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.

Employees are recognised by being verbally acknowledged for their effort and attainment and rewarded with cash prizes, incentives and financial reimbursement at the end of the month. There is also fun and games on the sales floor with raffles and computer games.

Employees are recognised by being verbally acknowledged for their effort and attainment and rewarded with cash prizes, incentives and financial reimbursement at the end of the month. There is also fun and games on the sales floor with raffles and computer games.

Employees are rewarded in various ways. Milestone recognition is given by the Managing Director or Director who will make a short presentation and give the employee a card and gift from the Company and their fellow employees. There are also discretionary bonuses and gestures of thanks. The Company may also reward an employee if their suggestion to their newly formed Business Innovation Panel is adopted by the Company. This new forum allows employees to make a real contribution to driving innovation and making improvements in the business.

ESRI (UK) rewards employees with a combination of financial and non-financial rewards. They financially reward those employees with additional responsibilities or increased levels of capability as well as paying a bonus to employees who pass work related qualifications. In terms of non-financial reward, they allow employees to attend sporting events or other events on behalf of the Company.

People are encouraged to share lifts with each other through the company car share scheme whilst a bike buddy scheme helps new cyclists cycle to work safely and build their confidence when commuting. Employees can take up to 3 days, fully paid, per year to help and support the community through various initiatives including clearing waste ground for projects, building gardens in schools for children to learn about plants, gardening and healthy eating.

People are encouraged to share lifts with each other through the company car share scheme whilst a bike buddy scheme helps new cyclists cycle to work safely and build their confidence when commuting. Employees can take up to 3 days, fully paid, per year to help and support the community through various initiatives including clearing waste ground for projects, building gardens in schools for children to learn about plants, gardening and healthy eating.

Drivers Jonas were the first property consultancy to become carbon neutral which set an example to the rest of the property industry. They have also signed up to the 10:10 campaign to reduce their carbon emissions by 10% in 2010.

Drivers Jonas were the first property consultancy to become carbon neutral which set an example to the rest of the property industry. They have also signed up to the 10:10 campaign to reduce their carbon emissions by 10% in 2010.

The organisation makes a big effort to put fun into raising money for charity. On the recent Children in Need Event they dressed up for work in outfits from the 60s, 70s and 80s. They also assist with arranging work placements for tenants on their Home2Work Scheme. They have two people in their dedicated energy team who are responsible for all of the organisation's energy management and recycling issues. They have installed energy monitors at headquarters and are investigating energy management systems for main office and all associated offices and buildings. Facilities exist for recycling glass, plastic, cardboard, paper, toner and printer cartridges and batteries. As an organisation they plant a number of trees to help off-set their carbon footprint.

There are various events organised to allow employees to socialise with one another and have fun. These have included the staff party, team away days and a staff conference. Teams are recognised with a team reward scheme.

Managers are offered a great deal of support such as the management tool kit designed to help line managers manage effectively as well as 360 feed back, mentoring and coaching. There is access to programmes such as the Leadership Development Programme, Personal and Interpersonal Management Skills and Essential Leadership and Management Skills. If managers wish to take external qualifications there is a sponsorship policy in place to assist them.

Davis Langdon run a series of programmes to develop their employees, for example the Graduate Development Programme which helps their graduates pass their professional exams, the Leadership Development Programme which focuses on personal and interpersonal management skills and Partner Development Programme. They also encourage networking sessions and internal ad hoc training sessions amongst the technical teams. Their appraisal system; the Performance Development Review; is aimed to provide every individual with the knowledge, skills and experience they need to achieve their annual objectives, develop their competencies and achieve their desired career path. They are also currently in the process of implementing a talent management programme to identify performance and then enable a tailored approach to manage their employees.

Communicator Corp have a wide mix of training activities from Microsoft Developer Qualifications, customer care, personal development to sales training. Employees are supported with a mixture of funding, time and flexi-working to accommodate professional qualifications. Employees are proactively encouraged to share knowledge through working in cross discipline projects, learning meetings and workshops.

Communicator Corp run a free breakfast club scheme with a chill out and break out area for all employees to use. Their office has shower and changing facilities which support staff in training for sporting activities such as lunch time runs. Working hours are monitored by HR and the senior management team to ensure employees have adequate support for their responsibilities. All managers communicate with each individual about current work levels to actively promote their work life balance. This ensures that every team member is being cared for and monitored. Work life balance is simply part of Communicator Corp's culture, with examples being set by senior management, supervisors and developed across the entire business.