What are companies doing with regards to 'My Team'

KCTMO have recently launched the bi monthly 'Food for Thought' lunches. Each one is hosted by a different team, who are given a set amount by the company to host the event. The lunch is themed around their team and the activities that they carry out. The aim is to better inform other teams of what that particular team do on a day to day basis. All staff are invited and food and refreshments are provided for everyone that attends. These lunches are designed to be fun, informative and interactive. A good example is the Environmental Services team, who hosted a garden party complete with plants and fake grass. In July this year KCTMO also held their annual staff conference, with the offices being closed for the day so that everyone could attend. The delegates were also asked to consider some key business issues and tasks, which this year focused on current and future climate, different ways of working and finalising the new KCTMO behaviours to support and underpin their existing values.

The Chief Executive has an inclusive leadership style, with a strong ability to speak and engage with people at all levels. He "walks the office" and spends time with staff at their desks or work locations, getting to know both the individual and what they are working on. Staff know Robert's style and openly discuss his open door approach. They are also aware of his desire for staff to feedback to him on any issues or concerns they may have. Robert's Executive Team are also visiting different locations and staff who are outside their usual teams. This has enabled both staff and the Executive Team to improve both their leadership and visibility within the organisation. Robert has conducted town hall style briefings and without exception these have all been well attended. The most recent had over 60 attendees at one session.

The nature of their business as an agency means that sometimes clients do put pressure on their employees. It is their priority to ensure employees maintain a health work life balance and as such they continuously invest in the wellbeing programme that was introduced in 2013. Kantar's wellbeing mission is to support people in seven key areas: financial, physical, mind, social, environment, ethical and spiritual. The latest enhancement to their wellbeing portfolio saw the introduction of free on-site weekly yoga classes, on-site massages, smoothie making classes and physiotherapy sessions. Kantar also continuously market the programme to ensure it is in front of mind for employees and managers alike. As mentioned above they have a comprehensive wellbeing programme which has been put in place to ease workplace stress. Each employee is unique and as such the business has a flexible approach and an open mind when it comes to dealing with a stressed employee. This approach is only possible because of the trust culture that is advocated by the senior management. The majority of their managers have attended a mental wellbeing programme run by the charity Mind which helps them identify any factors that may cause stress to Kantar employees and tips on how to support or manage it. The business also has a strong partnership with their private insurance provider, occupational health practitioner and an EAP service to support all employees should they need specialist help. This partnership allows them to provide prompt and personalised support to Kantar employees.

They offer a variety of learning support for their managers and this can range from informal on job shadowing to formal secondment opportunities so the employees can put themselves in real situations. New for 2016 was the introduction of the e-learning programme which was created to allow their line managers to manage and focus attention on their people management skills in their own time, without disrupting other business or client priorities which also form a part of their roles in the business. The e-learning programme now hosts over 30% of their courses. They strongly believe that managers are the key to employee engagement. A third of the population are line managers and as such in 2014 Kantar committed to transforming their role in business through the introduction of their three Line Manager Principles of Leads, Motivates and Cares and the Ten Behaviours. Colleagues are now only promoted or moved to “people management” roles once they have demonstrated their ability against these line manager principles, and this forms a part of the decision-making process during assessments. Learning gaps and needs are also identified in advance of an employee moving into a “people management” role. They are provided with the necessary support through job shadowing, coaching, classroom learning and the e-learning programme, which is then monitored and measured during the mid and annual performance review process. The annual employee survey results provide Kantar with a good measure of their line managers' performance both as a business and at department or team level. The data also provides Kantar with rich information about which teams and department need special attention and where the gaps are, so that they are able to improve and influence employees' experience of and engagement with the business.

Senior Management frequently work extra hours, including weekends, to ensure consistent delivery of high quality services within SLA targets for all clients. They very much believe in "walking the talk". Having happy staff is vital to a successful business so employee engagement is key to the Senior Management Team. There is a weekly report to agents covering performance, upcoming forecasts, issues and anything else that is relevant. The Team Leader groups carry out team briefings on a weekly basis to inform individual teams of campaign specific matters and more detailed performance and forecast requirements. They also hold regular drop-in workshops where all team members are encouraged to contribute by making suggestions for improvements in respect of client services and processes. Journeycall even hold monthly Employment Engagement meetings, where elected representatives from each department meet and discuss issues and suggestions to improve services and the working environment. On top of this, Theresa Wishart was named Employer of the Year at the 2016 Scottish Business Women awards. In 2015 Theresa also collected the Dundee & Angus Chamber of Commerce award for making Journeycall the Most Enterprising Business of the Year.

Journeycall have a nominated charity which is decided upon by staff. This year it is Arbroath Infirmary Dialysis Unit. The company also do a lot to raise charitable funds for organisations like Macmillan Cancer Nurses. Most of the fun initiatives organised by the company Entertainment Committee have a charitable link, including charitable donations for dress down days. Last year Journeycall raised over £3200 for Angus Women's Aid. The company take part in careers fairs in the area and are one of the largest employers in Angus, being the biggest single employer in Arbroath. The company also have a longstanding and successful partnership with the Towards Employment Team, who they engage with to recruit candidates who have completed the Towards Employment programme. Further to this, Journeycall have an ongoing partnership with Triage, which supports those who have been unemployed for a long period of time getting back into work.

JDX has consultants based on multiple client sites, meaning it is hugely important that they facilitate company-wide interaction in many different ways. As a result of this the company hold a ‘Townhall' every six weeks for all employees to attend. This is where JDX's performance and strategy are discussed, outstanding individual performances are acknowledged by Management and awards are also given. It is also a chance for new consultants to integrate with the JDX family. The SMT hold a number of initiatives throughout the year, including a quarterly ‘beers n ideas' forum. This gives employees a chance to put forward any ideas on how to further improve JDX. The best ideas are collated and presented to the MD's for consideration. The SSCC (Sports, Social and Charity Committee) is a peer-run committee dedicated to providing funding for events proposed by employees. Recent examples include Dodgeball, Salsa Dancing and Wine Tasting. The company also host a reoccurring movie night and poker tournaments throughout the year, which encourages healthy, if not ruthless, competition!

JDX has consultants based on multiple client sites, meaning it is hugely important that they facilitate company-wide interaction in many different ways. As a result of this the company hold a ‘Townhall' every six weeks for all employees to attend. This is where JDX's performance and strategy are discussed, outstanding individual performances are acknowledged by Management and awards are also given. It is also a chance for new consultants to integrate with the JDX family. The SMT hold a number of initiatives throughout the year, including a quarterly ‘beers n ideas' forum. This gives employees a chance to put forward any ideas on how to further improve JDX. The best ideas are collated and presented to the MD's for consideration. The SSCC (Sports, Social and Charity Committee) is a peer-run committee dedicated to providing funding for events proposed by employees. Recent examples include Dodgeball, Salsa Dancing and Wine Tasting. The company also host a reoccurring movie night and poker tournaments throughout the year, which encourages healthy, if not ruthless, competition!

JCT600 have introduced a new programme of "Energy Management" sessions this year. These run regionally for 1.5 hours each in a highly interactive and fun way. All colleagues are invited and multiple sessions run on one day. The Coach that runs these is hugely positive, down to earth and fits the company's culture well. He forces colleagues to think about what they put in their bodies and how this impacts on their energy at work and at home, all of which has really helped the workforce this year. Colleagues have given up caffeine, cut down on sugars or are simply considering their nutrition a lot more. Rob used fun techniques to get people thinking generally about their food, drink and energy levels. All of this has led to some true light bulb moments, great results and even greater feedback. JCT600 also provide full counselling via their OH or through their industry charity BEN for those that suffer in this area.

JCT600 have three separate Leadership Programmes. One is for fundamentals, one for introducing real Leadership Skills and one is a Potential Programme focused on emotional intelligence that is run in the Lake District and spans seven months. After programmes Managers re-group in Learning Sets to keep their relationships and form tight networks. The company's Talent Manager Sarah is taking a Coaching Diploma and provides internal Exec Coaching for some Managers following the High Potential Programme, along with coaching provided by an external facilitator. The company pays for groups of managers that have been through the High Po LDP in the Lakes to go back up for an overnight stay when they want to come back together, as they see this as a real investment in their long term development. One member of one intake was diagnosed with terminal cancer last year at 40 years old. His group met with him regularly and took him back up to the lakes before he died, a real demonstration of not only how they bonded but how they support one another long after the programme has finished. JCT600 also provide staff with quarterly in site and brand reviews and monthly one to ones with Managers. They also have a Year End Review Process. The company are a performance driven, target orientated business and this dynamic cycle is just part of the way they do things.

Ixion hold an annual Staff Awards ceremony and all bar the CEO award is based on employee nominations from colleagues. Nominated staff are invited to attend and also invite two colleagues along to share the day with them. Staff are presented with engraved trophies and vouchers. The awards recognise employee's contributions that live and demonstrate the Ixion values. A CEO Honorarium Bonus payment is also allocated for the CEO to reward individual employees who make significant contributions or impacts within their role, team or division. The bonus pot is then distributed as the CEO sees fit.

Ixion hold an annual Staff Awards ceremony and all bar the CEO award is based on employee nominations from colleagues. Nominated staff are invited to attend and also invite two colleagues along to share the day with them. Staff are presented with engraved trophies and vouchers. The awards recognise employee's contributions that live and demonstrate the Ixion values. A CEO Honorarium Bonus payment is also allocated for the CEO to reward individual employees who make significant contributions or impacts within their role, team or division. The bonus pot is then distributed as the CEO sees fit.

When a customer contacts itsu to give brilliant feedback on one of the colleagues in their shops, a member of the Executive Team goes out to that shop to present a custom made Tiffany butterfly charm to them. This is really celebrated throughout the business and photos of these Executive visits are put within the quarterly its-us magazine, which is given to every colleague at itsu.

itsu have launched two Leadership Programmes this year for their emerging Leaders and Senior Leaders. An important element is a personalised learning plan for Managers, as this encourages ownership. The company ran a 360 based on the judgement-drive-influence model and each individual was given one to one feedback from the report. They were then asked to present their strengths, opportunities and how they were going to work on them, which has informed their personalised learning path. They will continue to be supported in their development through mentoring and coaching from their Line Manager. All Managers have a twice yearly performance review, which looks at their results and behaviours against itsu's current values. Shop Managers are measured in a champions league format which measures their KPI's. If they are under delivering they are performance managed throughout the year. Those that are meeting expectations will be in line for promotion. As well as this Head Office Managers are measured by personalised KPI's specific to their job role.

Inntel offers all staff an annual bonus, which is paid out if the company achieves its targets. The bonus is made up of 50% company targets and 50% individual KPI's. Whilst this is not unique in itself, all staff attend a monthly company update with either the Managing Director or another member of the Senior Leadership Team, where the names of those who have achieved their monthly KPI target are put into a pot and if selected can have a spin on the ‘wheel of fortune' to win a prize. The prizes include cinema tickets, bottles of wine, vouchers for a meal for two or gift vouchers. This monthly meeting is called ‘Scores on the Doors' and not only serves as an opportunity for staff to be brought up to date on what is happening within Inntel during the month but also allows the company to reward staff for their efforts in a light-hearted and enjoyable way.

Inntel seeks to enhance the wellbeing of its employees in many ways. The most successful of these is a monthly health and wellbeing focus, aimed at giving staff access to information to help them live a healthy lifestyle. During the last 12 months the company have been sending out wellbeing updates to all staff, covering subjects such as Healthy Eating, which coincided with a weekly delivery of two boxes of fruit from the local farm shop to encourage staff to eat healthily. During the Summer Holidays there is information on sun care and preventing sun damage. Inntel used this month to promote their cycle-to-work scheme and discounted gym memberships. The company also have an Employee Assistance Programme, designed to give staff access to confidential support and advice from qualified professionals about personal or work matters, all completely free of charge. The business operate an open door policy and all employees can speak to their Managers if they feel they are suffering from workplace stress. Once this is identified, steps are taken to reduce this stress and make any reasonable adjustments necessary.

As an organisation Immediate Media encourage everyone to have a good work life balance and to look after their physical and emotional wellbeing. At a company level they provide subsidised gym memberships, run mindfulness and yoga sessions and nutrition advice workshops. They also have an active social club which runs and promotes a range of activities to promote wellbeing. These include Zumba and Krav Maga self-defence classes, as well as seasonal activities during work like Pumpkin carving competitions and festive wreath making. Managers are trained in a model called 'Comfort, Stretch, Chaos', which teaches them how to keep a balance in people's jobs, when to recognise the signs of stress and the tactics to deal with it. At Immediate Media people are given the space to have fun and enjoy themselves so they come back refreshed and inspired from breaks. The company have a table tennis, table football and a garden area for relaxing outside, as well as break out areas across all the open plan offices. Employees can even leave at lunchtime on Fridays and are provided with an Employee Assistance Programme 24 hours a day.

As a highly matrixed organisation, effective communication across and within teams is essential and central to Immediate Media's communications strategy. From the company's inception in 2011 they've made this a cultural principle and there is no better example than the design of the head office. At its heart is an open space occupying the entire ground floor with a café, open plan and private meeting spaces, table tennis and pool tables, a bar and a 300+ seat theatre. This vibrant and permanently busy space provides a place where people come together to collaborate, eat, socialise and it's also the centrepiece of the company communications. In the theatre area the company run regular companywide and group Town Hall meetings. These are transparent, jargon-free updates on performance from the CEO, which are followed by a short show and tells celebrating success from different teams. Open communication lies at the core of the values, so every Friday the CEO sends out an update to everyone. He selects his highlights from around the company, covering everything from big commercial wins to brand news and initiatives. He then underlines the importance of the people with a welcome to all new starters, congratulations for those promoted or have good news to share and finally saying goodbye and wishing well to any leavers.

The Lifestyle Allowance Benefit is a small contribution (up to £150) from the Company towards you taking part in a life enriching activity which has a positive impact on your well-being outside of the work place. A few examples of what employees can claim the £150 on as follows; gym membership, cooking classes, membership to a cultural or sporting pastime and sports equipment. Health Assured Health Assured is an Employee Assistance Programme which provides employees with a confidential support service to help with the following issues; Family issues, gambling, domestic abuse, debt, legal, work etc. Employees are also provided with 8 face to face or telephone counselling sessions if needed. There is a subsidised canteen with a roof top area for employees to take some time out during their lunch break. The Company offers subsidised meals to all employees, the canteen is spacious and has an outside rooftop seating area which employees take advantage of during the summer days. The canteen turns into a bar on a Thursday and Friday evening. Subsidised yoga sessions are also offered to all employees.

For the first time, the organisation has nominated a number of charities to support through the course of this year. These were arrived at through consultation with employees in the agency – and supports both national charities and those that are proximate to each office site. The majority of fundraising activity is achieved through sweepstakes and bake sales in the office, but a number of individuals (including the Leadership team) are taking point in this year's Sleepout event for Centre Point. The agency supports the notion of giving something back to the community and wider society. This is demonstrated by the organisation's MD, who volunteers his time to support undergraduate and postgraduate students at the University of Leeds through their Nurturing Talent Mentor Scheme. This typically involves providing advice and guidance to a number of students – with a clear focus on gaining experience during their studies and employment at the end of their course. Typically, students who are nominated for the scheme are likely to be from a non-university background, and in some cases, from disadvantaged groups. Finally, the organisation continues to run both a formal ‘Academy' programme for graduates, alongside an informal internship or work experience programme in order to provide opportunities to young people looking to pursue a career in the industry.