What are companies doing with regards to 'Personal Growth'

Dovetail Games want all employees to live to work, not work to live. They operate core business hours of 10am to 4pm which allows their people to fit work into their lives with hours that suit them and their family commitments/sleep patterns/commute. They also allow an extra level of flexibility with regards to working around personal commitments, such as the school run or a boiler service, in which employees can adjust their hours even further, as long as they still complete their contracted hours.

Dovetail Games want all employees to live to work, not work to live. They operate core business hours of 10am to 4pm which allows their people to fit work into their lives with hours that suit them and their family commitments/sleep patterns/commute. They also allow an extra level of flexibility with regards to working around personal commitments, such as the school run or a boiler service, in which employees can adjust their hours even further, as long as they still complete their contracted hours.

All employees that work for DJS (UK) Limited work from the same office in central Bournemouth. The office is open plan, which means that every team can interact with ease. Even the CEO does not have a secluded office, and he welcomes anyone approaching him with questions.

Table tennis and pool tables, dart boards and a projector with a screen for gaming have been added to the break room for employees to use as a way to get away from the desk and combat stress.

CloserStill run a full management training programme which is given by an external trainer. They also encourage management to meet together on a regular basis to discuss issues and offer solutions to each other or to then highlight these to the senior management to provide training.

CloserStill have annual appraisals where a manager will sit with each member of their team on an individual basis and run through what they have achieved over the past 12 months and areas for development for the next 12.

Car allowance, flexible benefits, performance related pay and staff discounts are available to all employees.

The Chief Executive emails all employees on a weekly basis with a "blog". This keeps all employees up to date with the environment within which they work, new developments in the organisation, keeping employees up to date with what the CEO is doing, recognising achievements of the teams through compliments received both internal and external.

Free mindfulness sessions are on offer to all members of the team. They also offer free fresh fruit every day and physiotherapy/ massages at a local private clinic if requested by employees.

Non job-related training continues to be incredibly popular. Recent examples include a number of our directors having one-to-one life coaching, a member of the sales team learning to decorate cakes and a number of younger members of the team have signed up to driving lessons as their non job-related development.

Brainlabs believe that one of the biggest steps for addressing the issue of workplace stress involves tackling the stigma surrounding the effects of stress. They have worked very hard to create an open culture and have had members of the senior team host company-wide talks on how stress has affected their mental health. They have a policy, "Brain Days", whereby employees can take a sick day off work when they feel they're being affected by stress without having to give any more explanation other than telling their manager they need a brain day.

Brainlabs believe that one of the biggest steps for addressing the issue of workplace stress involves tackling the stigma surrounding the effects of stress. They have worked very hard to create an open culture and have had members of the senior team host company-wide talks on how stress has affected their mental health. They have a policy, "Brain Days", whereby employees can take a sick day off work when they feel they're being affected by stress without having to give any more explanation other than telling their manager they need a brain day.

The company paid for the entire business to travel to Croatia for three days of celebration, appreciation and reflection. Months in planning, this was filled with many unforgettable moments, from being taxied from the airport via speedboats to a 3-hour lunch on a private island.

The company paid for the entire business to travel to Croatia for three days of celebration, appreciation and reflection. Months in planning, this was filled with many unforgettable moments, from being taxied from the airport via speedboats to a 3-hour lunch on a private island.

BLH have a talent drop-in every week and an open door policy. They have feedback channels and open conversation is core to their culture. They also conduct employee surveys and schedule development meetings.

All senior managers are approachable, not in separate office space, and their two founders work on an open door policy. Their top company value is people first and using this they make sure that all voices are heard and all opinions, no matter what level, are welcomed.

Beyond created Future Planet, an Action on Google (AOG) designed to reconnect humans to the challenges the natural world faces. Their aim was to encourage environmentally friendly behaviour by stating the problem and posing challenges that people can complete in their day-to-day lives. Through emotive facts, an engaging tone of voice and easy to implement challenges, Future Planet helps people to take small actions that can have a big impact on the planet's future.

All employees are given 15 paid sick days a year. They advocate for them to use this for mental not just physical health. This means they offer the chance for people to take "mental health days" so that people can be transparent and it also means as a people team, the organisation can support people better as they really know their reasons for absence.

BCW is committed to developing managers through the BCW Brilliance Academy. The Academy is designed to support the commercial strategy and is in line with the ongoing Learning and Development analysis and Personal Development Plan.

BCW is committed to developing managers through the BCW Brilliance Academy. The Academy is designed to support the commercial strategy and is in line with the ongoing Learning and Development analysis and Personal Development Plan.