SLH Group's ‘Accelerate Talent Management' programme is designed to meet the specific needs of the organisation, specifically a strong commitment to business excellence with an ambitious and passionate commitment to talent management. The company are seeking to develop a culture where all colleagues can fulfil their potential within the organisation. Indeed, it is envisaged that these points of focus will create a powerful dynamic, with increases in efficiency freeing up capacity for organisational development. The Accelerate programme takes participants through a structured journey that provides opportunities for them to engage in critically reflective learning within an organisational peer group. As the programme progresses the participants form teams and then identify an opportunity to either develop a new service, work with new customers or to improve the effectiveness and efficiency with which an existing service is being provided. This experience allows staff to reflect on and further develop their knowledge and skills and the teams then present their projects to the Senior Management Team, who in the end decide which projects will be integrated into the business.

The SLH Group believe that wellbeing is personal to each individual, so every colleague receives a £200 wellbeing allowance to be put towards things like sports memberships, equipment and sports clothing. This is the second year the company have run the wellbeing allowance scheme, with 97% receiving full allowance in 2016. Once a year the business closes and all colleagues are invited to attend a Wellbeing Day, which is held at a local leisure centre. At this event SLH Group provide a number of initiatives to support physical and mental wellbeing, as well as nutritional advice and resilience workshops. Colleagues are offered the opportunity to meet with a life coach individually to discuss their concerns and to help them adopt a healthier attitude to life and work. The Living Room at the office is divided into different zones, including relaxation, craft and activities. The relaxation zone has massage chairs and bean bags, as well as a television with some comfy coaches. The craft zone has mindfulness colouring in books, as well as the facility to make your own Christmas and birthday cards, very thrifty! The activities zone has a pool, fuzz ball and ping pong tables, as well as a dartboard, all of which have led to a league of activities being set up!

SVHS have 11 trained facilitators across the organisation available to help focus and drive meetings/training sessions to improve communication flow. The company have a number of break-out spaces available to staff who can use the areas to chat to colleagues and have informal meetings. The Creative Room, with bright furniture including a sofa and bean bags, encourages staff to use the space to brain storm, share ideas and be creative in problem solving. SVHS also have large screens in meeting rooms with Apple TV's to allow easy use of video conferencing software, including staff who are unable to physically attend the meeting with team discussions. Earlier in the year SVHS hosted an all staff event called Future Focus. One of the main objectives of the event was to focus staff on understanding the future direction of the organisation; however the event also aimed to ensure staff were aware and understood the new ways of working and also focused on collaboration. The benefits of the event were highlighting the progress of the organisation to date, re-confirming leadership aims and goals for the organisation. The event allowed SVHS to run a number of activities aimed at encouraging cross-organisational collaboration and team building. These included asking each team to produce a ‘team board' in advance, being creative to display team success over the past 12 months and also areas which they felt could be improved.

SVHS have 11 trained facilitators across the organisation available to help focus and drive meetings/training sessions to improve communication flow. The company have a number of break-out spaces available to staff who can use the areas to chat to colleagues and have informal meetings. The Creative Room, with bright furniture including a sofa and bean bags, encourages staff to use the space to brain storm, share ideas and be creative in problem solving. SVHS also have large screens in meeting rooms with Apple TV's to allow easy use of video conferencing software, including staff who are unable to physically attend the meeting with team discussions. Earlier in the year SVHS hosted an all staff event called Future Focus. One of the main objectives of the event was to focus staff on understanding the future direction of the organisation; however the event also aimed to ensure staff were aware and understood the new ways of working and also focused on collaboration. The benefits of the event were highlighting the progress of the organisation to date, re-confirming leadership aims and goals for the organisation. The event allowed SVHS to run a number of activities aimed at encouraging cross-organisational collaboration and team building. These included asking each team to produce a ‘team board' in advance, being creative to display team success over the past 12 months and also areas which they felt could be improved.

The Senior Management Team is absolutely dedicated to the organisations values and go out of their way to ensure there is a continual focus on them in their actions and in the way they communicate across the organisation. The Chief Executive is the first to ask to be involved and is pictured holding a "no blame culture". It's what matters most to him. Things may not go well but the focus is always on how it can be done better next time. The Senior Team make themselves available and have an open door policy. Nobody will be turned away if they have something they need to ask. The Chief Executive meets regularly with all staff and is always available to attend team meetings. Success is always celebrated informally by a quick thank you or a letter to staff. Investors in People made Sevenoaks the first public sector organisation worldwide to reach their new Platinum Standard. Whenever there is news that needs to be shared with the whole organisation there is no hesitation in sending a communication, often by email, that gives an honest assessment of the situation and clarity about what steps the organisation are taking. The Chief Executive ensures that each of the Chief Officers in his team operate in the same way and if he cannot be available there is always someone in the Leadership Team available to engage with staff. Staff Briefings are exceptionally popular with staff. Attendance exceeds 80% and they provide not just an opportunity for the Chief Executive to talk directly to staff but an opportunity for them to give their feedback and seek answers to any questions they may have. A simple but effective post-it session at each briefing means staff can give their opinions anonymously if they choose and it has seen engagement levels improve dramatically.

The Senior Management Team is absolutely dedicated to the organisations values and go out of their way to ensure there is a continual focus on them in their actions and in the way they communicate across the organisation. The Chief Executive is the first to ask to be involved and is pictured holding a "no blame culture". It's what matters most to him. Things may not go well but the focus is always on how it can be done better next time. The Senior Team make themselves available and have an open door policy. Nobody will be turned away if they have something they need to ask. The Chief Executive meets regularly with all staff and is always available to attend team meetings. Success is always celebrated informally by a quick thank you or a letter to staff. Investors in People made Sevenoaks the first public sector organisation worldwide to reach their new Platinum Standard. Whenever there is news that needs to be shared with the whole organisation there is no hesitation in sending a communication, often by email, that gives an honest assessment of the situation and clarity about what steps the organisation are taking. The Chief Executive ensures that each of the Chief Officers in his team operate in the same way and if he cannot be available there is always someone in the Leadership Team available to engage with staff. Staff Briefings are exceptionally popular with staff. Attendance exceeds 80% and they provide not just an opportunity for the Chief Executive to talk directly to staff but an opportunity for them to give their feedback and seek answers to any questions they may have. A simple but effective post-it session at each briefing means staff can give their opinions anonymously if they choose and it has seen engagement levels improve dramatically.

At Seven Technologies Group they have created an environment of Empowerment and Innovation. As an employer within the engineering sector, one of their best attributes as an organisation is that employees have the opportunity to not only be part of an innovation culture, but are also empowered to make decisions and ultimately make a difference. The most commonly used phrase in Seven Technologies Group is 'crack on', as empowerment of the individual is an ingrained value in their business. The company see continual development as one of the key elements within our Performance Management System. Through technical, functional and management training they hope to give their people the skills and knowledge they need to be the best they can be, creating and delivering market leading products and service alongside formal training. Informal mentoring 'buddy systems' have also been a great way to share past experiences on what staff have learned and encourage those taking on new challenges to handle whatever's thrown at them in the best possible way.

At Seven Technologies Group they have created an environment of Empowerment and Innovation. As an employer within the engineering sector, one of their best attributes as an organisation is that employees have the opportunity to not only be part of an innovation culture, but are also empowered to make decisions and ultimately make a difference. The most commonly used phrase in Seven Technologies Group is 'crack on', as empowerment of the individual is an ingrained value in their business. The company see continual development as one of the key elements within our Performance Management System. Through technical, functional and management training they hope to give their people the skills and knowledge they need to be the best they can be, creating and delivering market leading products and service alongside formal training. Informal mentoring 'buddy systems' have also been a great way to share past experiences on what staff have learned and encourage those taking on new challenges to handle whatever's thrown at them in the best possible way.

Selwood Housing Group support dual roles to encourage job enrichment, strengthen skills and experience and as a consequence benefit from a more multi-skilled and engaged workforce, as well as enabling a direct impact on the lives of their beneficiaries. The success of the organisation's apprenticeship scheme has recently been recognised as one of their apprentices won a national award of 'Apprentice of the Year' and another was 'Highly Commended' at a national awards ceremony earlier this year.

Selwood Housing Group support dual roles to encourage job enrichment, strengthen skills and experience and as a consequence benefit from a more multi-skilled and engaged workforce, as well as enabling a direct impact on the lives of their beneficiaries. The success of the organisation's apprenticeship scheme has recently been recognised as one of their apprentices won a national award of 'Apprentice of the Year' and another was 'Highly Commended' at a national awards ceremony earlier this year.

Salix Homes offer a robust induction process for all new starters that includes training on safeguarding, manual handling, IOSH, equality and diversity and ICT systems, combined with job specific training. They are committed to an intake of apprentices each year who are paid the minimum wage for their age and not an apprentice rate in areas of their business and they currently have two graduate roles in place who receive an enhanced salary above Living Wage, as well as their full study fees. Salix Homes offer a number of NVQ opportunities to staff within the organisation to support their development. They run “Manager Academies” on a monthly basis for all employees with people responsibilities to focus on themes impacting on the Manager. The responsibilities include delivering effective appraisals, recruitment and selection, training and more.

Salix Homes uses a performance management system, which manages all service action plans under the Corporate Plan. Managers are responsible for reporting on their service areas within the system and are required to attend quarterly performance clinics to report their performance to the Executive Team. On an annual basis each service area/team has an externally led audit carried out and the outcome is then reported to the internal audit committee. Once the actions have been agreed at the committee, the Manager is responsible for providing bi-monthly update reports to the committee. Managers are subject to monthly one to one and annual appraisals with their Managers, where both their performance against objectives and the competency framework are measured.

RD encourages all employees to take qualified training to a level that exceeds the regulatory minimum standard. They also offer colleagues in unregulated roles the opportunities to take professional qualifications at entry level to further their own development. A good example of this is the company receptionists, who have completed the Level 3 qualifications in Wealth Management.

RD actively encourages and supports a wide range of activities under its "Sport and Social Committee", which includes organising regular social activities and also backing the participation in a range of sports including football, cricket, hockey and running. In addition, the company have introduced a "random acts of kindness" budget that allows for Managers to do small things like buy snacks, lunches, flowers and so on to recognise the contributions of their team or lift spirits at times of unusual stress. Staff throughout the group are managed closely and due to the company's size staff related problems and issues can be quickly identified and addressed. RD is always extremely supportive and flexible in its approach to assisting staff. As well as this, Management Development specifically includes time spent looking at staff wellbeing.

Ricoh has raised money for BBC Children In Need for more than 10 years through numerous fundraisers, culminating in heavy involvement on the night of BBC CiN's appeal in November. Ricoh's National Call-Centre formed part of BBC CiN's ‘virtual call-centre', with Ricoh volunteers receiving and processing donations from the UK public via telephone. Throughout the night on Friday 13th November 2015, 165 Ricoh Call-Centre volunteers processed £110,700 of public donations. Throughout 2015 Ricoh employees also raised £17,818 for BBC CiN through a range of events, including a coast-to-coast team cycle ride from Belfast to Dublin, ‘custard pie the boss', cake sales and raffles. Ricoh addresses ‘Youth Employability' to attract, develop and retain young talent, all to assist young people into the world of work. The company also support The Prince's Trust TEAM programme, which is aimed at young people not in Education, Employment or Training. Ricoh volunteers lead TEAM employability workshops around Interview Skills and CV Writing etc to provide Work Experience opportunities. In 2015, 188 Ricoh employees volunteered for The Prince's Trust, providing 685 working hours of time and raising £67.5k. Ricoh is also a standard bearer of BITC's Ban The Box initiative.

Ricoh has raised money for BBC Children In Need for more than 10 years through numerous fundraisers, culminating in heavy involvement on the night of BBC CiN's appeal in November. Ricoh's National Call-Centre formed part of BBC CiN's ‘virtual call-centre', with Ricoh volunteers receiving and processing donations from the UK public via telephone. Throughout the night on Friday 13th November 2015, 165 Ricoh Call-Centre volunteers processed £110,700 of public donations. Throughout 2015 Ricoh employees also raised £17,818 for BBC CiN through a range of events, including a coast-to-coast team cycle ride from Belfast to Dublin, ‘custard pie the boss', cake sales and raffles. Ricoh addresses ‘Youth Employability' to attract, develop and retain young talent, all to assist young people into the world of work. The company also support The Prince's Trust TEAM programme, which is aimed at young people not in Education, Employment or Training. Ricoh volunteers lead TEAM employability workshops around Interview Skills and CV Writing etc to provide Work Experience opportunities. In 2015, 188 Ricoh employees volunteered for The Prince's Trust, providing 685 working hours of time and raising £67.5k. Ricoh is also a standard bearer of BITC's Ban The Box initiative.

Managers have support from their learning platform RG University as well as support from their own line managers (whether that be Heads of Department of members of the Leadership Team). They also run an ‘Insights for Managers' course where managers can share experiences and develop their abilities to adapt and communicate better with their teams. They have an overall culture of ongoing and flexible manager feedback through regular 121s. They don't believe in annual performance reviews because for Reward Gateway, they're outdated and don't suit the pace of their organisation. They monitor performance through 121s and have a Performance Recovery Programme that they use to highlight issues that have dropped below what's needed.

Managers have support from their learning platform RG University as well as support from their own line managers (whether that be Heads of Department of members of the Leadership Team). They also run an ‘Insights for Managers' course where managers can share experiences and develop their abilities to adapt and communicate better with their teams. They have an overall culture of ongoing and flexible manager feedback through regular 121s. They don't believe in annual performance reviews because for Reward Gateway, they're outdated and don't suit the pace of their organisation. They monitor performance through 121s and have a Performance Recovery Programme that they use to highlight issues that have dropped below what's needed.

RBG are very proud of their blended learning approach. Their employees, staff and management alike receive training through a number of channels, including workshops, on the job training, e-learning, role specific workbooks, conferences, bespoke development plans, apprenticeship schemes and more formal modular training programmes. Many of the teams have little or no work experience when they join RBG, so with this in mind the company have developed the ACE (Amazing Customer Experience) training programme, which helps them with the skills and knowledge they need to be successful. It offers interactive e-learning modules that cover a range of topics, from Health and Safety and Cocktail Spec tests to Hospitality training. One of the most exciting developments over the last 12 months has been the launch of role specific modular training programmes. Every management role in the company is now eligible to attend a 4-6 months modular training programme that supports the development of their management skills. The learning objectives of these programmes are not bar related and help Managers develop personal skills in coaching, time management, communication methods, effective feedback tools and even delegation.

RBG are very proud of their blended learning approach. Their employees, staff and management alike receive training through a number of channels, including workshops, on the job training, e-learning, role specific workbooks, conferences, bespoke development plans, apprenticeship schemes and more formal modular training programmes. Many of the teams have little or no work experience when they join RBG, so with this in mind the company have developed the ACE (Amazing Customer Experience) training programme, which helps them with the skills and knowledge they need to be successful. It offers interactive e-learning modules that cover a range of topics, from Health and Safety and Cocktail Spec tests to Hospitality training. One of the most exciting developments over the last 12 months has been the launch of role specific modular training programmes. Every management role in the company is now eligible to attend a 4-6 months modular training programme that supports the development of their management skills. The learning objectives of these programmes are not bar related and help Managers develop personal skills in coaching, time management, communication methods, effective feedback tools and even delegation.