The appraisal system incorporates a training plan where any courses/qualifications that will enhance performance are identified. This incorporates management qualifications. Internal management development training is available and whenever possible Inventures recruit internally. Succession planning is supported through mentoring and coaching to develop management. This approach enables knowledge and skill transfer. The appraisal process is 360. Internal coaching/mentoring is facilitated for all new starters and where there are specific requirements for knowledge transfer. Where there are opportunities or specific requirements for knowledge transfer external coaching/mentoring is arranged. In addition, external experts are regularly invited to attend internal meetings to share their knowledge and experience. Inventures also provides mentoring to external organisations. Board meetings are held on a quarterly basis. Other managers forums and seminars are held when there is a business need.

The appraisal system incorporates a training plan where any courses/qualifications that will enhance performance are identified. This incorporates management qualifications. Internal management development training is available and whenever possible Inventures recruit internally. Succession planning is supported through mentoring and coaching to develop management. This approach enables knowledge and skill transfer. The appraisal process is 360. Internal coaching/mentoring is facilitated for all new starters and where there are specific requirements for knowledge transfer. Where there are opportunities or specific requirements for knowledge transfer external coaching/mentoring is arranged. In addition, external experts are regularly invited to attend internal meetings to share their knowledge and experience. Inventures also provides mentoring to external organisations. Board meetings are held on a quarterly basis. Other managers forums and seminars are held when there is a business need.

i-level works extensively with the strengths academy and external management consultancy that focuses on helping employees to identify and nurture their strengths, and how to best apply this in their careers, the work-place and in their contribution to building super teams and department road-maps. Whilst it is a recession and most companies have held back on hires, i-level have a legacy of developing outstanding media talent. They recruited 19 graduates to participate in a comprehensive Graduate Development Programme this year known as i-Cademy. To promote work life balance and new experience, i-level provide all employees with a £150 allowance per year to spend on any training, with the specific condition that it is non work related. Continuous Professional Development (CPD) logs are an initiatives that operate an “on-line learning CV” where all professional training is recorded and used as a record for professional development and performance reviews. i-level have a comprehensive Performance Appraisal System. Employees are appraised at 3 months, 6 months and 12 months when they commence with i-level and then every 6 months following this. they take their appraisal process seriously and the annual reviews involve 360 degree feedback from clients, suppliers and colleagues. Employees also have their opportunity to provide detailed feedback about their progress and how they would like to develop professionally and personally.

The company have a shared network where learning and development tools and templates can be found, such as the appraisal or probation assessment templates. They offer pay and support for external management qualifications CIMA – CIPD. They have performance Appraisal Training (facilitated by HR) - Learning Lunches/brain box sessions and professional development sessions. All annual appraisals require 360 degree feedback from clients, colleagues and suppliers. All People Managers have regular one-to-one meetings with human resources and senior management to enhance people leadership skills. New people managers receive a mentor that aids in their support during the initial months. Managers have very regular forums and updates together to share ideas, gain knowledge and have their voices heard.

Managers are supported by various means including toolkits on sickness, absence management and meetings management. They offer a number of management skills training courses but also a trainee team manager 2-year programme. Service managers are all expected to achieve NVQs at level 4 in management and health and social care. Occasionally, more senior employees will be sponsored for an MBA or DMS. All managers have a once or twice annual conference. Locally and regionally, various meetings are arranged for developmental, project and information dissemination purposes.

Employees are recognised and rewarded in many ways. In recognition of commitment, after ten years service and every subsequent five years, employees receive a certificate and a cheque. Managers can also give awards for going the extra mile where employees are rewarded with shopping vouchers. There is also a Bright Spark suggestion scheme in place where ideas are initially filtered by staff consultation group representatives. If an idea is adopted, the person suggesting it receives a financial reward dependent on whether the benefits are local, regional or national.

At Herman Miller they feel that respecting the environment is more than good business practice, it is the right thing to do. They have a revive, reuse and recycle policy in place whereby equipment is refurbished and re sold, re used or recycled in the most environmentally friendly way.

They support employees' wellbeing through employee representative groups, health and safety groups and employee diversity groups. They also help maintain work/life balance through flexible part time hours for employees returning to work, especially from maternity leave but also from long term illness.

Employees are rewarded and recognised for their efforts in various ways. They are financially rewarded through bonus payments and salary increases and recognised in meetings to say thank you and invited to drinks and nibbles sessions after staff meetings.

Managers receive leadership and supervisory skills training, coaching and mentoring. There is also a buddy system for new employees to give them additional support. Those wishing to undertake external qualifications, such as the MBA or MA receive pay and support. Managers are encouraged to mix with their teams, for example by having lunch with employees to develop better relationships.

Heathcote's are a very strong caring team who all look out for each other and the door is always open to everyone. Ken Heathcote also visits the restaurants on a weekly basis acting as mentor/coach and is there for anyone who may have a problem. Flexibility is given for appointments and employee's hours are monitored to ensure they are maintaining a work/life balance.

They have a budget in place specifically for fun and social events to encourage team bonding and socialising outside of work. These events include the Christmas Annual Awards, visits to restaurants in London and the Peach Seminar in London for the executive team and general managers.

HCL ensures that all employees enjoy fun social events as a form of reward as well as a valuable exercise in team building. Recent events have included a trip to Cannes for a team which had significantly outperformed projections, a karaoke night for another team to celebrate getting half way to its annual targets and team building dinners to welcome new joiners. There is also the annual awards ceremony and a divisional Big Billers Club, which meets regularly for nights out and trips, for example to Vegas and New York.

HCL ensures that all employees enjoy fun social events as a form of reward as well as a valuable exercise in team building. Recent events have included a trip to Cannes for a team which had significantly outperformed projections, a karaoke night for another team to celebrate getting half way to its annual targets and team building dinners to welcome new joiners. There is also the annual awards ceremony and a divisional Big Billers Club, which meets regularly for nights out and trips, for example to Vegas and New York.

Their communication strategy ensures that the leaders of the firm interact and communicate with staff at all levels, for example the three year strategy was rolled out not just to the partners but to all staff. The leaders believe in empowering employees whilst giving full support, for example the Chief Executive fully supports the Healthy Working Lives committee and Health and Safety committee, however he allows more junior employees to manage the groups. The leaders are actively involved in staff meetings, department meetings, and Practice Group meetings and attend the social events which are open to all levels of staff. The leaders ensure that they action feedback and suggestions of staff. All offices are open plan and they operate an open door policy throughout. There are half year presentations which take place twice a year to all staff in a local venue with drinks and canapés provided afterwards so that staff can ask questions informally.

The firm is committed to the welfare of employees and as part of this; they achieved recognition through the Healthy Working Lives award, aimed at promoting health awareness and healthy activity at work and out of work. They understand that it can be difficult to balance a healthy lifestyle with work and therefore a number of initiatives resulted in them achieving this award, including nutrition seminars, promotion of physical activity, and smoking cessation group. These were received very positively by staff and in turn have boosted morale and reduced absence levels. The firm encourages work-life balance and operates a flexible working policy. Their culture very much supports family life and they currently have twenty employees working flexible hours, part time hours or reduced hours. They also understand that when they are funding further qualifications that it can be difficult to balance this with work and home life, which is why they offer paid study leave for those undertaking qualifications with them.

All employees are rewarded with twenty hours of paid time to undergo any training offered from the substantial Talent Development programme or external training. They request that these twenty hours are then matched by a further twenty hours of volunteered time annually. Other training that employees might undergo includes Gensler University, Annual 'Learning at Work Day' and Project Manager training. Over 90% of the large Talent Development programme is sourced and delivered internally. They hold an enormous amount of industry and cultural knowledge and talent from all areas of the globe their primary goal is to develop this.

Employees are rewarded by both financial and non financial ways. These include the appointment process where employees may be promoted annually to become associates, senior associates, principals or managing principals. Individuals who become ‘titled staff members' are nominated by the peer group they may be appointed to join. It would also include financial bonus where employees benefit from six-monthly performance and profit related bonuses which are tied into the six-monthly celebration of the ‘all staff' meeting and the annual ‘all staff' meeting.