What are companies doing with regards to 'My Team'

Each employee has access to two paid learning days. PHD realise that finding the time to learn can sometimes be challenging, so employees can use two dedicated days to study at home allowing them more freedom over when and how to fit learning around work. They also offer a learning bursary which gives employees money and the opportunity to learn something non-work related, whether this be street dancing, Arabic lessons, beer brewing or a basic DIY course.

In line with PHD's culture and ethos of the ‘Human Touch', working collaboratively and face to face interaction between teams is strongly encouraged. Every department holds weekly status meetings so everyone is made aware of important updates. These meetings are vital in ensuring news is communicated quickly and is an opportunity for team members to interact away from their desks. Line managers hold regular catch ups with their people to boost communication. The large majority of their people are very sociable and are often at lunch or drinks together. PHD encourage this as it aids good working relationships across the various departments. They also hold weekly 15-minute update meetings that rotate around the building. These meetings are intended to give everyone brief updates that are relevant to the way they work for clients, provide useful insights and showcase interesting research. After restructuring the teams late last year, PHD had to rethink their internal workstreams leading to revamped briefing and planning processes within PHD. Key speakers explained the new way of work during a dedicated offsite session. Everyone received a pack with printed collateral to re-enforce the learning. As part of their planning process they hold Action Planning sessions, these encourage people to work collaboratively and to be creative by working together as a group. People are selected from different teams to gain a range of insights and experience and it is an opportunity for them to network with people from outside of their normal day to day team.

Perkbox have free drinks every Friday in the office at 5pm. The way they are distributed is quite unique - given that they have new starters on a regular basis, they push a beer trolley which affords them the opportunity to meet a lot of new faces in a more relaxed setting than the induction tour they are given on their first day. The trolley is also pushed by someone who might have blundered in some way that week, and is accompanied by an irreverent, tongue in cheek email outlining their plight sent by the HR Manager. It's a fun end to the week and nominations come thick and fast and are always hotly contested. Perkbox have a dedicated break out area which has arcade machines, table tennis, table football and a Playstation 4, people eat lunch there and socialize in the evening. The company also has fortnightly yoga and football matches which give everyone something to talk about! Culture is very important to Perkbox. They made a Culture Book with stories of those who joined the team and give it to all new starters. They also made a video for Seedrs recently, a crowd funding company, and have raised £1.4m in a week, becoming the fastest funded company on their platform in history.

Perkbox University, the in-house training program, encompasses management training courses. They ask senior managers to present to managers along the lines of how to motivate staff, how to generate the best results, conflict resolution, empathy, workload management, reward and recognition etc. These happen every couple of months. Every manager is mentored by a senior manager. They always try to promote from within and so new managers will be well versed in Perkbox's management training, having been on the receiving end themselves. A good example is the sales team, those demonstrating aptitude for increased responsibilities are eased into a management role by making them senior managers, who are still doing front line selling but have mentoring responsibilities. Senior Managers will shadow team leaders to prepare them for the more analytical aspects of the role and are afforded the opportunity to learn on the job. Regularly there are weekly, monthly and quarterly reviews. The weekly and monthly reviews are held between the manager and their line manager and are used to discuss how the managers team have responded to the established KPI's and address any incumbent issues. Quarterly reviews are held with the HR Manager present and minutes are taken for the managers to refer to at any time subsequently.

Senior management present very clear monthly business updates closely aligned to the values of the company. They take a hands on approach to the business and clearly demonstrate company values in their working practices and in their approach to day to day tasks. Managers are honest, open and straightforward in all their dealings with staff and clients and focus on delivering a first class service, they set the gold standard. Managers make sure they attend the sports and social events in order to have down time and fun with their colleagues. Spending time with each other away from the workplace is key to establishing a strong working relationship. Paul Clark, Penta's CEO and founder of the company, has an open door policy and is very approachable. He had always had a very clear vision for the company that he set up 18 years ago. Two of his keys strategies have been to surround himself with high calibre individuals who have complimentary and different skill sets as well as putting his staff, clients and candidates at the very heart of the business. Paul was always determined that any one employed by him would actively enjoy coming to work as well as offering a first class service to all customers. He sets clear performance expectations, goals and objectives for others, treats mistakes as learning opportunities, demonstrates an ability to make decisions and take responsibility for them, encourages feedback from everyone in the business, seeks to fine more efficient ways of operating and actively encourages ideas form others.

Senior management present very clear monthly business updates closely aligned to the values of the company. They take a hands on approach to the business and clearly demonstrate company values in their working practices and in their approach to day to day tasks. Managers are honest, open and straightforward in all their dealings with staff and clients and focus on delivering a first class service, they set the gold standard. Managers make sure they attend the sports and social events in order to have down time and fun with their colleagues. Spending time with each other away from the workplace is key to establishing a strong working relationship. Paul Clark, Penta's CEO and founder of the company, has an open door policy and is very approachable. He had always had a very clear vision for the company that he set up 18 years ago. Two of his keys strategies have been to surround himself with high calibre individuals who have complimentary and different skill sets as well as putting his staff, clients and candidates at the very heart of the business. Paul was always determined that any one employed by him would actively enjoy coming to work as well as offering a first class service to all customers. He sets clear performance expectations, goals and objectives for others, treats mistakes as learning opportunities, demonstrates an ability to make decisions and take responsibility for them, encourages feedback from everyone in the business, seeks to fine more efficient ways of operating and actively encourages ideas form others.

All employees have access to professional coaching and are assigned a mentor from within the business. Penna's People Manager Group meets quarterly and is led by the MD. This group works together to support people management in the business and to support one another with their people management role and responsibilities. Good leadership is a core tenet of the overall brand, along with the client experience and colleague experience; therefore the company believe it is essential that they maintain the standards of the leadership behaviours they have established. Each Penna Leader is asked to gather personal feedback on how they are performing. They do this by consulting their direct reports and anyone else whom they have led as part of projects they have undertaken in the last 12 months. Managers are then required to attend a one-hour training session where they learn how to give and receive feedback in the best and most respectful way. Managers then attend a feedback session with their own Line Manager, who shares and walks through the feedback to identify and maximise on strengths and also build upon any development areas.

All employees have access to professional coaching and are assigned a mentor from within the business. Penna's People Manager Group meets quarterly and is led by the MD. This group works together to support people management in the business and to support one another with their people management role and responsibilities. Good leadership is a core tenet of the overall brand, along with the client experience and colleague experience; therefore the company believe it is essential that they maintain the standards of the leadership behaviours they have established. Each Penna Leader is asked to gather personal feedback on how they are performing. They do this by consulting their direct reports and anyone else whom they have led as part of projects they have undertaken in the last 12 months. Managers are then required to attend a one-hour training session where they learn how to give and receive feedback in the best and most respectful way. Managers then attend a feedback session with their own Line Manager, who shares and walks through the feedback to identify and maximise on strengths and also build upon any development areas.

PegasusLife was created to do things differently and to do things better. Their mission, to fundamentally change retirement homes in the UK is not an easy task. Leaving profits to one side, to be successful requires an engaged workforce and a company culture that supports their mission. To that end, all new members of staff get a handbook that explains in detail all of their core values and how everyone at PegasusLife has a part to play in its success. Inspirational quotes that embody their values, from eminent people as diverse as Shakespeare and Jonathan Ive, have been designed into the office environment and can be seen on many of the office walls. PegasusLife's Google+ page has a group called Living the Values, which is an active forum for exchanging ideas, where anyone can post articles or other thinking pieces that support company values. The competencies/values are also part of the appraisal process so everyone is assessed against them at least twice a year. Furthermore, every team day and company gathering is used as an opportunity for the CEO and other key personnel to reconfirm their focus on always having the mission at the forefront of all of all employees minds on a day-to-day basis.

PegasusLife was created to do things differently and to do things better. Their mission, to fundamentally change retirement homes in the UK is not an easy task. Leaving profits to one side, to be successful requires an engaged workforce and a company culture that supports their mission. To that end, all new members of staff get a handbook that explains in detail all of their core values and how everyone at PegasusLife has a part to play in its success. Inspirational quotes that embody their values, from eminent people as diverse as Shakespeare and Jonathan Ive, have been designed into the office environment and can be seen on many of the office walls. PegasusLife's Google+ page has a group called Living the Values, which is an active forum for exchanging ideas, where anyone can post articles or other thinking pieces that support company values. The competencies/values are also part of the appraisal process so everyone is assessed against them at least twice a year. Furthermore, every team day and company gathering is used as an opportunity for the CEO and other key personnel to reconfirm their focus on always having the mission at the forefront of all of all employees minds on a day-to-day basis.

After a period of huge growth and success in the last two years, Pegasus held a Vision Day in July this year. This day began with staff entering work to find an office filled with balloons and a gift of a new branded Moleskine notebook for each employee. Pegasus then decamped from the office to a local venue near the seafront for a half-day session, the purpose of which was to recommunicate the company's shared purpose, values and vision. Whilst there staff were asked to contribute ideas and suggestions to the new company value ‘Take Pride'. The day ended with a champagne address from the Managing Director, followed by an enjoyable evening out!

Two-way dialogue and transparent interaction is openly encouraged at Pegasus. In fact, some of their pivotal changes in recent years have been the result of staff feedback, such as the creation of the five Pegasus behaviours and the company's move to Brighton. The company have established countless regular channels for people to feed in their suggestions, from contributing at internal peer group meetings, being invited to provide formal feedback on new initiatives or simply meeting Simon the MD for lunch and a chat. To strengthen staff insights further, Pegasus have recently invested in a formal online engagement tool called ‘HIVE'. HIVE sends bi-weekly micro surveys to all staff, providing real-time data and acting as a barometer for the overall engagement of people on a range of workplace matters. The company also run an internal group called Culture Club, which acts as a working group focusing on staff wellbeing, social and charity events.

Parkdean Resorts host multiple conferences each year to allow networking between employees across the business in order to encourage integration and a sense of community. The company Intranet page allows employees to communicate consistently and share company news and information. Posters are displayed around the business to advertise and implement the company values.

Parkdean are extremely fortunate to have some amazing people in their business so they show their appreciation for all their hard work during the 'Recognition Cafés', which provide an opportunity for them to reward people who have demonstrated the right behaviours in line with the company values to make a positive difference to the business. Recognition Cafés celebrate success in a fun and creative way. Personal Impact Reviews also help support and focus Parkdean Resorts employees on the business objectives and these take place three times a year. Within the PI Reviews Managers are empowered to identify successors through their talent matrix.

By using animals to represent the PANDORA values, the company provide employees with something tangible to help demonstrate them. They have a figurine called Winnpier who is an amalgamation of all three values: the strong legs and tail from the lion, the large heart and long neck from the giraffe and the wings from the bumble bee. Winniper represents PANDORA's values and the behaviours that they require all their employees to demonstrate. The company launched their values called ‘PANDORA Life' in 2011 through large events within each region of PANDORA. Employees were taken out of the office to a beautiful location where the history of the company and the relevance and importance of its values were explained. PANDORA award prizes to employees for demonstrating the PANDORA Life values in their daily work and also at company events and parties. The values also have been incorporated into the company's Personal Development Reviews and employees must think about how they relate to their particular position. Objectives are then set incorporating the values.

By using animals to represent the PANDORA values, the company provide employees with something tangible to help demonstrate them. They have a figurine called Winnpier who is an amalgamation of all three values: the strong legs and tail from the lion, the large heart and long neck from the giraffe and the wings from the bumble bee. Winniper represents PANDORA's values and the behaviours that they require all their employees to demonstrate. The company launched their values called ‘PANDORA Life' in 2011 through large events within each region of PANDORA. Employees were taken out of the office to a beautiful location where the history of the company and the relevance and importance of its values were explained. PANDORA award prizes to employees for demonstrating the PANDORA Life values in their daily work and also at company events and parties. The values also have been incorporated into the company's Personal Development Reviews and employees must think about how they relate to their particular position. Objectives are then set incorporating the values.

Oxford City Council offer Partnership Payments, which are paid based on Appraisal rating and Sickness absence during the year. As a result of organisational negotiations in 2013 a ‘Pay Deal' was agreed through Unions which encompassed several key employee benefits. One of these was to introduce a bonus scheme where, providing Council financial performance was met, any employee who attained certain annual performance criteria would receive a bonus payment. The amount depended on the level of performance and an additional amount was provided for staff who had a level attendance below a set figure.

Oxford City Council is very conscious of its corporate social responsibility and recognises that there is a significant level of deprivation in the city. Many initiatives have and are being taken to tackle this, such as additional funding for education and support/mentoring for certain age groups in city schools. The has also been the redevelopment of community centres, a new swimming pool at Blackbirdleys, the Barton housing development and the new Westgate shopping centre. A team was also set up specifically to respond to the implications of welfare reform that impacted on several areas of the city. The Welfare Reform Team was specifically set up to respond to the implications of Welfare Reform on certain groups which included the homeless. The Council also works closely with charities such as Crisis to support homelessness and similar issues. Oxford City Council's apprenticeship scheme has been running for five years and has had a significant impact on ensuring vulnerable young people have a chance of employment and becoming ‘work ready'. One part of the organisation's Community Team has worked with a group of young people who were having difficulties at school and through various initiatives have changed lives for the better. One example of this has been the city garden, where these young people are responsible for managing and growing crops.

OVO invested over £600,000 in their Customer Service department with their new reward initiative, OVO Reward Steps. OVO Reward Steps is a way of rewarding great performance and recognising people's commitment to OVO within the Customer Service and back office teams. OVO Reward Steps has introduced significant salary milestones alongside clearly defined knowledge and experience criteria, giving people clear career progression in this crucial part of the business. Addressing attrition, sickness and a perception that people were not getting a ‘fair deal', OVO Reward Steps resulted in a 4% decrease in sickness, 52% decrease in attrition and 39.8% increase in the company's eNPS score for ‘Reward'. The success of this project in its first four months represents savings to the business of £409,762.

OVO invested over £600,000 in their Customer Service department with their new reward initiative, OVO Reward Steps. OVO Reward Steps is a way of rewarding great performance and recognising people's commitment to OVO within the Customer Service and back office teams. OVO Reward Steps has introduced significant salary milestones alongside clearly defined knowledge and experience criteria, giving people clear career progression in this crucial part of the business. Addressing attrition, sickness and a perception that people were not getting a ‘fair deal', OVO Reward Steps resulted in a 4% decrease in sickness, 52% decrease in attrition and 39.8% increase in the company's eNPS score for ‘Reward'. The success of this project in its first four months represents savings to the business of £409,762.