What are companies doing with regards to 'Personal Growth'

Companion Care have this year launched their very own Learning Academy which provides both clinical and professional development to their colleagues delivered by both internal and external experts. They also offer a Graduate Development Programme which supports new graduates through a 2 year mentoring programme which is closely aligned to their professional bodies' development requirements. This is a structured programme designed to ease the transition from graduate to seasoned vet by providing invaluable training, support and mentoring.

Companion Care always try to ensure that all of their colleagues utilise all of their holiday entitlement along with taking time back for additional work they may do. They also actively promote regular rest breaks and none of their colleagues are contracted to work over 40 hours per week. They continue to monitor hours worked to ensure that they can spot any pressure points before they become an issue. Companion Care also offer Cycle2Work along with a number of other health related schemes.

Phil encourages every employee to treat the business as if they were the owner and to do the right thing based on the company's values rather than follow a detailed rule book of do's and don'ts.

Phil encourages every employee to treat the business as if they were the owner and to do the right thing based on the company's values rather than follow a detailed rule book of do's and don'ts.

Team building exercises are incorporated into broadbandchoices 'Away Days' to allow staff from different teams to interact with each other outside of the office environment. It is their goal for the entire business to view itself as one 'central team' so these exercises are intended to break down barriers that may currently exist between staff members who do not regularly interact with each other. They also launched a training programme recently for line managers to develop their management skills by hosting an afternoon of challenges that pitted senior management staff against teams of line managers. It was a successful strategy and encouraged line managers on the training programme to behave like one cohesive unit from the beginning.

This year broadbandchoices launched their Emerging Managers Programme (EMP). This was a management development course run over 4 months for 10 managers and covered a broad range of subjects which would help them in their day to day work and also develop them. It consisted of workshops and also individual coaching sessions. It also was a fantastic opportunity for people who don't always work together to have time to discuss common issues.

Brandwidth appreciate that Engagement surveys can drive change that leads to business improvement. They will use the results of this survey to make informed changes within the organisation. It will enable them to regroup, refine and reenergise the company because when employees see that their suggestions are acted upon, their engagement increases.Increased engagement leads to better performance and decreased turnover. Organisations that keep engagement data can combine it with other data to create predictive analytics that can lead to sophisticated workforce planning and pre-emptive interventions

All Brandwidth's social events bring the entire company together to communicate, share experiences and have fun. They are hugely successful and help to bridge the gap caused by their company having multiple locations. The emphasis is on fun and strengthening relationships which in turn helps energise the business as a whole.

With the introduction of Beyond Zero, all employees have the confidence that what they say matters. This is one of the unique aspects of working for BAM Nuttall. To actively encourage feedback from staff, they went out to everyone with the Beyond Zero workshops and encouraged people to come forward at a personal level. Any personal discussions, positive or negative, were undertaken confidentially so their personnel could speak freely. There are many ways in which they gather feedback from their staff from the dedicated Beyond Zero email address to just talking to people. The most effective is the Safety and Environment observation cards. All sites, offices and depots are provided with cards. Everyone is encouraged to record observations, anonymously if they wish, to report issues and near misses or simply to share good practice. They can be health and safety issues, environmental issues or any other event worthy of being brought to other people's attention. People can record details of any action they have taken in situations, to share their ideas and to prompt discussion or action at management level. All our staff are regularly reminded of the importance of giving feedback. At the end of 2012, BAM Nuttall held a successful awards ceremony, available to everyone across the country via their intranet, celebrating what was best about Beyond Zero. It was a simple way of demonstrating how Beyond Zero can make a difference on site, in the office and most importantly, for the well-being of each of their employees.

Apprenticeships at BAM Nuttall are recognised and celebrated as one of their key entry routes and continue to provide the Business with talented, skilled and committed employees who contribute to the continued success of the Company. BAM Nuttall's programmes are designed to support people through the early stages of their career and give them all the same opportunity to become professionally qualified and climb the career ladder. Through the success of their award winning Engineering Apprenticeship they expanded the programme in 2009 to offer an apprenticeship for commercial staff. This was the first of its kind in the industry and has received accreditation from Chartered Institute of Civil Engineering Surveyors. In 2013 BAM Nuttall have expanded this programme further to offer a route for aspiring young Planning Engineers. In 2012 they significantly increased the number of Craft Apprentices in the Business and they continue to develop the support model to effectively retain these apprentices. BAM Nuttall currently have over 145 apprentices enrolled on technical, trade and business support apprenticeships. However, BAM Nuttall strive to know and support all apprentices working on their sites regardless of who they are employed by. Apprenticeships are embedded throughout the organisation and supported by several key roles –Apprentice Advisors who support and guide apprentices throughout their programmes, a network of highly skilled staff who fulfill the roles of mentors and line managers as well as a growing alumni of past apprentices who are always willing to offer a helping hand.

The Aquarius annual conference took place in December 2013, providing an opportunity for all staff to come together, share their experiences and participate in workshops, individual / team awards activities which included laughter yoga, a quiz. In March 2013 we sent six of our staff on a learning trip to Rome where they visited a substance misuse service. They learnt about the services on offer, recieved training, visited local communities and took in the sites of the city.

Aquarius offer a comprehesive range of developmental training throughout the year to support staff in their roles. They have recently invited employees to participate in an NVQ training programme and their first cohort have now commenced work on their qualification through Birmingham Metropolitan College. Aquarius have secured external funding to support this opportunity and staff are able to utilise work time for completion of the required elements.

As managers recognising that for most employees coming to work is actually an extension of their social life, especially in London. Managers work to be as flexible as possible to allow employees the opportunity to fit work and home together. Seek to encourage and develop their individuals and teams spotting talent and nurturing and encouraging individuals to be the best. Managers regularly communicate sales and service scores ensuring all employee share a common goal and understand how the business is doing.

A3D2 hold a Company conference every 6 months that culminates in a party at one of their venues. They take the management teams away on various supplier trips throughout the year. The venues also hold regular team nights out and the company holds two staff parties every year. The General Manager awards held this year in Barcelona where a wonderful opportunity to recognise the management teams hard work over a previous difficult period. A3D2 take the Senior team away to a three day strategy conference. This is made up of fun team building events alongside agreeing and developing the business plan for the coming year. Getting everyone out of the office helps forge working relationships and develop innovation and excellent strategy.

The best example is the internal training programme designed by the Zolfo Cooper training team. After a comprehensive review of their old training plan, which involved interviews with Partners and consultation with staff, the training team made a business case to increase the annual budget for learning and development by a third. Subsequently the suite of internal training courses has been re-designed and comprehensively covers technical skills as well as personal and career development skills. These are bespoke courses which have been designed for and in conjunction with Zolfo Cooper employees across all levels and teams within the Firm. Several of the courses such as Negotiation Skills and Technical Tasters are by self-nomination, therefore employees are encouraged to reflect on their own individual learning needs and attend those that they feel are most beneficial to them.

The best example is the internal training programme designed by the Zolfo Cooper training team. After a comprehensive review of their old training plan, which involved interviews with Partners and consultation with staff, the training team made a business case to increase the annual budget for learning and development by a third. Subsequently the suite of internal training courses has been re-designed and comprehensively covers technical skills as well as personal and career development skills. These are bespoke courses which have been designed for and in conjunction with Zolfo Cooper employees across all levels and teams within the Firm. Several of the courses such as Negotiation Skills and Technical Tasters are by self-nomination, therefore employees are encouraged to reflect on their own individual learning needs and attend those that they feel are most beneficial to them.

The College has a Staff Appraisal Policy for all staff, whether full or part time. This ensures members of staff are given an opportunity to talk with their line manager about their work; where they see their career progressing as well as staff development opportunities. However, the culture of the College means that staff can talk with their line managers at any opportunity. New staff are assigned a mentor (as part of the Induction Checklist) and also have set review meetings after one, two and four months for support staff and two, four and six months for academic staff. Academic staff also have lesson observations as part of their probation review. This gives new staff not only the opportunity to discuss any aspect of their role with their mentor but also ensures time is set aside for the line manager to appraise their progress and to address any concerns (should there be any) at the earliest opportunity.

Truro and Penwith College is committed to supporting the professional development of all staff. Such development is essential to the wellbeing of students and to the morale of the College as a community, particularly in times of change. All members of the College academic and support staff have access to training which is needed to fulfil their roles effectively. The College has a CDI (College Development Initiative) Scheme linked to staff development whereby if members of staff undertake a course which is relevant to their job role and will enhance their skills; this effort is rewarded with an additional payment.