Their managers encourage a mentoring relationship outside of their own relationship with an employee. Their managers always make sure that they set aside time for regular, individual catch ups with each of their team members. They also have methods in place to regularly feedback any information from departmental meetings to their employees. Their managers place a strong emphasis on focus groups and encourage all employees to get involved in order to share their ideas for improvement.

Their managers encourage a mentoring relationship outside of their own relationship with an employee. Their managers always make sure that they set aside time for regular, individual catch ups with each of their team members. They also have methods in place to regularly feedback any information from departmental meetings to their employees. Their managers place a strong emphasis on focus groups and encourage all employees to get involved in order to share their ideas for improvement.

All Management participate in training courses provided by the Learning and Development function where the importance of caring and understanding team members needs is explored. How to deal with difficult conversations and the understanding of the company policies and procedures. Managers will conduct after every occasion of absence a ‘return to work meeting' in which a conversations about the individuals wellbeing takes place for the manager to understand what, if any reasonable adjustments need to take place. Managers are integrally involved in Flexible working meetings and make decisions based on fact as to whether this can be accommodated or not.

All Management participate in training courses provided by the Learning and Development function where the importance of caring and understanding team members needs is explored. How to deal with difficult conversations and the understanding of the company policies and procedures. Managers will conduct after every occasion of absence a ‘return to work meeting' in which a conversations about the individuals wellbeing takes place for the manager to understand what, if any reasonable adjustments need to take place. Managers are integrally involved in Flexible working meetings and make decisions based on fact as to whether this can be accommodated or not.

Investing in leadership remains a key priority to ensure the delivery of high quality, safe and effective integrated services, with improved patient experience and outcomes. In a changing NHS landscape with increasing financial constraints, the organisation must remain in a strong position to respond to the challenges ahead. By motivating and engaging current leaders, and identifying and developing future leaders, this can be achieved. The Trust have held a series of five vibrant and thought provoking events. These included organisational development, understanding roles in achieving, maintaining and measuring success, and creating high performing teams with effective appraisals and motivated staff. They focused on ensuring patient safety and recovery remain at the heart of all they do and their individual and collective responsibility to ensure quality across services. They also equipped staff with the tools and techniques to ensure workforce resilience and well-being. The programme has provided an invaluable opportunity to build networks, share learning and gain an insight into the experiences of colleagues, service users, carers and partner organisations.

Investing in leadership remains a key priority to ensure the delivery of high quality, safe and effective integrated services, with improved patient experience and outcomes. In a changing NHS landscape with increasing financial constraints, the organisation must remain in a strong position to respond to the challenges ahead. By motivating and engaging current leaders, and identifying and developing future leaders, this can be achieved. The Trust have held a series of five vibrant and thought provoking events. These included organisational development, understanding roles in achieving, maintaining and measuring success, and creating high performing teams with effective appraisals and motivated staff. They focused on ensuring patient safety and recovery remain at the heart of all they do and their individual and collective responsibility to ensure quality across services. They also equipped staff with the tools and techniques to ensure workforce resilience and well-being. The programme has provided an invaluable opportunity to build networks, share learning and gain an insight into the experiences of colleagues, service users, carers and partner organisations.

MBUK hold monthly 'town hall' company briefings. focus groups, monthly team meetings, feedback requests after major events and team action planning as a result of Best Companies' survey.

Recognising effort and ability and promotion internally. The company also give individuals lateral moves to satisfy personal development plans. At their conference, MBUK present awards to those who they believe have been living the values of the organisation. These are voted for by employees.

They are proud to say that they have a strong culture in and out of work and throughout the year they have an active social scene with sporting events, fun days and a variety of nights out. The summer party was a particularly memorable party and was one of their highlights. Last year they revisited the venue where they held their 20th anniversary due to positive feedback from staff and it gave the opportunity for staff from all parts of the business to socialise in a more informal setting and meet new colleagues.

They are proud to say that they have a strong culture in and out of work and throughout the year they have an active social scene with sporting events, fun days and a variety of nights out. The summer party was a particularly memorable party and was one of their highlights. Last year they revisited the venue where they held their 20th anniversary due to positive feedback from staff and it gave the opportunity for staff from all parts of the business to socialise in a more informal setting and meet new colleagues.

A recent memorable social event that was held by the organisation was the staff Halloween party, where they also raised money for charity. The event included a Halloween themed quiz, best fancy dress prize and charity raffle. They hired and decorated the event to get the teams in the mood and also provided catering and drink.

The organisation listens to employees and seeks their ideas and feedback. They have an on-going Idea of the Month suggestion box and staff are encouraged to put their ideas forward at any time. If chosen they are given the opportunity to take control of the idea and see it through as a personal project. Rewards are given to the staff members whose ideas are taken up and have included TVs, shopping vouchers etc.

KPMG's Employee Recognition Programme Encore remains leading edge and provides an effective way to recognise the company's employees. With reward budgets remaining tight, it is a relatively low cost, yet highly valued way of keeping employees feeling valued and appreciated. KPMG's innovation this year was to align the tool with their new global strategy, so that KPMG could directly reward individuals who demonstrated the attributes that are key to driving the business forward. KPMG were placed in the shortlists for the Personnel Today Awards 2012 ‘Award for Excellence in HR Through Technology or Social Media' and CIPD Awards 2012 ‘Excellence Through Technology' categories. When an employee is nominated for an award, the reason given will relate to one of the company brand attributes and this is clearly communicated to both the individual who receives the award and their line manager.

KPMG's Employee Recognition Programme Encore remains leading edge and provides an effective way to recognise the company's employees. With reward budgets remaining tight, it is a relatively low cost, yet highly valued way of keeping employees feeling valued and appreciated. KPMG's innovation this year was to align the tool with their new global strategy, so that KPMG could directly reward individuals who demonstrated the attributes that are key to driving the business forward. KPMG were placed in the shortlists for the Personnel Today Awards 2012 ‘Award for Excellence in HR Through Technology or Social Media' and CIPD Awards 2012 ‘Excellence Through Technology' categories. When an employee is nominated for an award, the reason given will relate to one of the company brand attributes and this is clearly communicated to both the individual who receives the award and their line manager.

International Craft Skills is a unique week long residential program that takes place annually at the end of JWT graduate recruits' first year. It consolidates and tests their learning, develops them as individuals and potential leaders and above all connects them and makes them feel truly part of an international community, not an abstract network. In 2012, 34 delegates from London, Lisbon, Milan, New York, Moscow, Dublin, Cairo, Beirut and Tunis gathered in JWT Portugal. The week kicks off with a Myers Briggs workshop, so delegates can then apply their understanding throughout the week in their pitch teams. In parallel, the teams receive daily presentation skills coaching and are encouraged to step out of their comfort zones and take creative risks in their final pitches to clients.

JWT London makes it mandatory for all staff to have an annual 360 appraisal. Managers are trained in this important skill and we are seen as a beacon of best practice in this respect. Managers are also trained in the thorny issue of how to deal with poor performance for when a difficult conversation needs to take place.

iris supports employee development through their 'Me, Myself & iris' Programme. This ties in objectives, which then feeds into training, and also pay rise & promotion review board.

iris supports employee development through their 'Me, Myself & iris' Programme. This ties in objectives, which then feeds into training, and also pay rise & promotion review board.