All members of staff were taken to Edinburgh for the company conference, which ran over two days. During this event, the team took part in a tour of the city and an evening meal at a historic location with a murder mystery.

All members of staff were taken to Edinburgh for the company conference, which ran over two days. During this event, the team took part in a tour of the city and an evening meal at a historic location with a murder mystery.

Managers complete Microsoft Accreditation's and have on going support available to them through regular 121's. Managed 24/7 also use DILO's (taken from the sixth sigma process) for all managers alongside on going training and on-boarding.

Managed 24/7 have internal screens where they announce hardworking colleagues whether it being weekly or monthly. This allows the company to see who has completed great work, which then creates conversation and motivation.

Development training and support comes through workshops, roadshows, conferences and area meetings. An annual support day camping trip helps informally reiterate brand characteristics in a fun way through group activities. People get 'add-on roles' to give them extra responsibilities.

Development training and support comes through workshops, roadshows, conferences and area meetings. An annual support day camping trip helps informally reiterate brand characteristics in a fun way through group activities. People get 'add-on roles' to give them extra responsibilities.

Inspired Outsourcing have raised more than £35,000 for various charity partners through a number of self-organised events and initiatives including collecting money at local shopping centres, sponsored walks, zip wire challenges and baking competitions.

Inspired Outsourcing have raised more than £35,000 for various charity partners through a number of self-organised events and initiatives including collecting money at local shopping centres, sponsored walks, zip wire challenges and baking competitions.

Employees at Incremental Group are rewarded with vouchers throughout the year based on their performances and success within the company.

Employees are actively encouraged to pursue a number of community/fundraising projects. As such, recommendations are welcome for charitable causes, with support given to Alzheimer's Research UK and Comic Relief as well as smaller, more personal charities.

In May 2018, Hydrogen selected top performing members of staff to attend an all-expenses paid trip to Hvar, Croatia. On top of this, they run quarterly lunches for those who are found to have gone the extra mile in the previous period.

Hydrogen have created a learning culture where all levels of staff receive tailored training. This includes internal training delivery, as well as utilising external facilitators for specific niche areas. A mentoring programme is also offered throughout the business.

The firm's offices are surrounded by farmland and woodland, and there are many walking and running routes to be explored at lunchtimes or before and after work. Bicycles are available to hire on site and a calisthenics gym has recently been built in the grounds.

The organisation has a very open culture and staff are encouraged to ask questions if they don't understand a business decision. They have an update call that all staff are invited to dial into each month, which gives an update on where the current state of the business.

Steve Varley likes to engage directly with employees. Neither he nor his team sit in offices; their desks are in an open-plan space with everyone else. They rotate their meetings between sites across the UK to meet with different offices.

EY Badges, introduced in November 2017, are the first digital badges to be offered globally. They provide on-demand access to learning content that will help employees to develop future-focused skills and provide experiences that can shape their careers.

Bill splits his time between the head office and visiting centres. He is very active in the office, taking the time to speak to individual members of staff about how things are going inside and outside of work.

On their learning and development intranet homepage, they have sections for tutors, assistant directors, centre directors and regional managers. Each section has a host of content aimed at supporting their development. They are looking to turn this into a social learning platform to share, vote and comment on the most useful content.

All new analysts are flown out to Chicago for two weeks to be trained on the company's methodology and network, as well as to be introduced to their leadership team. Also, anyone promoted over the year is taken on a three-day training programme in New York.