First thing every Monday morning at Genesis Associates an activity is carried out based on interaction and communication, this could be a quiz, a team drawing activity or a team model building activity. The company run frequent individual team building events including dinners, lunches and team incentive rewards. At Genesis Associates they have inter-team competitions such as the ‘Premier League', based on performance as a team, a Premier League ranking is updated on a weekly basis with the top team being rewarded, this encourages team members at Genesis Associates to work together in order to achieve a weekly goal. There is external and internal training in place to help employees achieve as best as they can. At Genesis Associates they have away days where the whole office will undergo training or skill development in an alternative location, they mix up all of the teams to ensure full office integration. The company like to go Go-karting where employees are put into teams of 2 from different sectors of the business for a mini tournament, this encourages team communication and interaction. There is a reward and recognition group- this provides employees from different areas of the business the opportunity to interact and work together. At Genesis Associates they use the feedback from meetings to generate projects for employees to work on in small teams, helping again to integrate employees from different areas of the business enhancing cross team interaction and communication.

At Genesis Associates they have a competency based assessment for their employees to gain promotions. The company work to a meritocratic policy whereby management promotions and opportunities are awarded based on performance and competency based assessment. Each applicant for management has the chance to demonstrate their applicable competencies towards a position, and all employees are eligible to apply for this role. If an employee does not currently possess required competencies for a promotion, then an action plan is developed so they have a detailed plan of what is required in order to get there. At Genesis Associates both internal and external training is provided to management level employees, from coaching on how to carry out reviews of performance with team members, through to external training such as enabling change, on how to become a top performing manager which was delivered to both existing and up and coming management. There is ongoing coaching and mentoring provided from director level, with reviews of performance and action plans based on improvements/skill development. Genesis Associates hold a networking event that 4 different managers will attend on a monthly basis to gain insight and guidance on their future role in leadership.

The company's Vision, Mission and Values are communicated to their internal employees through: On boarding packs, posters and office branding, Intranet and internal newsletters. They also reinforce their values to their clients through client presentations and also communicate their values through their website. The aim is for their colleagues to live and breathe these values and one of the reasons the business was created 10 years ago was to give people the tools to be successful in an ethically, people-centric environment.

First thing every morning the Managing Director runs a daily sales meeting in the middle of the London office. During this meeting all account managers give updates on what they are working on and an overview of important roles they are recruiting for. This encourages all the sales teams to help each other out with roles and share news about clients they are engaging with.

The company focus on clear, open communication that is delivered through a number of methods from traditional management meetings to addressing the whole company every Monday morning and Friday afternoon. Every month and quarter they hold a detailed and fun monthly/quarterly ‘wrap up' and ‘kick off' of the next month/quarter ahead. These company-wide meetings will include awards, recognition of top performance and presentations on key aspects they need to focus on for the following month. All information is documented and presented in a pdf pack so anyone not available for the meetings has access to the details. The company is also fortunate to have our walls covered in white boards and television screens that constantly update the business on the day-to-day news, successes, rewards and our core values throughout the day.

The company focus on clear, open communication that is delivered through a number of methods from traditional management meetings to addressing the whole company every Monday morning and Friday afternoon. Every month and quarter they hold a detailed and fun monthly/quarterly ‘wrap up' and ‘kick off' of the next month/quarter ahead. These company-wide meetings will include awards, recognition of top performance and presentations on key aspects they need to focus on for the following month. All information is documented and presented in a pdf pack so anyone not available for the meetings has access to the details. The company is also fortunate to have our walls covered in white boards and television screens that constantly update the business on the day-to-day news, successes, rewards and our core values throughout the day.

All line managers in Egress undergo regular one to one mentoring by the HR Manager. These sessions complement the ‘on the job' coaching sessions in Performance Management, Recruitment and Retention. Additionally, all managers receive monthly direct feedback from their function's C-level executive, as they are a small company, the flat management structure allows them to do this with high frequency. The business is growing fast and as such, opportunities for personal growth – particularly at the mid-manager level – are constantly arising. They do not recruit mid-managers from outside the business, preferring to promote from within and give existing team members the chance to start their managerial careers in a familiar environment.

Whilst some of the company employees have fixed desks, a significant number are encouraged to sit where they like in the office - which is primarily an open plan design with a hot desking infrastructure. For example, rather than having the sales and technical services teams sit in defined spaces, offering them the flexibility to sit next to peers who are working on the same projects means employees collaborate better and produce better results for the business and their customers. In the software development teams – they have recently implemented a version of Scrum (an iterative agile method for managing product development). This has improved communication and resulted in significant improvements to the development process and the quality of the software produced, whilst reducing the time required to produce a customer ready version of the software.

Through their Citygate academy, they have a structured development path for managers to show clearly how they can progress to the next level in their career. They are coached and supported by their managers and are put through structured development modules. There are many examples of employees who have progress and taken the next step in their career with Citygate.

They have created their own City Gate Sales Academy. The Academy of Excellence will help ensure they promote a consistent message and best practice across the entire group while creating and maintaining the best possible standards in customer service. In doing this, they will unlock their people's potential, giving them the best tools to succeed and positively influence and shape their careers. With an emphasis on accuracy and quality, the aim of their academy is to deliver a “world class” customer experience, training their teams in such a way that they can also display their own individual personalities. Every sales person in the company has been enrolled into their academy. They have been issued with their own academy learning folder which contains all of the relevant information and the modules they are required to complete to progress in their careers with Citygate. All new starters are issue with the Academy folder on their first day and their file will grow with them as they attend and complete each of the modules / stages contained within the academy. The modules are designed to allow career progress from sales executive to sales management. The learning journey is a mixture of on e-learning, on job coaching, classroom style training and off site training at the national learning centre.

CGL implements a number of initiatives to support managers, and to provide development opportunities in the context of the CGL Career Paths. At project junior management level, implementation of formal team structures and clarity of roles and expectations have been set out, and allow the managers to operate within a common framework. They are supported by guidance from senior managers and through the company's quality management procedures. For newly chartered staff, CGL has developed a Management Training Programme, in conjunction with the Chartered Management Institute, which gives these aspiring middle managers an in-depth insight into the practice of management in a live environment. This is a cross office initiative, which has benefits in enhancing communications at this mid-level. The outcome of the programme is a Certificate in Management and Leadership. Line managers from each of the offices gather on a quarterly basis for formal competence training interventions from an external trainer. This is also a forum for peer discussion and mutual support. Senior staff similarly undergoes competence training, and are encouraged to gain accreditation of their management experience through application for Chartered Manager status. Board members participate in formal IoD training programmes for their roles. The Board has a programme of inviting senior managers to participate in meetings. All of this development is set within an environment of twice yearly appraisals, regular updates, mentoring and coaching relationships and feedback surveys which allow a culture of continuous improvement.

CGL implements a number of initiatives to support managers, and to provide development opportunities in the context of the CGL Career Paths. At project junior management level, implementation of formal team structures and clarity of roles and expectations have been set out, and allow the managers to operate within a common framework. They are supported by guidance from senior managers and through the company's quality management procedures. For newly chartered staff, CGL has developed a Management Training Programme, in conjunction with the Chartered Management Institute, which gives these aspiring middle managers an in-depth insight into the practice of management in a live environment. This is a cross office initiative, which has benefits in enhancing communications at this mid-level. The outcome of the programme is a Certificate in Management and Leadership. Line managers from each of the offices gather on a quarterly basis for formal competence training interventions from an external trainer. This is also a forum for peer discussion and mutual support. Senior staff similarly undergoes competence training, and are encouraged to gain accreditation of their management experience through application for Chartered Manager status. Board members participate in formal IoD training programmes for their roles. The Board has a programme of inviting senior managers to participate in meetings. All of this development is set within an environment of twice yearly appraisals, regular updates, mentoring and coaching relationships and feedback surveys which allow a culture of continuous improvement.

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.