What are companies doing with regards to 'Personal Growth'

CBS Butler take part in various company sponsored health related charitable endeavours including: London 2 Brighton and a football tournament. Celebration and fun are very much at the fore and CBS Butler hold regular events throughout the year to cater for everyone's preferences, including a variety of luxury experiences and great team building events. For example, the company hired Kensington Roof Gardens for a company-wide party, organised a river cruiser down the Solent with accompanying jet skis, arranged a weekend in Dublin and host an annual race day at Sandown Park.

CBS Butler sponsors, attends and helps to plan TeenTech and Festival of Science both of which are aimed at exciting/encouraging school children into Science, Technology, Engineering and Math's based careers. The company partners with SATRO who are an educational charity involved in stimulating young people's interests in STEM (Science, Technology, Engineering Mathematics). The UK technical sector business is facing a drastic shortage of engineers over the next few years, with experts speculating that 350,000 new engineers are required by 2018 in order to remain competitive. CBS Butler has been working closely with SATRO over the last few years in order to encourage young people of school/college age into engineering careers through a large number of STEM initiatives and events. When the council slashed funding of educational charities CBS butler stepped in to provide over £10,000 so that SATRO could still run their annual Festival of Science. This has since remained an ANNUAL investment.

Through a process of engaging with staff the company have developed a simple set of values that all Caritas employees are committed to. To maintain their personalised quality service to candidates and clients. To build a compliant business they can be proud of . To make Caritas a great place to work. Quality Service: The Senior Management Team each take responsibility for a particular area of the business and act as a Champion to ensure the company is delivering a quality service. These responsibilities include: - Candidate Care - Service to Managed Service Providers - Service to Direct Clients - New Business Development a Compliant Business: As a Social Care specialist recruiter this is crucial to the as a management team. The company have a strict policy that all managers uphold to prioritise safeguarding over profit. As such they strictly enforce their compliance rules and auditing process that ensures that all workers are fully vetted prior to being allowed commences an assignment. This includes a pre-placement audit by the head of compliance. A Great Place to Work: The senior management team are all committed to this principle as it is why they founded/joined Caritas themselves. They understand the value of happy workforce and ensure that they strike the right balance between fun and core work activities, between business rules and empathy for individual circumstances.

Caritas take the training & development of all staff seriously and recognise not only the benefit to the company, but the benefit to the employees themselves and how valued they feel by the business. Critical to identifying any areas requiring further development, each new starter has a monthly meeting for the first 6 months with their line Manager and their Director. These meetings are essential to monitor performance in line with expectations (new starter KPIs), and to identify any areas where an individual may need further support and/or training. Following a successful six month / probation review meeting, team members have a quarterly appraisal with these individuals in order to focus on achievements and to ascertain future goals and the training plan to underpin their appropriate career path. Underpinning these meetings, are weekly one-2-one meetings with line Managers, again with a view to identifying any training support needs. The company have an annual timetable detailing training courses for all staff for the year ahead, delivered by the in-house trainer, with follow up sessions including role play and refresher scenarios. In addition to the identification of staff training needs through regular one-2-ones and appraisals, the company use regular surveys to request opinions from their customers on their experience, so they can tailor their service offerings at a company level and gauge areas for development at a business level.

The company have a healthy working lives group led by staff for staff. This group runs information campaigns and events throughout the year and has, for example, led to a member of staff discovering undiagnosed diabetes.

The company have a healthy working lives group led by staff for staff. This group runs information campaigns and events throughout the year and has, for example, led to a member of staff discovering undiagnosed diabetes.

In circumstances where individuals contribute something exceptional that adds value to the success of the business they will be rewarded with an 'on the spot bonus'. The bonus is paid as and when performance is recognised and staff will be told of their achievement by a Director and receive written confirmation of the bonus. It is an effective way of demonstrating to staff that they are valued and that their efforts are recognised at the highest level. It is high impact because it rewards success immediately as opposed to it being recognised through an annual bonus scheme which could be up to 12 months later when with the passage of time it runs the risk of being perceived as less of an achievement. Examples of where 'on the spot' bonuses have been paid in the last 12 months are for: extremely positive client feedback on a high profile project, successful delivery of an internal IT based project within a tight time frame, for hard work and commitment in securing a new client and project when this is not typical for the job level. This type of bonus is in addition to the formal profit share and bonus schemes operated by the company where 60% of pre tax profits are distributed annually to staff through a variety of profit share and bonus schemes.

In circumstances where individuals contribute something exceptional that adds value to the success of the business they will be rewarded with an 'on the spot bonus'. The bonus is paid as and when performance is recognised and staff will be told of their achievement by a Director and receive written confirmation of the bonus. It is an effective way of demonstrating to staff that they are valued and that their efforts are recognised at the highest level. It is high impact because it rewards success immediately as opposed to it being recognised through an annual bonus scheme which could be up to 12 months later when with the passage of time it runs the risk of being perceived as less of an achievement. Examples of where 'on the spot' bonuses have been paid in the last 12 months are for: extremely positive client feedback on a high profile project, successful delivery of an internal IT based project within a tight time frame, for hard work and commitment in securing a new client and project when this is not typical for the job level. This type of bonus is in addition to the formal profit share and bonus schemes operated by the company where 60% of pre tax profits are distributed annually to staff through a variety of profit share and bonus schemes.

The company has bespoke one-on-one management training, tailored to the needs, experience and skills of each individual manager. As well as looking at the fundamentals of good management technique and practical skills, the training covers the psychology of different management styles, and focuses on fostering emotionally intelligent, open, positive relationships between manager and direct report. Managers are free to be creative, and capable of motivating and supporting their direct reports in a variety of ways. They run a People Manager Development Workshop called ‘Balance Management' which runs over the course of the year. This is mandatory training that all managers attend. The course focuses on people management foundations, being malleable, managing self & others confidently, handling challenging contexts and developing & inspiring.

The company has bespoke one-on-one management training, tailored to the needs, experience and skills of each individual manager. As well as looking at the fundamentals of good management technique and practical skills, the training covers the psychology of different management styles, and focuses on fostering emotionally intelligent, open, positive relationships between manager and direct report. Managers are free to be creative, and capable of motivating and supporting their direct reports in a variety of ways. They run a People Manager Development Workshop called ‘Balance Management' which runs over the course of the year. This is mandatory training that all managers attend. The course focuses on people management foundations, being malleable, managing self & others confidently, handling challenging contexts and developing & inspiring.

Our Vision, mission and values are all displayed on the intranet. We encourage a transparent working environment, with an open plan work layout. The managers are also governed by the same work rules of holiday, sickness leave and benefits. As previously mentioned, each year we hold a company conference which provides an excellent vehicle for sharing our vision, mission and values

Banks Sadler actively encourages cross company collaboration, across teams, offices and countries. All new starters have a BIG - Banks Induction Guide. The BIG usually takes the new starter to lunch on their first day and is around to help them integrate into Banks Sadler during the first few weeks. All new employees also have a lunch with the CEO. They actively encourage new employees to join in with Friday socials or quarterly social committee activities to try to engage them with other teams. They also arrange various new start initiatives, to encourage team interaction. One such past event was a speed dating style networking in the canteen over pizza, with set questions to get people talking to other new and existing employees from across the organisation. As an Event Management agency, they regularly have opportunities for all staff to help on site at events. This not only enables them to develop professionally, but also gives them the opportunity to work with other teams. Apart from the social committee, they also have a charity committee and various focus groups, that regularly work together

The company's mission, vision and values are communicated in all that they do, in their actions, what they say and how they say it and in their interactions with one another, and relationships with those they work with.

The company offers a range of learning and development opportunities. At the early stages they contribute between 80 - 100% of the cost of formal qualifications and provide time off for study, as well as making studio facilities available for colleagues and their fellow students. For mid-level colleagues they offer many opportunities to get involved in the day to day activity of practice life, to gain experience, tap into creativity, and to build knowledge through sharing activities. Activities range from weekly CPD events, evening master classes with external experts, team presentations, external led training workshops, and many different fun design competitions. They run surveys asking colleagues to select the topics and areas that they are interested in learning more about and programmes are created from there to included voice coaching, presentation skills master classes, time management sessions, and leadership training. All of these are developed in tandem with the strategic business plan for the UK each year. Most training is open to all colleagues, however there are a few initiatives which are aimed at certain groups or individuals according to skill level or role within the company. Management and leadership training for example is a perfect example of this whereby learning the ropes of people management and team leadership is important to certain colleagues and not others, depending on the stage they are at within their careers.

Addaction aim to recruit employees who have the right mix of skills, experience, attitudes and beliefs to perform their role in a way that matches their values and standards. They then ensure that each employee has the opportunity to develop and learn to enable them to deliver the best possible recovery services. Employee development adopts a blended approach including qualifications, classroom training and online learning. Their classroom training is delivered by qualified trainers who have extensive experience of working in the substance misuse sector. With a focus on skills development, they develop their front line practitioners in using evidenced based psychosocial interventions with their service users. Their holistic approach to providing recovery services means that they also ensure their front line practitioners develop skills to support service users presenting with a range of issues including mental health, domestic abuse and self-harm. The company consistently achieve over 96% positive satisfaction rating for their classroom training. Their classroom training also supports any non-professionally qualified front line employee to gain a QCF qualification working in substance misuse which they have to achieve in their first year of employment. For non-practitioner employees they have worked with an awarding body to develop a new bespoke CQF qualification to raise awareness of substance misuse issues in their wider employee population. Their online learning is a particular success story. Since they started to develop their online learning provision in 2011, Addaction have won numerous awards and recognition for their provision which includes both mandatory and professional development modules.

Addaction aim to recruit employees who have the right mix of skills, experience, attitudes and beliefs to perform their role in a way that matches their values and standards. They then ensure that each employee has the opportunity to develop and learn to enable them to deliver the best possible recovery services. Employee development adopts a blended approach including qualifications, classroom training and online learning. Their classroom training is delivered by qualified trainers who have extensive experience of working in the substance misuse sector. With a focus on skills development, they develop their front line practitioners in using evidenced based psychosocial interventions with their service users. Their holistic approach to providing recovery services means that they also ensure their front line practitioners develop skills to support service users presenting with a range of issues including mental health, domestic abuse and self-harm. The company consistently achieve over 96% positive satisfaction rating for their classroom training. Their classroom training also supports any non-professionally qualified front line employee to gain a QCF qualification working in substance misuse which they have to achieve in their first year of employment. For non-practitioner employees they have worked with an awarding body to develop a new bespoke CQF qualification to raise awareness of substance misuse issues in their wider employee population. Their online learning is a particular success story. Since they started to develop their online learning provision in 2011, Addaction have won numerous awards and recognition for their provision which includes both mandatory and professional development modules.