoga, meditation to healthy snacks. In addition, employees have access to an assistance line, and CBT is covered by a free health plan.
They have 'Wellbeing Wednesdays' every week where they run a different wellbeing initiative. This could be anything from yoga, meditation to healthy snacks. In addition, employees have access to an assistance line, and CBT is covered by a free health plan.
The performance of all colleagues is assessed twice a year, with the expectation that staff also have a monthly one-to-one meeting with their line manager. All meetings are about improving performance and are part of a series of ongoing conversations throughout the year.
They hold a bi-annual conference attended by over 450 colleagues and a roll-out presentation is shared to those colleagues not able to attend. They also host company-funded BBQ's, inter-company football matches, Area Business Manager strategy meetings and team building events.
Many of their teams raise money for Macmillan through events including cake sales, sports endurance activities and quiz nights. They also support the Leicestershire Cares Scheme whereby several teams participate in projects such as painting community venues and clearing out the local river.
To ensure they're communicating effectively, Together's executive team attend monthly Colleague Communication Forums, present at ‘town halls', host Long Service Awards and lunch with new starters. They also host weekly executive lunches to engage with colleagues from across the business.
To ensure they're communicating effectively, Together's executive team attend monthly Colleague Communication Forums, present at ‘town halls', host Long Service Awards and lunch with new starters. They also host weekly executive lunches to engage with colleagues from across the business.
To ensure they're communicating effectively, Together's executive team attend monthly Colleague Communication Forums, present at ‘town halls', host Long Service Awards and lunch with new starters. They also host weekly executive lunches to engage with colleagues from across the business.
Chief Executive Tim has an open door policy, meeting new team members to share the TLG story. Staff pray every morning and the senior team conduct termly staff meetings and visit education centres once a year to engage with the work happening on the ground.
To engage employees in the need to focus on and grow the charity's diversity, they attended diversity training, which helped grow understanding and awareness across difference (especially that of gender, race and ethnicity) and how this can effectively progress the vision and mission of TLG.
Chief Executive Tim has an open door policy, meeting new team members to share the TLG story. Staff pray every morning and the senior team conduct termly staff meetings and visit education centres once a year to engage with the work happening on the ground.
Employees are encouraged to drive their own development by researching, sourcing and proposing suitable external learning interventions and all proposals are considered on an individual basis. Within the JS Law and DC Law business there is a Conveyancing University in place.
Summer and Christmas parties are held for all employees within each site. Wellbeing events included the opportunity for staff to have a massage, watch a cooking demonstration from one of the UK's leading nutritionists and also have a consultation with the nutritionist.
Staff have two formal performance and development review meetings in their Performance Management process. Objectives are set in April (by their manager and line manager), and progress is discussed monthly. Objectives are reviewed at the mid year.
The GEMS recognition scheme sees hard work and excellence publicly recognised. Everyone who awards a GEM has to include a reason, showcasing how staff live and breathe the core values in their day-to-day work. To date, 1,754 GEMs have been awarded.
There's an immersive 12-month development programme to help managers realise their leadership potential. It starts with a 360-degree feedback exercise and teaches three intensive modules: Self (Insight), Team (Inspire) and Change (Adapt). Participants also complete a 1,500-word personal self-reflection after each module.
Continuing Conversations measures performance through ongoing one-to-one conversations throughout the year with line managers, ending in a 4QReview, measuring performance against four key questions. Meanwhile, the Global Challenge initiative is particularly popular. In summer 2018, 175 people pledged to walk 10,000 steps every day for 100 days.
After five years of service, employees receive a gift - in recent years, this was an iPad. Pay and related benefits are impressive compared to market rates, and events such as the Christmas party, department parties, and team-building days are similarly generous.
After five years of service, employees receive a gift - in recent years, this was an iPad. Pay and related benefits are impressive compared to market rates, and events such as the Christmas party, department parties, and team-building days are similarly generous.
The company introduced a Medicash scheme to allow employees to pay for wellbeing-related costs such as massages and physio appointments, while a number of games give people an outlet to take a break and socialise together. Staff can also receive mental health advice and guidance when needed.
All staff are encouraged to run and attend workshops on their activities to provide the entire team with visibility into what they do, while also helping to determine an overall strategy for the company. Company-wide socials and gatherings are also used to share feedback and foster a strong team spirit.
Managers receive regular training and appraisals to help them continually improve their leadership standards and work with their team members in a way that's collaborative and open. This includes sending leaders on a week-long residential course focused on change management, self-awareness and giving feedback.
All staff are encouraged to run and attend workshops on their activities to provide the entire team with visibility into what they do, while also helping to determine an overall strategy for the company. Company-wide socials and gatherings are also used to share feedback and foster a strong team spirit.
They host hackathons whereby volunteers from across the business are split into two teams and spend two days attempting to solve the challenge they have been set. This improves team communication by working with different individuals across the business.
They have an Employee Assistance Programme that is available to staff, family and friends. Through this support, practical information and counselling are available, either over the phone or face to face. This covers anything from financial pressures to workplace stress.
They have an Employee Assistance Programme that is available to staff, family and friends. Through this support, practical information and counselling are available, either over the phone or face to face. This covers anything from financial pressures to workplace stress.
Through their recently implemented 'Campus Mentality', fresh have a very open business in an open-plan office to encourage the sharing of ideas and information. Staff can draw on the walls of meeting spaces and share their ideas visually, with all new recruits encouraged to embrace this creative freedom.
fresh operate with a small business mentality, offering individually tailored support to all employees to ensure their mental and physical wellbeing. Staff are actively encouraged to make use of the agency's medical expense programme and uncapped holiday allowance, all of which helps to keep stress levels low.
Through their recently implemented 'Campus Mentality', fresh have a very open business in an open-plan office to encourage the sharing of ideas and information. Staff can draw on the walls of meeting spaces and share their ideas visually, with all new recruits encouraged to embrace this creative freedom.
The company holds a Summer Sports Day for all staff, during which all sites are closed to allow every team member to attend. An annual 'Los Cincos' trip is offered for all employees who have been with the business for five or more years, as well as a yearly trip away for the managers.
The company holds a Summer Sports Day for all staff, during which all sites are closed to allow every team member to attend. An annual 'Los Cincos' trip is offered for all employees who have been with the business for five or more years, as well as a yearly trip away for the managers.
The Breakfast Club are members of the Sustainable Restaurant Association and have a written ethical sourcing policy for suppliers. They recycle as much as they can and also work with a number of charities, often chosen by staff, to support them via volunteering efforts.
The company seeks to become the world's most ethical and sustainable business, making efforts to enrich biodiversity where they grow their ingredients through regeneration projects. Additionally, the retailer is investing in sustainable packaging and energy efficiency, while staff regularly take part in volunteering events.
Regular meetings and continuous listening ensure that Body Shop managers are always empowered to have conversations with their teams. Celebratory events are held to mark major milestones, such as the recent handover of their animal testing petition to the UN, or the anniversary of their acquisition by Natura.
The company seeks to become the world's most ethical and sustainable business, making efforts to enrich biodiversity where they grow their ingredients through regeneration projects. Additionally, the retailer is investing in sustainable packaging and energy efficiency, while staff regularly take part in volunteering events.
Every employee gets given a flexible benefit allowance each year to spend on improving their physical and mental wellbeing. The agency also offers a flexible working policy, unlimited holiday time and a city-swap scheme for all offices in their global network.
Text100 give their staff full autonomy to choose whatever career path suits them and set their own goals, which their managers will help them to achieve. As a result, employees are always working for clients they want to work on and developing skills that matter to them, resulting in strong results and retention rates.
Every employee gets given a flexible benefit allowance each year to spend on improving their physical and mental wellbeing. The agency also offers a flexible working policy, unlimited holiday time and a city-swap scheme for all offices in their global network.
They produce a monthly communication that changed in 2018 from a PDF email to a YouTube clip, as they recognised this was more engaging for staff across the business to relate to. The link is emailed to every member of staff for them to view.
The Senior Management Team is made up of a small team of four, recruited from various sectors with a wide-ranging skill set. Each of the team work as specialists within their respective area and are highly visible across the organisation and at each of their sites.
The Senior Management Team is made up of a small team of four, recruited from various sectors with a wide-ranging skill set. Each of the team work as specialists within their respective area and are highly visible across the organisation and at each of their sites.
Talon Outdoor takes a proactive approach to being environmentally friendly, with a flexible working culture helping to reduce travel times, and firm policies in place for recycling, waste management and energy saving. They also give generously to a number of charity partners, including Family Activity Breaks, Little Havens and Naomi House.
A bespoke leadership programme is in place to ensure new and experienced managers alike are able to keep learning from each other and improve, often through mentorship and collaboration schemes. Each team receives a quarterly engagement score to help team leaders monitor performance and find areas for further improvement.
Talon Outdoor's team meet regularly to discuss their work and highlight their progress towards key objectives. A real-time feedback and engagement tool called Motivii is used to capture employee satisfaction, while socialisation is encouraged through regular group outings, away days and extravagant parties to mark special occasions.
In July they took part in the JP Morgan Corporate Challenge in London. They had 20 runners and walkers and raised £759. Later on in the year six STR bakers baked cakes to fundraise for Diabetes UK, and they raised £168.
They hosted a month-long wellbeing initiative in October to coincide with National Work-Life Week, Back Care Awareness Week and Bone and Joint Action Week. The following sessions for employees; Desk Snack Hacks, Meal Prepping 101, Ergonomics, Alexander Technique, Chair Massage and Osteopathic.
STR has formed a ‘Celebrations Committee' consisting of 11 employees from various departments. The main purpose of the committee is to promote and organise various events throughout the year for all employees to celebrate their work and each other.
STEM Healthcare offer an open environment - both in the physical sense of open-plan offices as well as in their communication and culture. To that end they offer the use of pool table, games console, books to read, board games, yoga and mindfulness sessions.
The company's values are shared in a variety of ways, including during inductions, in artwork around the offices and in a video of the Chief Executive Officer talking about how their live our values. There is also a yearly award ceremony to celebrate living their values.
STEM Healthcare offer an open environment - both in the physical sense of open-plan offices as well as in their communication and culture. To that end they offer the use of pool table, games console, books to read, board games, yoga and mindfulness sessions.
Staffing 360 Solutions invest heavily in training for their management team, with mentorship schemes for less experienced managers and a dedicated performance coach working across levels of the business to help employees to manage their workloads and deliver the very best results.
Success stories, new hires and rising stars are all featured on the company's blog, while a shared HR platform allows all staff to openly express kudos to individual co-workers. Material perks and benefits range from lunch clubs to trips aboard, as well as attractive salaries and bonus schemes.
Success stories, new hires and rising stars are all featured on the company's blog, while a shared HR platform allows all staff to openly express kudos to individual co-workers. Material perks and benefits range from lunch clubs to trips aboard, as well as attractive salaries and bonus schemes.
All of the company's offices encourage recycling and uses motion-sensing lights to help minimise energy usage. They also strive to partner with suppliers who can demonstrate strong green credentials, and hold regular fundraising activities in each office to support charitable organisations.
All of the company's offices encourage recycling and uses motion-sensing lights to help minimise energy usage. They also strive to partner with suppliers who can demonstrate strong green credentials, and hold regular fundraising activities in each office to support charitable organisations.
Stackhouse Poland are management-owned, meaning the leadership team are very personally invested in the team's success. Managers make themselves highly accessible, operating an open-door policy and using a variety of communication methods to keep employees informed of everything they need to know.
Sponge operate a learning-focused culture in which staff are encouraged to share their successes, tips and ideas. Their monthly Inspire Workshops are a key part of this, as well as their quarterly updates and Weekly Stand Ups. The firm also has a packed social calendar, capped off by a summer barbecue.
Sponge's leadership team strive to maintain a family ethos, with Managing Director Louise Pasterfield advocating an open-door policy and encouraging spontaneous, informal conversation between staff of all levels. This helps to engage staff and ensures that everyone feels like they can speak and be heard.
Managers are offered a two-year leadership training programme developed under the guidance of business strategist and author, Michael Walsh, who hosts monthly workshops. The firm also works with Performance Consultant Nigel Harrison to deliver training, and offers mentorship schemes and regular feedback.
The company promotes a Cycle to Work scheme and encourages employees to recycle, helping to reduce their carbon footprint. They also support the charity group WE with various initiatives, including a ‘Walk for Water' scheme to benefit children in deprived areas.
The company promotes a Cycle to Work scheme and encourages employees to recycle, helping to reduce their carbon footprint. They also support the charity group WE with various initiatives, including a ‘Walk for Water' scheme to benefit children in deprived areas.
Sigma Systems train all new starters in their company culture and values within their first two weeks of employment. A recognition programme built around the company values celebrates outstanding employees by highlighting their work throughout the global organisation.
The organisation recently conducted a benchmark exercise with other similar providers to understand how they can improve in terms of benefits for staff. In order to achieve this, they will be asking staff across the organisation what they value as an employee perk.
A suite of management training schemes include topics such as management skills, performance management, and dealing with bullying and harassment. Managers can gain QCF levels 4 or 5. There's also coaching, mentoring, and peer job shadowing opportunities.
A suite of management training schemes include topics such as management skills, performance management, and dealing with bullying and harassment. Managers can gain QCF levels 4 or 5. There's also coaching, mentoring, and peer job shadowing opportunities.
A group lunch is provided every Tuesday for staff to mingle outside their normal teams, while weekend trips away are organised annually. Additionally, new starters are trained by people other than those they directly work with, helping them get to know other people around the business.
SearchStar are introducing a two-hour training slot every Friday morning for every member to expand their knowledge. Staff can choose their own learning methods, and will be given the opportunity to submit requests if they need additional financial support.
A group lunch is provided every Tuesday for staff to mingle outside their normal teams, while weekend trips away are organised annually. Additionally, new starters are trained by people other than those they directly work with, helping them get to know other people around the business.
SACO's management development programme Eat, Sleep, Lead, Repeat gives managers an opportunity to build bespoke training plans and take part in workshops to learn more about people management and leadership. The firm also has a team leader apprentice programme, which gives apprentices an opportunity to learn about management.
The firm organises a Senior Management Team Roadshow, consisting of workshops where business plans are outlined and questions can be asked. Moreover, the open-plan nature of the SACO office and approachable qualities of the business leaders is designed to encourage open communication.
The company offers staff the chance to get involved in varied projects, with a Grow at SACO document summarising the career paths available to colleagues with tips for success. They have also introduced Training Champions across the teams, who input on how the training is provided and offer hands-on support to their co-workers.
All Sackers employees are eligible for an annual profit-share bonus scheme that rewards staff for the firm's success, without any qualifying criteria. An Instant Award programme is also in place, offering gift vouchers to employees who go above and beyond what is expected of them.
All Sackers employees are eligible for an annual profit-share bonus scheme that rewards staff for the firm's success, without any qualifying criteria. An Instant Award programme is also in place, offering gift vouchers to employees who go above and beyond what is expected of them.
All Sackers employees are eligible for an annual profit-share bonus scheme that rewards staff for the firm's success, without any qualifying criteria. An Instant Award programme is also in place, offering gift vouchers to employees who go above and beyond what is expected of them.
Numerous clubs and activities are organised by staff and funded by the firm, including a book club and film club, as well as various sports groups. The firm also recently installed a small gymnasium that is free for staff to use, and provides guidance and support for people with physical and mental health needs.
The firm encourages staff to pursue business development opportunities in areas of personal interest to them, with one senior associate who is experienced in dealing with children with special educational needs receiving assistance in developing a new practice area in education law.
The firm encourages staff to pursue business development opportunities in areas of personal interest to them, with one senior associate who is experienced in dealing with children with special educational needs receiving assistance in developing a new practice area in education law.
Staff, interns, apprentices and volunteers have access to over 90 courses for learning and development purposes. There is significant emphasis on learning and development, and flexibility is afforded given to staff to allow them to work flexibly so they can attend courses, programmes and so on.
Staff, interns, apprentices and volunteers have access to over 90 courses for learning and development purposes. There is significant emphasis on learning and development, and flexibility is afforded given to staff to allow them to work flexibly so they can attend courses, programmes and so on.
Staff, interns, apprentices and volunteers have access to over 90 courses for learning and development purposes. There is significant emphasis on learning and development, and flexibility is afforded given to staff to allow them to work flexibly so they can attend courses, programmes and so on.
Development comes from a number of different channels, including team leaders and coaches. Other channels include quality assurance and formal training programmes, plus promotions and progression through the company and within different departments.
Development comes from a number of different channels, including team leaders and coaches. Other channels include quality assurance and formal training programmes, plus promotions and progression through the company and within different departments.
Development comes from a number of different channels, including team leaders and coaches. Other channels include quality assurance and formal training programmes, plus promotions and progression through the company and within different departments.
Employees can self-manage any training courses or conferences they are interested in, receiving a training budget of £2,000 per year to spend on conference attendance, seminars, classroom training or channels. Staff then share their learning with colleagues through blogs, brown-bag sessions or presentations at the monthly company meeting.
Employees can self-manage any training courses or conferences they are interested in, receiving a training budget of £2,000 per year to spend on conference attendance, seminars, classroom training or channels. Staff then share their learning with colleagues through blogs, brown-bag sessions or presentations at the monthly company meeting.
The company has a wellbeing calendar of events, with sessions on topics such as personal finances, pensions and retirement planning, nutrition, mental health awareness, resilience, and physical health and wellbeing. All jobs are designed to ensure staff are well-supported in terms of workload and pastoral care.
Popular company initiatives including the FairQuid savings and loan scheme, which helps workers borrow money from a credit union at an affordable rate. They also offer a Christmas Club, which encourages employees to save £10 per month for 12 months, which is then topped up to £180 by Recycling Lives just before Christmas.
Popular company initiatives including the FairQuid savings and loan scheme, which helps workers borrow money from a credit union at an affordable rate. They also offer a Christmas Club, which encourages employees to save £10 per month for 12 months, which is then topped up to £180 by Recycling Lives just before Christmas.
Popular company initiatives including the FairQuid savings and loan scheme, which helps workers borrow money from a credit union at an affordable rate. They also offer a Christmas Club, which encourages employees to save £10 per month for 12 months, which is then topped up to £180 by Recycling Lives just before Christmas.
New staff get a Microsoft curriculum. The company monitors this Dynamics Training Path, which forms part of the employee's KPIs during probation. Many work from home or from partner sites, so e-learning is popular.
People sit with teams but also move around, as changing locations can spark new ideas. They instil trust in people by using technology that allows remote workers to connect and get on with their tasks at home.
The company aims to create connected companies, make business simpler, inspire innovation and reward results. The overall aim is to be the largest, best-regarded Microsoft business applications partner in the UK.
Managers have access to a ‘fun fund' for team-building activities, lunches or social events, while quarterly company updates are held to share news on business performance. A variety of knowledge-sharing sessions are also held on subjects such as emerging technologies, internal processes, project management methodology and company culture.
Pythagoras have two wellness challenges per year, with a recent example being a company-wide walking challenge. They also offer weekly yoga and meditation sessions to help colleagues manage stress, and manage working hours carefully to stop individuals from getting overworked
The company has an annual appraisal programme that sets out formal objectives for teams and managers. A rating is used to help identify individual levels of achievement, making it easier for HR and senior leaders to discuss the progress and performance of staff.
PSE are partnered with pupils at several London schools and staff regularly volunteer their time to tutor GCSE and A-Level pupils in STEM subjects for one hour per week during term times, while also offering coaching for university interviews.
PSE are partnered with pupils at several London schools and staff regularly volunteer their time to tutor GCSE and A-Level pupils in STEM subjects for one hour per week during term times, while also offering coaching for university interviews.
PSE pride themselves on providing a stress-free workplace for all members of staff, and claim that because of flexible working and opportunities for reduced hours or unpaid leave, employees have the freedom to resolve issues on their own terms.
All colleagues have access to the company's LifeWorks platform, giving 24/7 access to a confidential helpline, counselling and support on a wide range of issues, as well as a range of discounts and perks. Staff also have access to free health screenings, wellbeing materials, drinks and food, as well as mental health support.
All colleagues have access to the company's LifeWorks platform, giving 24/7 access to a confidential helpline, counselling and support on a wide range of issues, as well as a range of discounts and perks. Staff also have access to free health screenings, wellbeing materials, drinks and food, as well as mental health support.
The company uses executive blogs, online Q&A sessions and regular team talks to maintain open communication between management and employees. They have also introduced the psychometric tool ‘Insights Discovery' to all colleagues, which is helping to raise levels of self-awareness and awareness of others to develop more effective relationships.
The company's Emerging Talent programmes for school, college and university leavers enables young recruits to pursue qualifications while also becoming well-rounded individuals through personal coaching. CPD sessions are held on a regular basis, focusing on the development of specific disciplinary knowledge, while a sponsorship programme helps staff pursue higher education qualifications.
The company rewards staff in a variety of different ways, including extra leave, a dinner with their partner or a simple bunch of flowers. An employee recognition scheme is also offered, which allows everyone the opportunity to recognise colleagues doing a great job, while a ‘thank you' box has been set up for a monthly draw.
The company rewards staff in a variety of different ways, including extra leave, a dinner with their partner or a simple bunch of flowers. An employee recognition scheme is also offered, which allows everyone the opportunity to recognise colleagues doing a great job, while a ‘thank you' box has been set up for a monthly draw.
Paddle have a learning and development budget, which does not require approval from management. The company also provides paid-for coaching, regular lunchtime learning sessions, external talks and events to boost personal development.
If a member of staff refers a candidate that is subsequently hired and passes their probation period, employees are given £3,000 personally, as well as £1,000 to a charity of their choice and £1,000 towards a team social pot.
If a member of staff refers a candidate that is subsequently hired and passes their probation period, employees are given £3,000 personally, as well as £1,000 to a charity of their choice and £1,000 towards a team social pot.
Every Friday, Oktra hosts social gatherings in the office, with food and drink provided in the breakout area. An annual Christmas trip is also held to reward employees for all their hard work; last year, the venue was Osea Island, and this year Porto has been selected.
Oktra's managers cultivate a strong culture of communication and collaborative relationships, helping all employees stay updated and feel included. Each quarter, one person is awarded the ‘Team Member of the Quarter' prize of £200 to show recognition and appreciation for their hard work.
Oktra's managers cultivate a strong culture of communication and collaborative relationships, helping all employees stay updated and feel included. Each quarter, one person is awarded the ‘Team Member of the Quarter' prize of £200 to show recognition and appreciation for their hard work.
ODEON employees are provided with free fruit, breakout areas and counselling support where necessary, and are also encouraged to undertake charity work and take part in fundraising events. Film screenings are also held before and after work to help the team relax and socialise.
The senior management team leads all business updates and company conferences and hold ‘town hall' sessions to address questions, concerns or suggestions colleagues may have. They also regularly fundraise for charity and make themselves available to the rest of the team wherever possible.
ODEON employees are provided with free fruit, breakout areas and counselling support where necessary, and are also encouraged to undertake charity work and take part in fundraising events. Film screenings are also held before and after work to help the team relax and socialise.
Senior leaders demonstrate the organisation's core values, are visible and take interest in the day-to-day operational model. Chief Executive Will is accessible to all staff and operates an open-door policy. He knows everyone's first names and leads the delivery of Long Service Awards events.
A coaching culture helps staff reach their full potential. HR offer either ad-hoc coaching or coaching on an ongoing basis for colleagues who need the support. They also help those in difficulties or those who have gaps in their skills and knowledge.
Senior leaders demonstrate the organisation's core values, are visible and take interest in the day-to-day operational model. Chief Executive Will is accessible to all staff and operates an open-door policy. He knows everyone's first names and leads the delivery of Long Service Awards events.
Northumbrian Water Group run a series of schemes aimed at giving back to the community, including a volunteering scheme, as well as sponsorship opportunities for staff who wish to take part in fundraising activity. They are also passionate about environmental issues.
In 2018, they launched the ‘Everyone Home Safe Every Day' safety programme. Although focusing primarily on safety, this has been expanded to cover wellbeing issues too. All meetings now start with a ‘safety share' so staff can share learnings on health, safety and wellbeing.
In 2018, they launched the ‘Everyone Home Safe Every Day' safety programme. Although focusing primarily on safety, this has been expanded to cover wellbeing issues too. All meetings now start with a ‘safety share' so staff can share learnings on health, safety and wellbeing.
Northcote believe all of their achievements, such as Hotel of the Year, Mr B winning Hotelier of the Year and retaining their Michelin Star for 23 years are all down to the team and the people making the difference every day.
Last year, Northcote Group raised over £50,000 for Hospitality Action, which offers vital assistance for people who work, or have worked in the hospitality industry and who find themselves in crisis. One way of raising money for the charity included their ‘Obsession' food festival.
Within their Kitchen Brigade of 30 chefs, they strive to promote from within and their apprenticeship programme has recruited one third of their workforce. Danny Young, who last year won National Young Chef of the year, he is currently sous chef at the age of 24.
Employees are offered the opportunity to meet business mentor Mike Pegg who has spent the past 45 years focusing on the art of encouragement. He guides and supports their employees with challenges and stress they may be dealing with at work or in their personal lives.
Employees are offered the opportunity to meet business mentor Mike Pegg who has spent the past 45 years focusing on the art of encouragement. He guides and supports their employees with challenges and stress they may be dealing with at work or in their personal lives.
Once every three months, every team in the business is treated to an all-expenses-paid night out, in which they choose where they would like to go and how they would like to spend the time together socially. A recent event involved members of the tech and finance teams going axe throwing together.
Next Ventures ensure that career paths are set with clear targets in mind, allowing people to know what they need to work on and how to achieve it. There are also structured training programmes at every level, split into one-day and month-long schemes to develop staff skills.
There are no office or door barriers, Next Ventures' co-founders and management sit and work within the open plan sales floor. Both co-founders constantly re-iterate their ‘open for a chat' ethos, and encourage this to be practiced across the company. This means everyone is supported to engage directly with one another.
There are no office or door barriers, Next Ventures' co-founders and management sit and work within the open plan sales floor. Both co-founders constantly re-iterate their ‘open for a chat' ethos, and encourage this to be practiced across the company. This means everyone is supported to engage directly with one another.
Bands are used to determine each employees level of role within the firm, benefit entitlements, and annual bonus arrangements. The band of each role is determined by the reward team using a job evaluation method, which classifies roles according to the level they operate at in the business.
Bands are used to determine each employees level of role within the firm, benefit entitlements, and annual bonus arrangements. The band of each role is determined by the reward team using a job evaluation method, which classifies roles according to the level they operate at in the business.
It's not every CEO that wants to meet every single colleague in their first week, but NewDay CEO James Corcoran absolutely insists on meeting new starters at an Orientation Day that takes place once every month.
The company's core values are Customers First, Valuing Everyone, Delivering Excellence, Continuous Improvement, Value for Money and Sharing Information. Senior management lead by example, lobbying government, developing innovative financial modelling and leading the set-up of an efficiency framework.
The company's core values are Customers First, Valuing Everyone, Delivering Excellence, Continuous Improvement, Value for Money and Sharing Information. Senior management lead by example, lobbying government, developing innovative financial modelling and leading the set-up of an efficiency framework.
Agile working is enhancing staff wellbeing. With multiple bookable desks at sites across the district, staff can reduce their travel time. Other practices include Workplace Stress Risk Assessment, flexible working, workload discussions and access to free confidential counselling.
The Trust aspire to look after special places forever, for everyone. With a diverse workforce, they strive to innovate to communicate this. They communicate their People Strategy and Values under the banner ‘You are the National Trust', making their staff the heroes of communication.
Managers must attend the Great People Management Programme, introducing a range of excellent performance-management techniques, processes and tools. The Future Engage Deliver programme is a three-month modular programme developing a common language of what leadership means.
Innovation within the organisation contributed to them winning Best Not-For-Profit Team and Best Intranet at the Institute of Internal Communications Awards. Managers get a monthly toolkit of core messages they tailor to their teams, while the annual visitor experience awards celebrate the year's most inspiring work.
NCP look to create a positive working environment for all employees. As an annual incentive, staff that have performed exceptionally are taken on an all-expenses paid holiday by the company.
NCP encourage staff to work smartly and adhere to their core working hours. Employees are also encouraged to work flexibly when returning to work from maternity or long-term sick leave, which gives them the chance to gradually adjust to being back at work.
NCP look to create a positive working environment for all employees. As an annual incentive, staff that have performed exceptionally are taken on an all-expenses paid holiday by the company.
Their core values are integrated into how they do business, how they partner externally and internally, and these values are what enable the business to be commercially excellent in every interaction.
The leadership team have regular talent reviews where opportunities for development are discussed and plans operationalised to develop, managers and leaders of the future, which can include formal learning opportunities, stretch assignments, internal mentoring and coaching.
Their core values are integrated into how they do business, how they partner externally and internally, and these values are what enable the business to be commercially excellent in every interaction.
NAH's people have an active role in the business - from open and honest conversations with their Chief Executive Officer, to the opportunity to provide ideas and feedback. Based on the business achieving its profit targets, employees can receive an additional two weeks' pay.
NAH introduced mental health first aiders to ensure colleagues have a safe place to discuss mental health issues, including stress, anxiety and depression. Additionally, they have a mental health pack, which helps start conversations between staff and line managers.
As part of their values-based recognition, NAH award colleagues who have demonstrated their continuous commitment to the company's values with a £250 scholarship. This can be used to develop themselves in whatever way they wish.
The company values form the cornerstone of everything the organisation does. Each employee gets a book outlining the Vision and Values. The CEO is often in the field and very approachable, even taking part in the annual CEO sleepout to raise awareness of homelessness.
The company values form the cornerstone of everything the organisation does. Each employee gets a book outlining the Vision and Values. The CEO is often in the field and very approachable, even taking part in the annual CEO sleepout to raise awareness of homelessness.
The company values form the cornerstone of everything the organisation does. Each employee gets a book outlining the Vision and Values. The CEO is often in the field and very approachable, even taking part in the annual CEO sleepout to raise awareness of homelessness.
Externally, there are a variety of recognised qualifications that can be gained by members of the management team, who are encouraged to attend a diverse range of training, rather than apply a blanket approach and enrol all managers in the same course.
Externally, there are a variety of recognised qualifications that can be gained by members of the management team, who are encouraged to attend a diverse range of training, rather than apply a blanket approach and enrol all managers in the same course.
At the end of the financial year, they have an awards ceremony that is aligned to the MotoNovo Way, where they formally recognise MotoNovians who have embodied the unwritten ground rules throughout the year.
Every Friday is Frisby Friday, where employees are invited to head down to the local park to take part in activities and chat in an informal setting. Daily gym classes are also available for staff, while regular parties and social events help to promote relationship building among staff.
All managers and team leaders are invited to make the most of a range of internal and external training courses on management essentials, such as recruitment and selection, disciplinary and performance management. Further opportunities for development are set to launch in 2019.
Once every three months, the gym team run a healthy eating food-tasting session where they bring pre-prepared dishes for all staff to try. Here, they will answer any questions relating to dietary concerns. Recipes are later published on the company intranet.
Working hours were reduced in 2018, a move that has had a positive impact on productivity and results. Also, a consultant of the week is awarded to recognise the achievements of a member of staff, and invites employees to share their success stories.
Quarterly sales days are held, which take form as a mixture of normal work-day activities combined with team-based tasks, including singing competitions, fancy dress and penalty shoot outs. They focus on creating a culture where people can enjoy themselves.
Manager performance is reviewed monthly, in line with the rest of the company teams, through completing a Personal Business Review form. The company do not believe in a scoring system and prefer to have an open dialogue on the things that are going well and what could be improved.
The company provide an annual BUPA health check for all members of staff, and employees are aware the business operate a simple open-door policy, providing discretion on all matters, to ensure their wellbeing remains a priority.
Matrix Networks look to promote a safe working environment for all staff through the continued development of safe-working practices. Employees are also encouraged to develop in line with company objectives.
The company provide an annual BUPA health check for all members of staff, and employees are aware the business operate a simple open-door policy, providing discretion on all matters, to ensure their wellbeing remains a priority.
The brand is dedicated to sustainable working and has joined the New Plastics Economy Global Commitment, which places the business among the front runners in the shift towards a circular economy for plastics.
The brand is dedicated to sustainable working and has joined the New Plastics Economy Global Commitment, which places the business among the front runners in the shift towards a circular economy for plastics.
The brand is dedicated to sustainable working and has joined the New Plastics Economy Global Commitment, which places the business among the front runners in the shift towards a circular economy for plastics.
All members of staff were taken to Edinburgh for the company conference, which ran over two days. During this event, the team took part in a tour of the city and an evening meal at a historic location with a murder mystery.
All members of staff were taken to Edinburgh for the company conference, which ran over two days. During this event, the team took part in a tour of the city and an evening meal at a historic location with a murder mystery.
Feedback has driven a number of changes within the organisation. The brand changed reporting structures, project priorities, benefits packages, working hours, meeting reporting outlines, office decor, learning and development initiatives based on staff feedback.
Chief Executive Officer Steve Graham is in outlets on a weekly basis and he also communicates with the team by email and via a blog on their Iris employee app. He attempts to know all 570 employees by name and attends every Manorview Way workshop, totalling around 150 in 2018.
Manorview Group are passionate about giving back to the communities they serve. They regularly work with A&M Scotland who support children from deprived areas to offer placements to some of the young people in their membership.
Manorview Group are passionate about giving back to the communities they serve. They regularly work with A&M Scotland who support children from deprived areas to offer placements to some of the young people in their membership.
Managers complete Microsoft Accreditation's and have on going support available to them through regular 121's. Managed 24/7 also use DILO's (taken from the sixth sigma process) for all managers alongside on going training and on-boarding.
Managed 24/7 have internal screens where they announce hardworking colleagues whether it being weekly or monthly. This allows the company to see who has completed great work, which then creates conversation and motivation.
Managers complete Microsoft Accreditation's and have on going support available to them through regular 121's. Managed 24/7 also use DILO's (taken from the sixth sigma process) for all managers alongside on going training and on-boarding.
Make UK run a Customer First Reward & Recognition Scheme, these are quarterly awards and are open to all staff based on nominations by other members of staff, these are held at an annual R&R dinner and celebration. The focus on a range of Customer Care initiatives makes this a very important scheme for a professional services organisation.
At Make UK, home workers use Lync to communicate with each other. There are regular team meetings and away days held for staff to come together. In addition to this, H&S, Customer First and Well Being Champions across work locations / working groups.
Make UK provide a Mental Health First Aider programme covering all locations. In addition, all staff are eligible to use Westfield Health Level 1 benefits. Make UK provide flexible arrangements on a case by case basis and have always provided the statutory minimum arrangements.
The brand's Growing Together process allows for all managers to have performance expectations discussed and agreed. Quarterly check-ins, mid and end year reviews also take place. Aligned with the Growing Together process, and to help evaluate the current performance and potential of retail store management teams.
All of their colleagues can access their Employee Assistance Services free of charge. This includes: emotional support, legal support, financial planning & hardship grants and health & wellness advice.
M&Co's New Manager Assimilation process facilitates the development of working relationships between a new manager and the team, aimed at promoting immediate and open communication, which is relevant to the manager/team member relationship, speeding up the ‘getting to know you' process for both sides.
In January 2017, they greatly improved their benefits package and now offer a one month paid sabbatical for long serving members of staff, which was backdated. As a result, five members of the team took a month off and enjoyed fantastic trips around the world.
All new managers are invited to attend a management course through the British Institute of Recruiters and APSCo. This provides them with fundamental training on management and results with them being awarded a management diploma qualification.
All new managers are invited to attend a management course through the British Institute of Recruiters and APSCo. This provides them with fundamental training on management and results with them being awarded a management diploma qualification.
Leading the business with values intact is key to the company, and this is reinforced at the annual Leadership Away Day. In addition, COO Tamsin Parker presides over these values through the monthly Chief's meeting and in Leadership Group meetings.
This is a values-based business, with new starters introduced to the Purpose Statement, culture statement and values on day one. They're then woven into day-to-day life, assisted by a number of initiatives, including the 25 Culture Champions in the business.
Three times a year, the CEO hosts ‘Come Dine With Tom' to reward the team in each location. Six times a year, in Speed Networking, around 20 people get to spend four minutes with each business leader. There's also a People Conference, profit-sharing and a Partnership Day.
The organisation has moved from appraisals to ‘achievement conversations'. There's an Ideas Lab on the blog site to encourage innovation, and board briefings to share information about decisions and milestones with staff. The senior team embraced the recent Summer Challenge, which included the Tour de Yorkshire bike ride and Three Peaks Challenge.
The organisation has moved from appraisals to ‘achievement conversations'. There's an Ideas Lab on the blog site to encourage innovation, and board briefings to share information about decisions and milestones with staff. The senior team embraced the recent Summer Challenge, which included the Tour de Yorkshire bike ride and Three Peaks Challenge.
Staff are subscribed to the Health Shield cash plan, offering health and wellbeing initiatives alongside an employee assistance programme. The Summer Challenge is an in-house programme that looks at whole-person wellbeing, including mindfulness and physical challenges.
Development training and support comes through workshops, roadshows, conferences and area meetings. An annual support day camping trip helps informally reiterate brand characteristics in a fun way through group activities. People get 'add-on roles' to give them extra responsibilities.
Development training and support comes through workshops, roadshows, conferences and area meetings. An annual support day camping trip helps informally reiterate brand characteristics in a fun way through group activities. People get 'add-on roles' to give them extra responsibilities.
Development training and support comes through workshops, roadshows, conferences and area meetings. An annual support day camping trip helps informally reiterate brand characteristics in a fun way through group activities. People get 'add-on roles' to give them extra responsibilities.
Board directors are hands-on in client teams and the senior team ‘career manage' staff. The chair sits on a mixed-level voluntary team doing pro-bono work and forwards opportunities for arts projects and volunteering. Tony Langham is a Founding Ambassador for Women in PR.
A Green Team reviews environmental policies, and the firm has been carbon neutral for over ten years thanks to smarter lighting, double-sided printing, and auto-turn-off systems. 1% of profits goes to charity, including one that supports emerging playwrights.
A Green Team reviews environmental policies, and the firm has been carbon neutral for over ten years thanks to smarter lighting, double-sided printing, and auto-turn-off systems. 1% of profits goes to charity, including one that supports emerging playwrights.
Managing Director Paul Barratt spends his time in an open-plan office environment or going on visits with sales representatives. He very much sees himself as ‘one of the team' and can be regularly seen ‘managing by walking around' and making drinks for employees.
Karndean rewards individuals for length of service with the business, and recently introduced a reward for those who have worked at the firm for five years. In 2018, there were 13 people who had worked for Karndean for more than ten years, the largest ever proportion.
Karndean rewards individuals for length of service with the business, and recently introduced a reward for those who have worked at the firm for five years. In 2018, there were 13 people who had worked for Karndean for more than ten years, the largest ever proportion.
Kantar's Manager Toolkit helps senior staff to better understand the key role they play and best practice to achieve the optimum outcome. Their online social media forum also invites team leaders to discuss what they believe makes a good manager.
Kantar's Manager Toolkit helps senior staff to better understand the key role they play and best practice to achieve the optimum outcome. Their online social media forum also invites team leaders to discuss what they believe makes a good manager.
Kantar's Manager Toolkit helps senior staff to better understand the key role they play and best practice to achieve the optimum outcome. Their online social media forum also invites team leaders to discuss what they believe makes a good manager.
Management are on 'the shop floor' and are encouraged to take support roles externally, such as sports club treasurer or committee member. Senior staff sit in sales appointments with clients and lead client transactions. The CEO sits in the middle of the sales office.
A new intranet helps communicate performance, recent deals, new starters, work anniversaries, and more. All managers hold weekly team meetings, weekly management meetings and monthly operational board meetings. There's a suggestions box in the canteen and company-wide trips to Aintree races, walks and nights out.
A new intranet helps communicate performance, recent deals, new starters, work anniversaries, and more. All managers hold weekly team meetings, weekly management meetings and monthly operational board meetings. There's a suggestions box in the canteen and company-wide trips to Aintree races, walks and nights out.
The organisation partners with Involve, Swindon and has completed two community projects. One included volunteering at a local school, where the team helped to get the school clean and tidy at the end of one term and ready for the next.
Managing Director Chris Hancock makes himself available to speak to any individual, an approach he encourages his management team to support. In case some individuals aren't confident in approaching Chris at his desk, each Friday he takes a walk around the contact centre floor to speak with employees.
The organisation partners with Involve, Swindon and has completed two community projects. One included volunteering at a local school, where the team helped to get the school clean and tidy at the end of one term and ready for the next.
Becky operates an open-door policy and is very approachable to all levels of staff. She is very much the face of Jane Lewis and took time out for their Nurses' Day celebrations to personally thank nurses at the company for their hard work and ongoing commitment.
Becky operates an open-door policy and is very approachable to all levels of staff. She is very much the face of Jane Lewis and took time out for their Nurses' Day celebrations to personally thank nurses at the company for their hard work and ongoing commitment.
Becky operates an open-door policy and is very approachable to all levels of staff. She is very much the face of Jane Lewis and took time out for their Nurses' Day celebrations to personally thank nurses at the company for their hard work and ongoing commitment.
Intermarketing run a TAP academy, which was designed to upskill employees who have worked in the agency sector for less than five years to develop their careers for the future by broadening their exposure to all aspects of agency life.
Intermarketing's annual Make it Happen Day brings the agency together for a day of fast-paced creative problem solving. This year, all staff were challenged to “be brave, go bold and think big” in their approach to tackling creative briefs for major brands.
As well as a strategic business plan, the organisation produces and publishes an agency plan of attack, which is a commitment to making them the best in the world and the best place to work. Progress updates are provided twice each year at company updates.
Employees at Incremental Group are rewarded with vouchers throughout the year based on their performances and success within the company.
Employees are actively encouraged to pursue a number of community/fundraising projects. As such, recommendations are welcome for charitable causes, with support given to Alzheimer's Research UK and Comic Relief as well as smaller, more personal charities.
Employees are actively encouraged to pursue a number of community/fundraising projects. As such, recommendations are welcome for charitable causes, with support given to Alzheimer's Research UK and Comic Relief as well as smaller, more personal charities.
In May 2018, Hydrogen selected top performing members of staff to attend an all-expenses paid trip to Hvar, Croatia. On top of this, they run quarterly lunches for those who are found to have gone the extra mile in the previous period.
Hydrogen have created a learning culture where all levels of staff receive tailored training. This includes internal training delivery, as well as utilising external facilitators for specific niche areas. A mentoring programme is also offered throughout the business.
In May 2018, Hydrogen selected top performing members of staff to attend an all-expenses paid trip to Hvar, Croatia. On top of this, they run quarterly lunches for those who are found to have gone the extra mile in the previous period.
They sponsor employees to undertake formal qualifications each year that will develop them in their roles. They also provide qualification loans for those who wish to study qualifications outside of their work remit. In-house training such as safeguarding sessions are also available.
They sponsor employees to undertake formal qualifications each year that will develop them in their roles. They also provide qualification loans for those who wish to study qualifications outside of their work remit. In-house training such as safeguarding sessions are also available.
They host an annual community fun day where they open their facilities and resources to provide a free fun day out for the community, local groups and charities. They also host school trips to pantomimes among many other voluntary activities with local schools.
After a review in 2016, Homes in Sedgemoor divided the area into a series of neighbourhoods and set up mini teams for each. They now support activities there, such as resident-engagement events, partnership working and neighbourhood walks.
As part of the transformation agenda, spending on learning and development is at least 1% of turnover. There's a robust Leadership Development Programme and a Customers First programme designed to help staff understand the customer perspective and their responses.
After a review in 2016, Homes in Sedgemoor divided the area into a series of neighbourhoods and set up mini teams for each. They now support activities there, such as resident-engagement events, partnership working and neighbourhood walks.
They have held two main events over the last 12 months, one being Race the Plane and the other being Heathrow's midnight marathon. Their efforts helped to raise more than £100,000 for charitable causes and included participants from all departments across the airport.
They have held two main events over the last 12 months, one being Race the Plane and the other being Heathrow's midnight marathon. Their efforts helped to raise more than £100,000 for charitable causes and included participants from all departments across the airport.
They have held two main events over the last 12 months, one being Race the Plane and the other being Heathrow's midnight marathon. Their efforts helped to raise more than £100,000 for charitable causes and included participants from all departments across the airport.
Success at the organisation means building good relationships and cultivating shared values. An annual Health Shield Day offers fun challenges, such as a Formula 1 challenge, trips to Alton Towers and the Crystal Maze. Social events include bake-offs, pub quizzes and fancy dress.
Each manager nominates employees from their department for a merit award each year. These are people who've gone the extra mile, for example staff who took on additional responsibilities or whose roles were extended. In 2018, this equated to a 7.5% salary increase.
Success at the organisation means building good relationships and cultivating shared values. An annual Health Shield Day offers fun challenges, such as a Formula 1 challenge, trips to Alton Towers and the Crystal Maze. Social events include bake-offs, pub quizzes and fancy dress.
As part of their efforts to improve the business's carbon footprint, Haslers created an in-house Green Team, who come up with and action initiatives across the company. These have included a car sharing scheme, paperless systems and electric car charging points.
As part of their efforts to improve the business's carbon footprint, Haslers created an in-house Green Team, who come up with and action initiatives across the company. These have included a car sharing scheme, paperless systems and electric car charging points.
Haslers' firm-wide training programme gives staff the chance to develop their skills and experiences. Employees are also given a paid volunteering day to take part in charity work in order to enhance their skills and experience.
The ‘Playbook' shares the company's mission and values and is at the heart of all communication, with every person having their own copy. Elements of the Playbook are always visible around the organisation on television screens, posters and laptops.
Their most recent team development session involved setting up four teams of approximately six cross-functional managers per team. Their challenge was to set up inclusive social extracurricular clubs for the organisation, with a budget of £10,000.
Their most recent team development session involved setting up four teams of approximately six cross-functional managers per team. Their challenge was to set up inclusive social extracurricular clubs for the organisation, with a budget of £10,000.
In May 2018, their meeting centre was awarded the Green Tourism Bronze accreditation. To achieve this they use Fairtrade beverage products as well as Rainforest Alliance certified coffee. They also supply their visitors with 100% wooden biodegradable cutlery and cups.
In May 2018, their meeting centre was awarded the Green Tourism Bronze accreditation. To achieve this they use Fairtrade beverage products as well as Rainforest Alliance certified coffee. They also supply their visitors with 100% wooden biodegradable cutlery and cups.
In May 2018, their meeting centre was awarded the Green Tourism Bronze accreditation. To achieve this they use Fairtrade beverage products as well as Rainforest Alliance certified coffee. They also supply their visitors with 100% wooden biodegradable cutlery and cups.
Managers in the business have their performance measured in a number of ways. First and foremost, they are provided with objectives and KPIs, given the opportunity for one-to-one meetings, and invited to attend annual appraisals.
Managing Director Neil Lawrence engages with the business in a number of ways. He is frequently visits every office across the branch network to spend time with employees, and regularly provides video, letter and email updates, including notes in the company newsletter.
Managing Director Neil Lawrence engages with the business in a number of ways. He is frequently visits every office across the branch network to spend time with employees, and regularly provides video, letter and email updates, including notes in the company newsletter.
The firm's offices are surrounded by farmland and woodland, and there are many walking and running routes to be explored at lunchtimes or before and after work. Bicycles are available to hire on site and a calisthenics gym has recently been built in the grounds.
The organisation has a very open culture and staff are encouraged to ask questions if they don't understand a business decision. They have an update call that all staff are invited to dial into each month, which gives an update on where the current state of the business.
The firm's offices are surrounded by farmland and woodland, and there are many walking and running routes to be explored at lunchtimes or before and after work. Bicycles are available to hire on site and a calisthenics gym has recently been built in the grounds.
Their annual off-site summer download recently celebrated the agency's 10th anniversary, with presentations by senior management looking at the past, present and future of the company. The afternoon was rounded off with a huge party.
Those rising through the ranks at Fuse participate in a ‘Magnificent Managers' two-day programme. This focuses on elements such as delegation, personal effectiveness and communication skills. There are also courses for senior management.
Their annual off-site summer download recently celebrated the agency's 10th anniversary, with presentations by senior management looking at the past, present and future of the company. The afternoon was rounded off with a huge party.
The Legal Assistance Foundation programme provides opportunities for graduates of any discipline to join the firm at a grassroots level straight from university and have the opportunity to train to be a solicitor with full sponsorship.
The Legal Assistance Foundation programme provides opportunities for graduates of any discipline to join the firm at a grassroots level straight from university and have the opportunity to train to be a solicitor with full sponsorship.
The Legal Assistance Foundation programme provides opportunities for graduates of any discipline to join the firm at a grassroots level straight from university and have the opportunity to train to be a solicitor with full sponsorship.
They take a very mature approach to work-life balance, whereby employees are encouraged to work from home and take some form of exercise throughout the day, such as a 20-minute walk outside to get some fresh air.
They take a very mature approach to work-life balance, whereby employees are encouraged to work from home and take some form of exercise throughout the day, such as a 20-minute walk outside to get some fresh air.
The highlight of Fourth's year has been the Achieve More workshops, which got everybody talking about the company's values, purpose and customers. Since then, interdepartmental communication has increased, as well as the number of employee-led projects.
For 12 years, they have supported the Business Education Partnership in Bromley, and twice a year sponsor the catering for events aimed at children who do not want to go on to university. Various staff members also volunteer as Business Ambassadors.
Part of the staff incentive scheme is the ‘Perkbox' platform, which gives staff access to more than 200 money-saving perks, including reduced gym membership and savings on sports products, equipment and nutrition. Staff also have access to online workouts, including boxing and yoga.
In 2018, their Employee of the Year scheme changed so that more than one person could be rewarded. All 12 Employee of the Month winners were up for the award, with the prize money including £2,000 for first place.
They currently recycle cardboard and paper and have recently brought in plastic and tin recycling at the request of the staff. They are also actively working towards becoming a fully paperless office.
Although the directors share an office, they operate an open-door policy where any employee can drop in and see them if they wish. Ed's approach to face-to face communication also aids in employee engagement.
Leadership development programmes at Fletchers Solicitors include Aura, Heads and Leader Up. Over the past year, they have also done a considerable amount of work on apprenticeships.
Extrastaff are looking to expand their branch network further into the Midlands, as well as along the M4 corridor. To fully service these areas, their high street presence will need to increase to around 25 branches.
Extrastaff strongly embrace employee development and empowerment, and empower all employees with the tools and support to succeed in the industry. They believe in promoting internally wherever possible, and at least 30% of the management team were promoted from within over the last year.
Extrastaff strongly embrace employee development and empowerment, and empower all employees with the tools and support to succeed in the industry. They believe in promoting internally wherever possible, and at least 30% of the management team were promoted from within over the last year.
Bill splits his time between the head office and visiting centres. He is very active in the office, taking the time to speak to individual members of staff about how things are going inside and outside of work.
On their learning and development intranet homepage, they have sections for tutors, assistant directors, centre directors and regional managers. Each section has a host of content aimed at supporting their development. They are looking to turn this into a social learning platform to share, vote and comment on the most useful content.
On their learning and development intranet homepage, they have sections for tutors, assistant directors, centre directors and regional managers. Each section has a host of content aimed at supporting their development. They are looking to turn this into a social learning platform to share, vote and comment on the most useful content.
A number of line managers have embarked on developing themselves with the Institute of Learning and Management. These qualifications have proven to be extremely popular as participants can apply all they learn to their day-to-day role as people managers.
A number of line managers have embarked on developing themselves with the Institute of Learning and Management. These qualifications have proven to be extremely popular as participants can apply all they learn to their day-to-day role as people managers.
A number of line managers have embarked on developing themselves with the Institute of Learning and Management. These qualifications have proven to be extremely popular as participants can apply all they learn to their day-to-day role as people managers.
For staff they have an employee support line, which is a free and confidential 24 hour, 365 days a year, telephone service offering staff and their direct family members support on stress at both work and at home.
For staff they have an employee support line, which is a free and confidential 24 hour, 365 days a year, telephone service offering staff and their direct family members support on stress at both work and at home.
Their annual 'Star Awards' aim to highlight exceptional performances where teams or individuals have 'gone the extra mile' and been a shining emblem of one of the council's shared values. The Star Awards take place at the Mayor's Christmas drinks event in December.
Each year, Eden Brown create a company incentive for employees to own equity within the bigger business by reaching set targets. Awarded amounts range from £2,000 to £20,000, and they have gifted £250,000 so far.
As part of their positive workplace initiative, they offer all employees the chance to be a member of the nearby gym, encouraging them to take advantage of exercising by providing a 75-minute lunch break. Filtered water, tea, coffee and squash are also provided for free.
Their Management Academy Programme is an intensive three-day training course that teaches the fundamentals of being a manager. The key elements of training are motivating, mentoring and coaching a team and how to attract, engage and retain good people.
All new analysts are flown out to Chicago for two weeks to be trained on the company's methodology and network, as well as to be introduced to their leadership team. Also, anyone promoted over the year is taken on a three-day training programme in New York.
Each year, DLL pledge a number of volunteering hours to work with various initiatives in the local community. They also regularly donate to local food banks and hold events to teach students from nearby schools interview techniques and skills.
Managers are put through a two-part programme called “Learning to Lead”. This prepares them to lead through coaching and helps them understand their teams. The programme takes place over five days and includes 360-degree feedback, MBTI and coaching skills.
Each year, DLL pledge a number of volunteering hours to work with various initiatives in the local community. They also regularly donate to local food banks and hold events to teach students from nearby schools interview techniques and skills.
You’ve explored the Factors - now discover how your organisation can gain deeper insight into what truly drives engagement and workplace culture.
Our approach measures organisational health across eight core areas: My Team, Leadership, My Manager, Personal Growth, My Company, Wellbeing, Fair Deal, and Giving Something Back. Together, they give you a complete view of how your people think, feel, and experience work.
Complete the form and take the first step toward a stronger, more engaged organisation.
