Direct Line need their managers to stretch themselves, perform to the best of their ability and continuously improve. Their straightforward and less bureaucratic approach to managing performance and development is based on two-way communication between management and employees.
Their CONNECT programme, set up in 2014 and delivered to more than 5,000 employees, allows fresh thinking and better conversations to take place at work in order to deliver an improved experience to customers and bolster communication with each other.
Direct Line need their managers to stretch themselves, perform to the best of their ability and continuously improve. Their straightforward and less bureaucratic approach to managing performance and development is based on two-way communication between management and employees.
As a founding member of Legalign Global, an alliance of four multinational law firms, employees are given access to development opportunities via talent swaps. To date, swaps have been completed in Germany and Australia.
As a founding member of Legalign Global, an alliance of four multinational law firms, employees are given access to development opportunities via talent swaps. To date, swaps have been completed in Germany and Australia.
The firm shares money management and pension information with employees to support their financial wellbeing. This includes toolkits, one-to-one meetings and a visit from the Pension Awareness Bus. These efforts resulted in the company being recognised as a finalist in the Employee Benefits Awards.
Communicorp UK's Leadership Academy is designed to grow managers of all levels. There are currently 30 managers enrolled on the programme working to achieve their personal development goals with the help of a sponsor.
Their ‘Personal Best' process enables employees to create a year-round plan with clear and specific goals for their role and career. They link short and mid-term goals to their learning hub and specific learning programmes to help staff achieve and succeed in their roles.
Mark Lee is a hands-on leader, moving between Communicorp UK's nine locations and attending local team meetings every week. Mark also leads a call with every manager from across the business to give an update and hear progress and priorities from all business areas.
Rather than put everyone through the same training, Cogeco Peer 1 takes a catalogue approach to address areas where an individual needs to develop. The company also focuses on providing new and potential managers with the help they need to make the transition.
All employees are empowered to make recommendations at any time. If an idea is developed and put into action, the employee will often be part of the team to implement this. A monthly “Captain's Table” lunch provides 10 employees with a confidential, open forum in which to speak with the General Manager.
All employees are empowered to make recommendations at any time. If an idea is developed and put into action, the employee will often be part of the team to implement this. A monthly “Captain's Table” lunch provides 10 employees with a confidential, open forum in which to speak with the General Manager.
Codeweavers have an annual “away day”, booking a local hotel for the day to host various team-building activities. The day includes a company update, which is entirely transparent in relation to financial performance and reiterates the mission and values of the company.
Workshops are held to encourage employees to share their work problems, and feedback is used to solve workplace issues or help individuals. Large projects are split into minimum marketable features so developers are not overwhelmed, which helps to avoid stress.
Codeweavers have an annual “away day”, booking a local hotel for the day to host various team-building activities. The day includes a company update, which is entirely transparent in relation to financial performance and reiterates the mission and values of the company.
Cloud.IQ want to hit their targets in the right way. That means going the extra mile for customers and creating an open, collaborative and progressive culture. The company asks employees, partners and customers to judge them against these values.
Employees get their birthday off and also benefit from unlimited drinks and fruit, Thursday night drinks and a bar area with a pool table. There's a nap room, stand-up desks and a healthy cafe. Managers ask about the wellbeing of their team and workload is monitored.
Cloud.IQ want to hit their targets in the right way. That means going the extra mile for customers and creating an open, collaborative and progressive culture. The company asks employees, partners and customers to judge them against these values.
Clearcast run a CSR programme called ‘Clearcast for Better', and, among other initiatives, they have partnered with Haverstock School in Camden, from whom they take on two interns each year as part of the Career Academy programme.
Clearcast run a CSR programme called ‘Clearcast for Better', and, among other initiatives, they have partnered with Haverstock School in Camden, from whom they take on two interns each year as part of the Career Academy programme.
Clearcast are dedicated to creating a working environment that proactively supports staff who may become stressed and make it easier for staff to tell their manager if they are experiencing stress at the earliest opportunity, so this can be discussed, and an action plan put into place.
Employees are measured against CIM's values of being collaborative, passionate, purposeful, relevant and responsible. The CIM introduced a Question Time-style format, so staff can question a panel on business performance and progress. CEO Chris Daly sits with staff at lunch to hear their views.
Employees are measured against CIM's values of being collaborative, passionate, purposeful, relevant and responsible. The CIM introduced a Question Time-style format, so staff can question a panel on business performance and progress. CEO Chris Daly sits with staff at lunch to hear their views.
The Management Fundamentals programme has six modules, covering people management, performance management, leading change and managing as a coach. CIM have also introduced a programme of continuous management that links organisational strategy and goals to personal objectives.
Chattertons raise money for their charity of the year through a variety of means. For example, some members of the team took part in the Viking Way Challenge in Lincolnshire, while others have supported local schools with their careers days.
Chattertons raise money for their charity of the year through a variety of means. For example, some members of the team took part in the Viking Way Challenge in Lincolnshire, while others have supported local schools with their careers days.
Chattertons raise money for their charity of the year through a variety of means. For example, some members of the team took part in the Viking Way Challenge in Lincolnshire, while others have supported local schools with their careers days.
With employees commuting from as far as Huddersfield and Halifax, at peak times it can cause horrendous issues getting to work. Staff have the opportunity to work flexibly to avoid congestion, which has had a really positive impact on wellbeing.
The company support employees in all areas of their professional and personal development by providing an intensive and structured programme that covers all facets of the advice process. This includes sales/service initiatives, client-facing soft skills, technical knowledge and business quality.
With the independent financial sector being extremely competitive, advisers are given the option of choosing which contract they prefer to work under based on their individual circumstances. Options include the ‘Employed Contract' and the ‘Variable Contract'.
Chairman James Ackrill hands out awards and personally recognises achievement - he recently visited every site across the business with his senior management team and personally handed out awards and cakes to the winners of the monthly recognition scheme.
The company has supported their chosen charity - Reconnected - in a number of amazing ways. Firstly, they donated a van, which was kitted out for a street homeless feeding programme, before paying for the refurbishment of the kitchen at Reconnected City Hub.
The company has supported their chosen charity - Reconnected - in a number of amazing ways. Firstly, they donated a van, which was kitted out for a street homeless feeding programme, before paying for the refurbishment of the kitchen at Reconnected City Hub.
Leader James interacts and engages with staff in many ways, including arranging and leading birthday singalongs in the office, involving team members in a range of exciting projects, joining the team for lunch in the kitchen area and also playing table football with different members of staff.
There is an on-site gym, which employees can use during their breaks, while the company also invests in team building events and other fun events in the workplace that help build great employee relationships.
Leader James interacts and engages with staff in many ways, including arranging and leading birthday singalongs in the office, involving team members in a range of exciting projects, joining the team for lunch in the kitchen area and also playing table football with different members of staff.
Anthony Duerden, their Chief Executive Officer, can often be seen across their sites chatting to staff about what they're doing and getting to know them. He meets all new staff on a one-to-one basis and undertakes six and 12-month listening groups with staff.
To assist with personal growth, they developed the ‘Leader's Journey', a bespoke seven-part accredited course that teaches managers how to lead through values, develop their staff to perform at their best, and develop and grow as individuals both professionally and personally.
As part of their environmental initiatives, they are involved in an ongoing programme to install thermal insulation into a large number of our properties, helping customers to reduce heating costs.They also installed a more energy efficient air conditioning system in their head office.
BWB are an industry leader in employee development, having received multiple awards for their learning programmes and overall approach to training. Over one-third of their people have now benefited from one of their Academy programmes - Bronze, Silver or Gold.
Chief Executive Steve Wooler runs an 'Ask Steve' email inbox, which he uses to respond personally to employees' questions. He also records and shares videos that enable him to give short, fun, more personal messages to the business.
BWB are an industry leader in employee development, having received multiple awards for their learning programmes and overall approach to training. Over one-third of their people have now benefited from one of their Academy programmes - Bronze, Silver or Gold.
Career Tracks is the company's in-house career progression programme, on which associates harness their key skills and competencies to become a successful leader. In addition to learning the technical and operational skills of their desired role, they also learn about their own development requirements.
All associates are encouraged to become involved in planning fun events for their team, such as potluck dinners, birthday celebrations, or charitable activities, because the company believes that a fun and engaged environment with good work/life balance will contribute to their wellbeing.
The Celebration Times is a weekly associate newsletter distributed from head office, used to celebrate associate internal promotions and guest feedback, and for associates to share pictures of fun and imaginative ways they have launched new products.
The company plans quarterly company-wide social events and their most popular is the Christmas party, held at a country hotel. Last year 100 team members headed to Tylney Hall Hotel and Spa, with childcare provided for the evening and goodie bags handed out on the train journey there.
They offer generous five and ten-year length of service bonuses, for all levels within the business. Since its introduction in 2013, and working alongside the annual bonus scheme, the initiative has proved a hugely attractive aspect of the rewards and benefits package.
They offer generous five and ten-year length of service bonuses, for all levels within the business. Since its introduction in 2013, and working alongside the annual bonus scheme, the initiative has proved a hugely attractive aspect of the rewards and benefits package.
There has been over 1,500 hours of training completed at Buckles, which includes both technical and non-technical elements. Several staff are being supported on professional courses such as Prince 2, ITEL, and GDPR, as well as CILEX and professional skills courses for lawyers.
There has been over 1,500 hours of training completed at Buckles, which includes both technical and non-technical elements. Several staff are being supported on professional courses such as Prince 2, ITEL, and GDPR, as well as CILEX and professional skills courses for lawyers.
There has been over 1,500 hours of training completed at Buckles, which includes both technical and non-technical elements. Several staff are being supported on professional courses such as Prince 2, ITEL, and GDPR, as well as CILEX and professional skills courses for lawyers.
They promoted World Mental Health day by arranging a lunchtime event for staff to walk or run one mile with colleagues. This time was used to break down the stigma of talking about mental health, which was spread on social media with the hashtag ‘runandtalk'.
They have a ‘Salary Stretch' page on the intranet that brings together all benefits staff can take advantage of in one place. These benefits include salary sacrifice schemes, mobile phone discounts, physiotherapy, discounted gym membership, buying/selling annual leave and discounted childcare
They have a ‘Salary Stretch' page on the intranet that brings together all benefits staff can take advantage of in one place. These benefits include salary sacrifice schemes, mobile phone discounts, physiotherapy, discounted gym membership, buying/selling annual leave and discounted childcare
BPS World's award-winning Stars programme is a structured embodiment of the company's core mission statement: 'People Can Be More'. It provides employees with a clear development pathway from entry level to board level and has produced numerous success stories since its original inception.
Last year BPS introduced sit/stand desks, while one Wednesday each month a qualified massage therapist visits the office and offers 20 minute sessions available to everyone at a reduced rate. A recent wellbeing month was also organised, which included sessions on how to meditate.
The Shining Stars level of the Stars programme is the start of the organisation's management development programme. At this stage, members must participate in the following courses: brand awareness, presentation skills and advance level persuading and influencing.
All staff have one day per month use for volunteer work, such as painting fences, clearing gardens, school reading projects, retirement party or working at the Re-Use centre. Staff also deliver Christmas hampers to tenants and donate toys to charities.
The Hive (their intranet) is the key mode of interaction for staff as well as The Buzz magazine - launched September 2016, it allows employees to write blogs, 'like' and comments on other posts, award points and have team discussions.
They run workshops for all junior and middle managers. Modules include appraisal, recruitment, absence management, personal effectiveness, coaching, budgeting and forecasting. In addition, the workshops cover influencing skills, leading teams through change, business writing skills, managing the probationary period.
The company runs a popular annual award scheme, in which managers in the business nominate those they think deserve recognition and prizes in categories such as: Manager of the Year; Chef of the Year; Unit of the Year; Team of the Year; Rising Star; Unsung Hero and Operations Manager's Choice.
Co-founder and Chief Executive Brian Allanson is a visible leader in the business. Having grown the business from one contract to 70 in its 20 year history, he was welcomed each new team into the business, personally getting to know their abilities, potential and aspirations.
Blue Apple have an Employee Assistance Programme that offers a full range of support to staff, covering finances, family, bereavement and stress. They also carry out regular wellbeing checks and monitor stress informally in one to one meetings.
The company operates a Pleasure Point scheme as a way of rewarding and recognising employees for their efforts and commitment. Employees are awarded points that can be exchanged for experience days or vouchers. There is also a monthly prize draw where employees are selected at random and awarded Pleasure Points up to a maximum value of £100.
Community plays an integral part of the company's CSR strategy, and their Big Yellow Foundation works with charity partners supporting vulnerable people, such as ex-offenders, refugees, ex-service personnel and people living with disabilities to find employment and create a better future for themselves.
Community plays an integral part of the company's CSR strategy, and their Big Yellow Foundation works with charity partners supporting vulnerable people, such as ex-offenders, refugees, ex-service personnel and people living with disabilities to find employment and create a better future for themselves.
Their annual incentive trip sees the whole business, from CEO to apprentice, travel to a luxury destination for three days. The most recent trip saw 52 employees from all corners of the UK come together in Palma, Mallorca.
Their annual incentive trip sees the whole business, from CEO to apprentice, travel to a luxury destination for three days. The most recent trip saw 52 employees from all corners of the UK come together in Palma, Mallorca.
Over 50% of all staff benefit from non-standard work arrangements to improve their work/life balance. For those working in the office, there are Nutribullets to facilitate health-conscious diets, Nespresso machines, acupuncture and homoeopathy sessions, and much more.
As an Investors in People Gold business, the company believes supporting its employees is of utmost importance. Banyards offer a formal senior management leadership training course, regular appraisals, role-specific training, HR training and more, to make sure staff are able to develop as much as possible.
As an Investors in People Gold business, the company believes supporting its employees is of utmost importance. Banyards offer a formal senior management leadership training course, regular appraisals, role-specific training, HR training and more, to make sure staff are able to develop as much as possible.
Banyards offer employees the chance to take up to two working days of special paid leave each year for community volunteering. They also run an employees' charity, voted for by members of staff every year - this year they've supported the Christie Hospital in Manchester.
Auto Trader have a dedicated team of colleagues from across the business who are driving the ‘Make a Difference' strategy, while the Auto Trader Community Fund donated over £60,000 in 2018 to community groups and grassroots projects.
Auto Trader have a dedicated team of colleagues from across the business who are driving the ‘Make a Difference' strategy, while the Auto Trader Community Fund donated over £60,000 in 2018 to community groups and grassroots projects.
Auto Trader have a dedicated team of colleagues from across the business who are driving the ‘Make a Difference' strategy, while the Auto Trader Community Fund donated over £60,000 in 2018 to community groups and grassroots projects.
The company operates a range of wellbeing initiatives, including monthly massages, a cycle-to-work scheme, free first aid sessions and a charity tuck shop. Staff are also encouraged to sign up to sports events, such as the local half marathon, to raise money for the organisation's charity.
The company operates a range of wellbeing initiatives, including monthly massages, a cycle-to-work scheme, free first aid sessions and a charity tuck shop. Staff are also encouraged to sign up to sports events, such as the local half marathon, to raise money for the organisation's charity.
The Management Development Programme is an internal development course that aims to support and enhance the ability of colleagues to apply multi-disciplinary knowledge and competencies in innovative ways, and manage people, tasks and the organisation.
Of late, the bank have worked hard to increase engagement with employee benefits, particularly pensions and private medical insurance. For example, they have moved to a new platform which allows staff to manage their own pension pots, giving them better visibility of their retirement provision.
Alpha Bank are very supportive of staff working the hours they are contracted - and no longer. They also have a policy that staff shouldn't eat lunch at their desks, as they feel it's important that everyone takes a break from their desks.
Of late, the bank have worked hard to increase engagement with employee benefits, particularly pensions and private medical insurance. For example, they have moved to a new platform which allows staff to manage their own pension pots, giving them better visibility of their retirement provision.
Colleagues are recognised for outstanding behaviours in line with the firm's values through their internal "Everyday Heroes" system, whereby any member of the team can be named an Age Partnership Hero for truly living the company's values.
Age Partnership have developed an internal leadership and management development programme called Growing Performance, which is explores a number of different leadership topics including managing difficult conversations, time management and effective communication methods.
The Wellbeing Calendar is a big part of life at Age Partnership, with a range of activities organised each month. This includes Wellness Wednesdays, a series of workshops covering three key topics: back care and posture, resilience and managing stressful situations.
ATS have a recognition system in place to recognise the values demonstrated by their employees. The senior leadership team drives this initiative, ensuring that they go out of their way to find people doing good things within the business.
ATS support their managers in a number of ways, such as with the provision of one-to-one coaching, group discussions, and frequent training. In addition, the company runs an annual employee engagement survey, as well as a weekly employee ‘pulse' survey.
ATS support their managers in a number of ways, such as with the provision of one-to-one coaching, group discussions, and frequent training. In addition, the company runs an annual employee engagement survey, as well as a weekly employee ‘pulse' survey.
2simple are committed to all social responsibility issues and have raised upwards of £100,000 for charity - £15,000 was raised in the past 12 months alone. One example of their work includes printing a book from which 100% of all money generated was donated to good causes.
2simple are committed to all social responsibility issues and have raised upwards of £100,000 for charity - £15,000 was raised in the past 12 months alone. One example of their work includes printing a book from which 100% of all money generated was donated to good causes.
2simple have recently gone through a leadership change, which has required many open, honest and productive meetings with all employees both on a personal basis and company-wide. The organisation is confident everyone now has a strong understanding of the vision and objectives of the company.
Manager's performances are measured on a monthly basis in a formal meeting with the Managing Director. In addition, there are also senior management reports that are submitted to the group board on a monthly basis and scrutinised appropriately.
Manager's performances are measured on a monthly basis in a formal meeting with the Managing Director. In addition, there are also senior management reports that are submitted to the group board on a monthly basis and scrutinised appropriately.
The company operates an Employee of the Month Scheme, where staff can nominate one another for 'Employee of the Month'. The winner receives £100 plus automatic entry into the Employee of the Year. The winner of this title is awarded £1,000.
Last year, WRAP's summer staff conference took place at Oxford Town Hall. The theme was to celebrate team working and interdependence. Bonita Norris, the youngest female to summit Everest, spoke to the WRAP team about her experiences and the importance of teamwork.
At the 2017 summer conference, employees were invited to send in a photo with a team that they had worked with in the past year. The winning team, selected by Julie Hill (Chair of WRAP) and Marcus Gover (CEO), won a paid team lunch.
At the 2017 summer conference, employees were invited to send in a photo with a team that they had worked with in the past year. The winning team, selected by Julie Hill (Chair of WRAP) and Marcus Gover (CEO), won a paid team lunch.
They offer reduced working hours for 13 weeks when mums return to work, and managers are encouraged to work with their staff to see what arrangements work best for them. They also offer five days maternity support in the lead up to the birth.
They offer reduced working hours for 13 weeks when mums return to work, and managers are encouraged to work with their staff to see what arrangements work best for them. They also offer five days maternity support in the lead up to the birth.
One of their biggest successes in 2017 was their annual staff volunteering project. More than 100 members of staff – from the senior directors to bricklayers - took part, helping to transform a derelict piece of land into a community allotment.
Their induction programme is based around their principles and values and is delivered by an external training consultancy to all new team members. The practice's mission is on every poster, business card, job advertisement and other marketing materials.
Tim has a strong belief in the principles of White Cross Vets. He always listens to ideas and suggestions and welcomes every new member of the team on their first day. Each year, he organises a mystery day out to thank the support office team for their hard work.
The Annual Congress brings the whole company together for three days. The theme for 2017 was ‘Learn, Make Friends, Have Fun' and included an awards dinner and ‘Medieval Mayhem' teambuilding session.
There are a number of schemes intended to bring employees closer together. These include using Facebook's Workplace, quarterly meetings, informal workshops with an open Q&A session with James, and Show and Tell - an employee-led initiative giving staff the opportunity to showcase their upcoming projects.
Managers have monthly one-to-one meetings with their line manager to discuss their progress. 360-degree feedback is also used for managers on an informal basis.
There are a number of schemes intended to bring employees closer together. These include using Facebook's Workplace, quarterly meetings, informal workshops with an open Q&A session with James, and Show and Tell - an employee-led initiative giving staff the opportunity to showcase their upcoming projects.
Managers are regularly invited to attend workshops designed to show how to identify the symptoms of stress in their staff. The aim of these workshops is to raise awareness and help prevent long-term work-related stress issues.
Managers are regularly invited to attend workshops designed to show how to identify the symptoms of stress in their staff. The aim of these workshops is to raise awareness and help prevent long-term work-related stress issues.
Wardell Armstrong recognise that people learn well from each other, so have increased the number of internal learning events, which are connected with social functions and events.
WWA ensures that it recognises success and incentivises its employees. Where staff have achieved excellence in their discipline, or have gone above and beyond their role, Partners and Office Leads reward employees accordingly.
A Christmas event is hosted for Ward William Associates entire team of employees and their partners. It usually involves informal sporting events during the day followed by a black-tie dinner and dance in the evening. Previous events have been held at the Eden Project and St Mellion Resort.
A Christmas event is hosted for Ward William Associates entire team of employees and their partners. It usually involves informal sporting events during the day followed by a black-tie dinner and dance in the evening. Previous events have been held at the Eden Project and St Mellion Resort.
One employee, who came to the company as a student and qualified as an accountant, saw a gap in the market to target the creative industry. They pitched the idea to the board and now they successfully run Ward Williams Creative.
Flexible working and time off is granted to employees on a case-by-case basis. The company also hosts annual summer and Christmas parties.
Flexible working and time off is granted to employees on a case-by-case basis. The company also hosts annual summer and Christmas parties.
Each month, the company hosts ‘make time for wine' sessions where a wine expert visits the office. It is a good chance for people from different teams to interact and learn more about wine while doing something enjoyable during the work day.
The Chief Executive Officer Jay does not have an office, opting to sit on a desk with the rest of the team. This way he is easily accessible to everyone, can join in conversations and get to know everyone in the team well.
The Chief Executive Officer Jay does not have an office, opting to sit on a desk with the rest of the team. This way he is easily accessible to everyone, can join in conversations and get to know everyone in the team well.
The annual ‘Spark Life Wellness Week' provides tools to employees to promote wellbeing. This includes nutrition, exercise, mindfulness, financial wellbeing, massage and even the benefits of wild swimming.
‘Spark Labs', a cross-brand brainstorm initiative, encourages employees to support the business by offering ideas to solve a particular problem or amplify a launch. This is an opportunity for VIMN employees to interact and communicate outside of the day-to-day sphere.
The reward and recognition scheme ‘The Power of Thank You' is both a peer-to-peer and manager-led initiative. Managers are able to award two gifts of up to £50 or a day off per year, while colleagues can award personalised note cards and pass their nomination to David Lynn who awards a £50 gift card each to a chosen nominee and nominator.
A range of flexible working options have been introduced to support working parents achieve balance between work and home. Options include compressed hours, flexible working and time off, which is determined on a case-by-case basis.
A range of flexible working options have been introduced to support working parents achieve balance between work and home. Options include compressed hours, flexible working and time off, which is determined on a case-by-case basis.
A range of flexible working options have been introduced to support working parents achieve balance between work and home. Options include compressed hours, flexible working and time off, which is determined on a case-by-case basis.
In 2017, UK Power Reserve achieved full ISO14001 Environmental Management System certification to UKAS standards. This included replacing fluorescent lighting with energy efficient LED lighting, ensuring vehicles were only washed at eco-friendly car washes and creating a green office with reduced use of paper stationery.
Through a passion for energy, UK Power Reserve plans to become a major energy player by consistently winning and effectively executing contracts, innovating to find new customers and exceeding their expectations. They have recently instituted an internal customer service feedback mechanism.
The company conducts management training and bespoke personal development plans for each potential manager. There is also a succession plan in with subject specific management training for identified successors.
The organisation has a flexible working policy that allows employees to apply for variations to their contract, for example, if they have children to care for, or sick relatives to look after; and need to adjust their working hours. They also offer a flexi-time scheme and agile working.
Helping Hands is a project set up as part of the Staff 2020 Group. The organisation allows every member of staff to invest one day per year into this initiative. Projects include: St Johns Playgroup, The Chill Out Zone, and Dene Magna School.
Helping Hands is a project set up as part of the Staff 2020 Group. The organisation allows every member of staff to invest one day per year into this initiative. Projects include: St Johns Playgroup, The Chill Out Zone, and Dene Magna School.
Communication is key at turn IT on, with regular team meetings, annual company meetings and a SharePoint site to share important company information. They also have an open policy in terms of employees being able to approach managers directly.
The company has an open and flexible culture, and recently won the Embedded Flexibility Award from Working Families. In the last financial year, nine flexible working applications were requested and granted.
Communication is key at turn IT on, with regular team meetings, annual company meetings and a SharePoint site to share important company information. They also have an open policy in terms of employees being able to approach managers directly.
An annual conference is held communicating the organisation's vision, values and mission, and inspiring people to make banking better. Delegates from across the business are selected because they will benefit from the event and are best-placed to take the message back to their team.
Chief Executive Officer, Paul Pester, holds a fortnightly ‘stand up' speech to people live in the office, wherever he is. Employees are encouraged to submit questions, with Paul answering as many as he can during five minutes of the meeting.
TSB launched their Local Charity Partnership programme in 2015 to encourage branches, head office and telephony sites to engage in the local community. Working with nearly 500 charity partners, the bank has helped raise over £500,000 through fundraising.
The senior management team engage with the organisation in a number of different ways, including office walkabouts. They seek out a variety of employees and actively mentions the results that they or their teams are achieving.
Trivallis has a series of awards that employees can be nominated for. These include awards for Esteem, Solid as a Rock, Top Service, and The A Team. Anyone within the company can nominate a fellow employee.
Trivallis has a series of awards that employees can be nominated for. These include awards for Esteem, Solid as a Rock, Top Service, and The A Team. Anyone within the company can nominate a fellow employee.
They believe that every person is different but equal and that everyone's unique needs should be recognised and supported. One of the guiding principles for their staff and volunteers is to make the best use of all their resources, enabling them to deliver high quality care.
Since 2016, they have introduced strategies to improve communications between Operational Managers on key issues such as health and safety, HR matters, information security, IT and feedback from SMT meetings. This has enabled improved communication with their teams.
Since 2016, they have introduced strategies to improve communications between Operational Managers on key issues such as health and safety, HR matters, information security, IT and feedback from SMT meetings. This has enabled improved communication with their teams.
Through JACK, (the company's new intranet, the name standing for Just Ask: Communication and Knowledge), they will launch a light-hearted recognition scheme that allows everyone to allocate points to their colleagues for ‘going the extra mile'.
In 2016 they introduced Fika, a Swedish concept, when people take a break from work in order to get together informally over coffee. These cross-team sessions offer time for personal and professional chat. Fika is status free and very levelling.
In 2016 they introduced Fika, a Swedish concept, when people take a break from work in order to get together informally over coffee. These cross-team sessions offer time for personal and professional chat. Fika is status free and very levelling.
CEO Daniel meets all new starters for a coffee. He feels this is very important part of the induction process and finds real value in finding out what particularly interests each new employee. He also attends staff events when he is in the office.
Their HR Director runs a selection of short management training sessions on topics such as managing performance, recruitment, reward and recognition and delegation. They also run external courses in delegation, management theory and practice.
CEO Daniel meets all new starters for a coffee. He feels this is very important part of the induction process and finds real value in finding out what particularly interests each new employee. He also attends staff events when he is in the office.
‘We want to understand the world and make it better' is the university's mission and their motto is ‘to discover and understand'. The organisation was founded by individuals and groups who have profound belief in the public value of universities for the economy, health and community.
Events are regularly held to include not just staff but the wider community, encouraging collaboration in the area as a whole. The university also hosts the Festival of the Mind, which attracts 50,000 visitors, including employees from across different teams and members of the public.
Events are regularly held to include not just staff but the wider community, encouraging collaboration in the area as a whole. The university also hosts the Festival of the Mind, which attracts 50,000 visitors, including employees from across different teams and members of the public.
All areas hold monthly team meetings to discuss projects and raise questions. There are also offsite team days that help them to build relationships, such as one held at RHS Garden Wisley, where attendees could learn more about what their colleagues do and identify any challenges.
Core values are to inspire, involve, inform and improve. These are regularly communicated to all employees, including in the weekly staff email update - Weeder's Digest - and by the leadership team at the quarterly business update roadshows that take place at each site.
All areas hold monthly team meetings to discuss projects and raise questions. There are also offsite team days that help them to build relationships, such as one held at RHS Garden Wisley, where attendees could learn more about what their colleagues do and identify any challenges.
Their online performance system gives employees the opportunity to tell the company how they think they are performing and how they feel at work. Scores have increased this year in relation to freedom to make decisions, meeting individual needs and how happy staff are at work.
Their online performance system gives employees the opportunity to tell the company how they think they are performing and how they feel at work. Scores have increased this year in relation to freedom to make decisions, meeting individual needs and how happy staff are at work.
Every employee receives on the job training and coaching. They get regular feedback through their annual appraisal and three coffee chats throughout the year. A number of their senior manager's are mentors to employees and students within the hospitality industry.
As participating members of Better Bankside, their local community initiative, the company raises money and awareness for local charities. Two examples are the annual Borough Market Pancake Race, and a recent competition to reskin local public bins to discourage littering.
As participating members of Better Bankside, their local community initiative, the company raises money and awareness for local charities. Two examples are the annual Borough Market Pancake Race, and a recent competition to reskin local public bins to discourage littering.
They host monthly ‘Speed Dating' events – inviting people from all over the agency to chat to each other over a glass of bubbly. It gives staff from different disciplines a forum to meet and connect, encouraging cross-collaboration, new ideas and togetherness.
A new e-brochure has been created to highlight all their employee benefits to remind staff of the range of benefits they are entitled to. Previously many were unaware of the benefits and so this promotion has been successful in improving employee engagement.
The Gym Group does not believe in targets that are unobtainable or ‘moving the goal posts'. With this clear understanding set out from day one it allows managers to productively manage their working week, without the need to encroach on their own personal time.
A new e-brochure has been created to highlight all their employee benefits to remind staff of the range of benefits they are entitled to. Previously many were unaware of the benefits and so this promotion has been successful in improving employee engagement.
During their interactive group induction day, the Duke of Richmond, Chairman or COO Chris Woodgate attend every session, meeting new recruits and verbally bringing to life the mission, vision and values of the company.
Goodwood are owned and run by The Duke of Richmond who highlights the company's responsibility to the local and regional community to hold the estate together, not only as a beautiful place, but also as a generator of vital economic value.
Goodwood are owned and run by The Duke of Richmond who highlights the company's responsibility to the local and regional community to hold the estate together, not only as a beautiful place, but also as a generator of vital economic value.
Since their second year, staff have 'warm desked'. An alternative to hot desking, people change where they sit around every 3 months. This gives people the chance to get to know new neighbours properly and re-energises life in the office.
Three years ago they asked employees to capture their understanding of the company's purpose and principles in a book. This book is given to new clients, and new employees, so they understand what The Corner is about. The book is updated every 18 months.
Every month an employee who has gone the furthest to demonstrate the spirit of company ethos “We Will” wins the Babbington Award - a £400 voucher to be spent at Babbington House (or equivalent venue within the Soho House Group).
In 2017, they ran a 'Mental Health month', writing an article discussing men's health and depression and where to get help and advice. They also ran an event promoting a mile walk at lunch to get people out of their chairs and active.
Each department runs an Early Morning Training (EMT) session once a week to expand knowledge both in their teams and across the company. This ensures that all teams meet on a weekly basis and are kept up to date with other areas of the business.
In 2017, they ran a 'Mental Health month', writing an article discussing men's health and depression and where to get help and advice. They also ran an event promoting a mile walk at lunch to get people out of their chairs and active.
Tangerine Holdings offers in-depth sales training to all new sales employees - comprising a full 16-week programme that combines office-based training, external on-the-job training and dedicated feedback and mentoring.
The company runs frequent family fun days in the Lake District where every UK employee can come for a day with their families for games, activities and competitions to interact with everyone from across all levels of the business.
The company runs a four-day charity weekend on a voluntary basis to raise money for charity. Many members of the business volunteer for a range of roles, from organising to treasury, and participating in the events themselves. Last year alone the company raised £20,000 for charity.
Sytner Group have just invested in a new e-learning platform, which is designed to provide all of the organisation's e-learning courses, empowering staff with an opportunity to complete training at a time that is convenient and flexible for them.
Sytner Group have just invested in a new e-learning platform, which is designed to provide all of the organisation's e-learning courses, empowering staff with an opportunity to complete training at a time that is convenient and flexible for them.
Darren shares the company culture and embraces this on a daily basis. Throughout a working week Darren will spend typically two days working out of a dealership rather than from Head Office, ensuring he is accessible and remains in touch with colleagues.
The company run two year-long development programmes for aspiring managers, Pioneer and GAP. Staff get a real-life business problem to solve at the end. Latest figures from Pioneer show that ten out of 11 delegates went on to become managers.
The firm's engagement champions drive engagement across all teams. Their recent video based on 'bringing our mission to life' shows how everything the company does affects a patient – from the stretcher to the theatre.
The firm's engagement champions drive engagement across all teams. Their recent video based on 'bringing our mission to life' shows how everything the company does affects a patient – from the stretcher to the theatre.
The company is the sponsor of Tenfold Gaming Esports Team – the world's first Esports team for underprivileged children of colour, which aims to re-engage young people with education through the accessible route of competitive computer gaming.
Stein IAS uses a management development programme called Iris, which gives managers a complete picture of their management competencies and areas of improvement, as well as documenting their interactions with their team.
The company is the sponsor of Tenfold Gaming Esports Team – the world's first Esports team for underprivileged children of colour, which aims to re-engage young people with education through the accessible route of competitive computer gaming.
All managers receive awareness training so they can spot signs of stress in the workplace - and signpost those in need of assistance. Mindful activities take place across the organisation, including weekly pilates classes, reading and colouring. This forms part of the charity's commitment to enable staff to be the best they can be.
All staff attend the chief executive's monthly briefing, where those who have gone the extra mile are awarded a certificate and a token of appreciation. A STAR award is open to all employees, which is linked to the company's values and recognises those who demonstrate the organisation's vision.
All managers receive awareness training so they can spot signs of stress in the workplace - and signpost those in need of assistance. Mindful activities take place across the organisation, including weekly pilates classes, reading and colouring. This forms part of the charity's commitment to enable staff to be the best they can be.
Managers are supported with workshops and regular coaching sessions provided by an external coach. Participants are also encouraged to regular engage with their cohorts to mentor and coach each other during the programme.
Managers are supported with workshops and regular coaching sessions provided by an external coach. Participants are also encouraged to regular engage with their cohorts to mentor and coach each other during the programme.
The most anticipated event on the SRG calendar each year is the company conference. Everyone in the business takes the day out of the office to come together to discuss business results and strategies for the upcoming year, followed by a glamorous annual awards dinner.
One of the most important performance measures at SportPursuit is the annual appraisal. However, monthly and/or quarterly one-to-one meetings and targets evaluation are standard practice within all departments.
Bentley, the office dog, takes his role of morale ambassador very seriously and employees are encouraged to use their breaks effectively. A spacious, fully equipped and convenient rest zone and kitchen area is available to all employees.
SportPursuit offer a lunchtime run club, workout Wednesday and yoga class each and every week. Recently they organised the SportPursuit Sports Day, where mixed teams from all departments competed in seven different activities in their local park.
Spencer Ogden offer a Masterclass programme, designed to develop their highest performers with a blend of learning opportunities. In addition, staff can pursue external development opportunities at the London Business Forum, alongside internal experiential learning events.
The company's working environment promotes an atmosphere of togetherness and collaboration, with astroturf, footballs, bikes for use while working, and table tennis. They also run a summer gathering in each office.
Spencer Ogden give employees the chance to go on an annual trip abroad to destinations such as Miami, Vegas and Ibiza. A target is set to attend the trip and employees are regularly updated on their figures, with lots of internal promotion about the destination.
Solar takes responsibility for their environmental impact seriously. It has gained the accreditation ISO14001, which is underpinned by the following 5 core principles: reduce pollution, conserve resources, conserve energy, reduce consumption and waste and protect the Earth's ecological balance.
Solar conducted their first ‘Learning at Work Week' in 2017, where staff pushed themselves out of their comfort zones and provided training sessions for colleagues on how to change a tyre, learn Cantonese, better understand personality types and more.
Solar takes responsibility for their environmental impact seriously. It has gained the accreditation ISO14001, which is underpinned by the following 5 core principles: reduce pollution, conserve resources, conserve energy, reduce consumption and waste and protect the Earth's ecological balance.
SHI are dedicated to empowering their employees. From the very start, all employees are encouraged to make their own decisions about their work, without needing to refer to senior management, speeding up decisions and easing customer pain.
The company operates an open door policy where employees can talk in confidence to management about any issues they may have and vent constructively. Solutions to challenges often include flexible working arrangements, a change in workload or taking on different responsibilities.
SHI rewards employees with an annual performance-related salary increase, where staff are given a raise based on their contribution throughout the year. Employees are also given performance-related bonuses based on meeting specific goals.
SE's strategy encourages a personal approach, they recognise working life,wellbeing, planning for the future and lifestyle. Staff are rewarded with a range of vouchers, gifts and instant recognition “Spot on” awards.
SE's strategy encourages a personal approach, they recognise working life,wellbeing, planning for the future and lifestyle. Staff are rewarded with a range of vouchers, gifts and instant recognition “Spot on” awards.
SE's wellbeing policy demonstrates their commitment to encourage a supportive environment where employees are able to seek help and advice if experiencing stress, and steps are taken to ensure the health of employees is not placed at risk through excessive workplace pressure. The company's Employee Counselling scheme gives all UK based employees access to a free, confidential counselling service, 24 hours a day (as well as face to face sessions if required). SE's Healthshield programme also gives colleagues the chance to claim money back on therapies such as massage, known to promote relaxation and reduce stress. They have a number of colleagues who are trained harassment advisors and can be contacted confidentially by anyone who feels they may be subject to harassment or bullying (in addition to support offered by line managers, HR practitioners and formal grievance processes).
Since 2013 all the energy Santander uses to power their offices in the mainland UK comes from renewable and carbon-neutral biomass sources. What's more, the company supports Age UK and Barnardo's, aiming to raise £3 million in total by the end of the partnership with the two charities.
‘We are Santander fortnight‘ is an annual event for colleagues in Santander to celebrate what it means to work for the organisation. During the fortnight colleagues are encouraged to take part in a range of events, such as an ‘It's a Knockout' style competition.
‘We are Santander fortnight‘ is an annual event for colleagues in Santander to celebrate what it means to work for the organisation. During the fortnight colleagues are encouraged to take part in a range of events, such as an ‘It's a Knockout' style competition.
One lucky sales-i employee, who is a keen runner, was allowed to work in the company's Chicago office so that he could take part in the Chicago Marathon. The trip was fully funded, with no annual leave required, and sales-i even contributed to his fundraising efforts.
sales-i ensures employees have time to relax and socialise by providing a table tennis table and equipment for use when taking a break from their desks. What's more, the company prides itself on its flexibility for parental requirements - including changing working hours to meet childcare needs.
One lucky sales-i employee, who is a keen runner, was allowed to work in the company's Chicago office so that he could take part in the Chicago Marathon. The trip was fully funded, with no annual leave required, and sales-i even contributed to his fundraising efforts.
Every year RTS Consultants arrange a company-wide event dedicated to sharing news about the company and its future, as well as having fun. In 2017, line dancing, hog roasts and bucking broncos were the order of the day, as part of their ‘Hog and Hoedown' event.
Every year RTS Consultants arrange a company-wide event dedicated to sharing news about the company and its future, as well as having fun. In 2017, line dancing, hog roasts and bucking broncos were the order of the day, as part of their ‘Hog and Hoedown' event.
Every year RTS Consultants arrange a company-wide event dedicated to sharing news about the company and its future, as well as having fun. In 2017, line dancing, hog roasts and bucking broncos were the order of the day, as part of their ‘Hog and Hoedown' event.
All employees get Fitbits and they run regular competitions to motivate everyone to be more active. Employees get personal-trainer sessions once a month after work. Collaborative working and strong relationships between colleagues are supported and there's a games room.
A dedicated Career Support Manager creates development plans for individuals so they're supported in working towards career goals and ensuring they understand their contribution to ROQ. With 'ROQ bytes', colleagues share with each other new things they have learnt or experienced.
All employees get Fitbits and they run regular competitions to motivate everyone to be more active. Employees get personal-trainer sessions once a month after work. Collaborative working and strong relationships between colleagues are supported and there's a games room.
Roc have an employee share scheme, with everyone owning part of the business. The firm also has a quarterly review meeting where it awards gold disks for exceptional 'Roc Star' performance combined with a dinner voucher at a fancy restaurant and a parking space for a month.
Roc have an employee share scheme, with everyone owning part of the business. The firm also has a quarterly review meeting where it awards gold disks for exceptional 'Roc Star' performance combined with a dinner voucher at a fancy restaurant and a parking space for a month.
At annual company updates, four employees are selected as Value Superheroes based on their behaviours and achievements over the year. They each get a cape with the relevant value on the back and wear them during company events.
Robin Hood Academy have created an internal leadership programme delivered by our Executive Head Teacher. This is a programme delivered after work to middle leaders or those aspiring for leadership roles.
A strong moral compass and commitment to Robin Academy's core values of respect, innovation and equality are demonstrated by the senior management team. Every senior manager places the child at the forefront of their decision-making process and above all other factors.
A strong moral compass and commitment to Robin Academy's core values of respect, innovation and equality are demonstrated by the senior management team. Every senior manager places the child at the forefront of their decision-making process and above all other factors.
The company's values are Authenticity, Restless Minds, Purpose and Collaboration. These values are lived, not just laminated, and promoted across the business. Monthly meetings reinforce the values and highlight key examples where staff have demonstrated them.
ROAST encourage employees to stay fit and subsidise gym memberships to one of London's top gyms, with access to all Nuffield's gym facilities, swimming pools, multiple sites, regular health MOT tests and a free personal trainer session. There's a softball league in summer.
ROAST wanted to build a people-focused business. To help with this, they created ROAST Houses. Each member of the founding team is a House Captain, with people placed in Gravy, Stuffing, Horseradish, Mash or Cauliflower Cheese. This offers a deeper level of support.
Recently, the entire Gaydon office took part in a day's volunteering at a local National Trust venue where they constructed play equipment from natural materials. All sites get involved with national fundraising activities including Children in Need, Macmillan coffee mornings and St Luke's Hospice.
CEO Nigel uses quarterly company meetings to update all staff on company developments, new initiatives and future plans. He also regularly contributes to the weekly 'Despatches' company newsletter. He makes it clear that anyone can contact him directly.
CEO Nigel uses quarterly company meetings to update all staff on company developments, new initiatives and future plans. He also regularly contributes to the weekly 'Despatches' company newsletter. He makes it clear that anyone can contact him directly.
The Ignite Performance framework focuses on an employee's job role, objective and behaviours. It's a colleague-run process with managers offering support through bi-yearly meetings and monthly one-to-ones, allowing the employee to measure and acknowledge their current performance and work with their managers to improve.
The Ignite Performance framework focuses on an employee's job role, objective and behaviours. It's a colleague-run process with managers offering support through bi-yearly meetings and monthly one-to-ones, allowing the employee to measure and acknowledge their current performance and work with their managers to improve.
Colleagues are actively involved in shaping Remploy through the Employee Benefits Trust (EBT), the elected ownership council. They use Google Communities for employees to share best practice and have a magazine (Talkability) to keep everyone abreast of developments.
An initiative called Bigger Picture Training invited a selection of employees to discuss the security industry. A question was displayed and everyone had to find someone new to interact with. The discussion continued until the background jazz stopped.
The team works shifts, but they do this at home so they help their work/life balance and don't lose travel time. Reliance are a family-friendly firm and try to offer as much flexible working as possible.
The team works shifts, but they do this at home so they help their work/life balance and don't lose travel time. Reliance are a family-friendly firm and try to offer as much flexible working as possible.
Leaders get on-demand resources to support their management development. Content includes: Change Management, Leading Dispersed Teams and Gallup StrengthsFinder. They're delivered through online, virtual or classroom training or through articles, tools and job aids on an online portal.
RackFest celebrated a successful first half of 2017 - a mini music festival, with dancing, a hippy zone, games, live music, face-painting and free food and drinks. They also celebrated the International Systems Administrators Appreciation Day with paintballing in the firm's multi-storey car park.
Rackspace continued their certification to ISO 14001 (Environmental Management) covering most of the UK operation and installed new, more energy-efficient chiller units. The London team are moving offices, repurposing old furniture and offering surplus equipment to Rackers in exchange for a charity donation.
Each manager is given an induction guide prior to new starters joining with a list of introductory activites to help ease them into the department and organisation.
QA's 'Town Halls' are a well-received activity from employees where the Executive team travel across different sites to deliver company updates, talk to staff and respond to questions or comments.
QA's portfolio of training is vast and staff receive at least 3 days of training per year on any of the courses available. Employees can opt to give one of the three days to a friend or family member if they do not use their allowance.
Profile measures the performance of their managers through specific KPIs and technical and behavioural competencies reviewed quarterly, including observations of one-to-one, quality results, monthly discussions and 360-degree feedback.
Profile measures the performance of their managers through specific KPIs and technical and behavioural competencies reviewed quarterly, including observations of one-to-one, quality results, monthly discussions and 360-degree feedback.
The Morale team focuses on team morale across the company. They organise company-wide day-to-day and annual events. There's a subsidised Summer Sizzler and a fully paid Christmas party. Mr Men awards included Little Miss Brainy for one employee for passing IFA exams.
Employees are entitled to a 'birthday lie-in' or leave early. Showers are provided in the office to encourage people to cycle to work and run at lunch times. The company supports and encourages internal team sports activities like football and netball. An EAP is available to all employees.
Employees are entitled to a 'birthday lie-in' or leave early. Showers are provided in the office to encourage people to cycle to work and run at lunch times. The company supports and encourages internal team sports activities like football and netball. An EAP is available to all employees.
The office has several collaborative working spaces, standing desks and communal eating spaces to encourage informal and shared communication. Monthly Lunch and Learns information sessions are open to anyone. The team bring their lunch and subject-matter experts talk on a wide range of topics.
The CEO has a very open and collaborative management style with all employees. In the last staff survey, 91% said they have a great deal of faith in the CEO. Company updates, breakfast sessions, floor-walks and regional-office visits are regular.
During 2017, the firm joined Vision Path Education, which partners with leading employers to create inspiring and engaging programmes that help smart 14-18 year olds build their skills, learn about the world of work and connect with organisations they'd love to work for.
The CEO has a very open and collaborative management style with all employees. In the last staff survey, 91% said they have a great deal of faith in the CEO. Company updates, breakfast sessions, floor-walks and regional-office visits are regular.
Pluss uses a formal appraisal process to measure the performance of management. They are set to launch a competency framework which has been developed to ensure employees — including managers — are reviewed in line with the required behavioural and performance standards of the organisation.
Pluss holds joint consultative committees which provide staff with an opportunity to feed into company deliberations. They are also seeking to develop a staff forum in the next year which will further amplify the voice of their employees.
As well as being focused on its main business objectives, the company has put into place a comprehensive people strategy to support, develop and nurture their employees.
A range of benefits include a wellbeing programme connected to the medical insurance offering incentives and rewards for healthy behaviours such as medical screening and physical activity. There's also an Employee Assistance Programme and flexible working.
A range of benefits include a wellbeing programme connected to the medical insurance offering incentives and rewards for healthy behaviours such as medical screening and physical activity. There's also an Employee Assistance Programme and flexible working.
The management organises regular social days. Recently, all staff were invited to a summer event that included an innovative group problem-solving activity.
Two company-wide conferences have included food and entertainment. The year-end conference was held at a cinema last year and the firm held a company-wide bowling competition. Eight random teams brought some colleagues together for the first time.
Two company-wide conferences have included food and entertainment. The year-end conference was held at a cinema last year and the firm held a company-wide bowling competition. Eight random teams brought some colleagues together for the first time.
Individuals are encouraged to reach out to their colleagues for support, with the leadership team continually offering support and guidance through their daily and designated interactions with individuals. The HR Manager has regular one-to-one sessions with colleagues.
An employee assistance programme offers staff telephone and face-to-face support on anything that could be causing stress inside or outside of work. All employees are encouraged to speak with HR in confidence on any matter, whether work related or not.
An employee assistance programme offers staff telephone and face-to-face support on anything that could be causing stress inside or outside of work. All employees are encouraged to speak with HR in confidence on any matter, whether work related or not.
The Orega Academy is a company-wide initiative operating as a series of interactive group development days. Sessions are created with an overall strategy in mind of aligning employees' skills and behaviours with the Orega vision and values.
Ordnance Survey's recognition scheme also has a team reward element, in which corporate support is given to their sports and social groups that vary from running and volleyball to yoga and craft.
Ordnance Survey's recognition scheme also has a team reward element, in which corporate support is given to their sports and social groups that vary from running and volleyball to yoga and craft.
Ordnance Survey's recognition scheme also has a team reward element, in which corporate support is given to their sports and social groups that vary from running and volleyball to yoga and craft.
Implementing a promotion pathway document enabled the firm to increase benefits as people progressed through the business, offering additional healthcare, work-from-home opportunities, and extra holiday. This gave employees a clear route to the top.
Implementing a promotion pathway document enabled the firm to increase benefits as people progressed through the business, offering additional healthcare, work-from-home opportunities, and extra holiday. This gave employees a clear route to the top.
James sits on the sales floor alongside everyone else, to demonstrate an approachable leadership style. He regularly visits other offices to ensure people are happy and settled, taking time out to check on individuals, and genuinely caring about staff wellbeing.
Naim Audio support the local business community, partnering with a local college to encourage school leavers to consider engineering. They also partnered with local charity, Life Rocks, to convert a nuclear bunker into a space for young people to enjoy music.
Naim Audio support the local business community, partnering with a local college to encourage school leavers to consider engineering. They also partnered with local charity, Life Rocks, to convert a nuclear bunker into a space for young people to enjoy music.
The summer team building event was an 'It's a Knockout' challenge, which eight teams competed in. At the 100 Best Celebration Day, they split the company into three teams and competed across physical, mental and creative challenges.
‘Advance Right' is a career carving tool. Employees have an honest conversation around what their role looks like today and then talk about tomorrow. - their future role might not even exist yet. The final part of the conversation locks down a reasonable timeline.
Momentum Worldwide's global network of 2,000 employees are unified by The Momentum Way and the following core values: be one, have fun, do great work, be fearless, grow, and give back. Staff can be spot-rewarded for living the values.
‘Advance Right' is a career carving tool. Employees have an honest conversation around what their role looks like today and then talk about tomorrow. - their future role might not even exist yet. The final part of the conversation locks down a reasonable timeline.
MHS Homes raised over £15,000 for its nominated charity of the year The MS Society through running a series of events including a charity dog walk, golf day, quiz night, dragon boat race and a cake bake sale.
MHS Homes raised over £15,000 for its nominated charity of the year The MS Society through running a series of events including a charity dog walk, golf day, quiz night, dragon boat race and a cake bake sale.
Employees are rewarded with an annual performance bonus, while an ‘instant recognition' staff reward scheme sees employees nominate their colleague who has excelled at demonstrating the values of the organisation. Winners are awarded shopping vouchers and a card.
Staff are supported with coaching and mentoring both before and after they've attended management development programmes. Feedback is positive, with most staff agreeing to be part of an internal ‘coaching bank'.
Staff are supported with coaching and mentoring both before and after they've attended management development programmes. Feedback is positive, with most staff agreeing to be part of an internal ‘coaching bank'.
Staff are supported with coaching and mentoring both before and after they've attended management development programmes. Feedback is positive, with most staff agreeing to be part of an internal ‘coaching bank'.
There's a team-building session on the last Thursday of every month, such as bowling, Octoberfest celebrations, food and drinks at various locations, and comedy nights. Everyone can work from home and holidays can be bought and sold.
One of the behavioural traits is to 'talk first, email second' to improve interaction within the agency. The agency advocates face-to-face interaction, although there's an email group called 'fun' for informal communication on work emails.
MC&C develop their support staff within their specialist fields. Finance staff get full study support towards professional qualifications. This has meant increased financial knowledge across the team, which means senior team members are less involved in day-to-day tasks.
For people development, Majestic Wine Warehouses collaboratively share best-practice. For retail teams, they've moved away from sales-based targets to KPIs, to recognise, develop and reward behavioural qualities in people that directly link to customer engagement.
For people development, Majestic Wine Warehouses collaboratively share best-practice. For retail teams, they've moved away from sales-based targets to KPIs, to recognise, develop and reward behavioural qualities in people that directly link to customer engagement.
For people development, Majestic Wine Warehouses collaboratively share best-practice. For retail teams, they've moved away from sales-based targets to KPIs, to recognise, develop and reward behavioural qualities in people that directly link to customer engagement.
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