The traffic light system purpose is to raise awareness of issues in three categories; clients, organisational and environmental. Red traffic lights are alerts about serious issues that the whole business needs to be aware of. Amber traffic lights are alerts of potential problems that employees might see arising if they are not addressed. Green to recognise individuals for their contribution when a great job has been done. An analysis of the past month's traffic lights is given at the monthly meeting.

Line Manager Forums are held for all line managers to meet once a quarter to discuss any issues/topics, allowing line managers to share a common view and consistency. Six key areas are focused on and discussed in a monthly meeting.

John Brown Publishing send teams on educational excursions, for example the design team have in the last 12 months been to see the Alexandr Rodchenko show at the Hayward gallery, the Alan Fletcher show at the Design Museum and a talk by eighties design business guru Michael Peters. As well as encouraging team work this exposure to creativity filters into the work they create for clients.

John Brown Publishing send teams on educational excursions, for example the design team have in the last 12 months been to see the Alexandr Rodchenko show at the Hayward gallery, the Alan Fletcher show at the Design Museum and a talk by eighties design business guru Michael Peters. As well as encouraging team work this exposure to creativity filters into the work they create for clients.

JJ's induction process involves each new employee meeting someone from every team so to encourage them to feel comfortable and confident in liaising with different teams and what the roles of the other teams are. New employees may also be offered the opportunity to undertake some job shadowing in different departments to encourage appreciation/understanding.

Each of the people managers are assessed against people management skill sets within their performance reviews; they believe this enables them to focus on what is required of them and to reflect on how they can improve their people management skills.

iMeta Technologies Ltd encourage employees to be active and pay for courts at lunchtime to play a range of activities such as badminton, tennis and football. The organisation also subsidise the cost of local gym membership.

Employees at iMeta Technologies Ltd receive public recognition at quarterly meetings when they have done a great job or gone above and beyond. As well as this employees receive bonus payments as a reward for a job well done.

A performance bonus is given to staff to reward them for their efforts. Team dinners, champagne or a non-alcoholic alternative may be presented to each and every employee when a new "best month" is achieved. To inform of successes, internal communications are made.

Gym membership is encouraged to promote good health and well being and the organisation has arranged several corporate memberships where the annual costs are paid for by the company. Fresh fruit is provided daily throughout the offices and everyone in the UK is covered by BUPA, including partners and families.

Clear succession planning takes place to allow employees to develop and move in to management roles. ICON has a Leadership Development Programme and use 360 reviews and 180 competency assessments. There is also general management training for all levels from Manager to Director.

ICON promotes healthy lifestyle and eating via their healthcare company, that offers discounts and cash back to employees who make healthily choices, such as joining the gym, giving up smoking or purchase fruit and vegetables via a preferred supermarket. ICON respects and values the work-life balance of every employee and strives to offer employees the flexibility to balance a great career with family life.

‘Celebrating Our People Week' takes place every year, recognising and celebrating the contribution of all employees to the hotel's success. Through the hotel's recognition programme, staff members receive ‘Hystar' Awards throughout the year. Recognising staff for their achievements and giving an extraordinarily high number of perks, previous winners have won a two week holiday in Goa and the United States.

‘Celebrating Our People Week' takes place every year, recognising and celebrating the contribution of all employees to the hotel's success. Through the hotel's recognition programme, staff members receive ‘Hystar' Awards throughout the year. Recognising staff for their achievements and giving an extraordinarily high number of perks, previous winners have won a two week holiday in Goa and the United States.

Employees receive annual appraisals where feedback on their achievements is given. The company also operates a transparent incentive scheme and a competitive remuneration package to reward staff.

Employees receive annual appraisals where feedback on their achievements is given. The company also operates a transparent incentive scheme and a competitive remuneration package to reward staff.

Some employees visit a local primary school once a week for an hour to give up their time to help the children learn to read. Each member of staff is paired with 4 children whom they meet each week to help with their reading. The children are selected by the school, as those who would benefit from some extra help and some one to one time.

Some employees visit a local primary school once a week for an hour to give up their time to help the children learn to read. Each member of staff is paired with 4 children whom they meet each week to help with their reading. The children are selected by the school, as those who would benefit from some extra help and some one to one time.

There is a generous training budget and the company target is to provide three development experiences for each employee per year. Decision making is delegated to the lowest possible level to encourage the use of staff's initiative and management training and experience is provided for "rising stars" even if not currently in a supervisory position.

Feedback and compliments from customers and colleagues appear in the staff newsletter and are fed back to individuals via their line manager. Every manager has an instant thank you budget to allow small gestures to be made when someone has pulled out the stops.