What are companies doing with regards to 'Personal Growth'

Small businesses and social enterprises play a vital role in creating jobs and driving economic growth in the UK. The Goldman Sachs 10,000 Small Businesses UK programme offers leaders of small businesses and social enterprises business knowledge, skills and national support network to help them maximise their businesses' growth potential and create employment. Launched in Leeds in 2010, the programme has expanded to Manchester, Birmingham and London with approximately 400 participants. Delivered by leading business schools, the programme offers 100 hours of curriculum through which participants develop tailored business plans designed to guide strategy and secure capital. The programme is offered on a fully funded basis to small businesses and social enterprise leaders, who desire to grow their businesses, create local employment and have scalable business models.

The Co-CEOs of Goldman Sachs in EMEA, supported by the European Management Committee, this year committed to hosting quarterly region-wide Townhalls to which all their people are invited and encouraged to attend. These one hour sessions serve as a point of reflection and allow senior management to discuss how their businesses and divisions are performing, the firm's forward strategy and to answer in person any questions or concerns. A new initiative this year has been to invite members of the European Management Committee to join their Co-CEOs at the Townhall sessions to provide a more in-depth look at some of the key themes and recent developments in their particular division.

The company is a socially focused organisation and rewards employees with an annual Christmas and summer party. For the 2012 summer party the company wanted to really involve every member of staff and gauge exactly the type of party they would enjoy rather than making any assumptions. They ran a competition called ‘The Best Party Proposition' where they called for party themes and ideas. They have a superb response rate that really shed light on the type of social event staff would enjoy. The winning idea was executed (incorporating elements of other suggestions) and the person that submitted the winning idea received a prize on the evening. The evening took place at a Central London rooftop venue and the ‘Festival' themed party was a night to remember. Employees were entertained from the moment they left the office – with rock n roll bingo, a fortune teller, a magician, karaoke, live music, a photo booth, a bbq and cocktails.

GPJ prides itself on its corporate culture, which can be summed up as highly collaborative, team-orientated and supportive. People do work incredibly hard, but they ensure that for long hours work that discretionary time off is given. In addition, flexible working enables people to balance their work commitments to their personal commitments, whatever they may be - family, personal interests, travel.

Every member of staff receives training and/or development every week in addition to any course, qualification or training they are undertaking. Everything they achieve is achieved through their people.

Every member of staff receives training and/or development every week in addition to any course, qualification or training they are undertaking. Everything they achieve is achieved through their people.

Bi annual wellwoman/wellman health checks paid for by the firm. EAP programme available through the private medical scheme. Annual flu vaccinations, Eye test vouchers and contribution towards lenses if required for VDU use. Workstation assessments.

As part of the firm's core values, the firm awards one staff member per year with "A great client service award". All those nominated are recognised at a drinks evening where their achievements are listed. Last year's winner won a weekend away for two at a luxury spa hotel. In addition, they have a prominent space on our internal intranet "Foxnet" where great efforts by staff (for both internal and external clients) are recognised.

Forward allows staff to take twenty days innovation leave. If employees have a new product or business idea they can put this to their investment team who will then decide if the new business idea is viable. If they are viable Forward allows employees to take innovation leave and work on them with a view to turning the idea into something profitable. As a business the company foster a culture of innovation and improvements and give employees time and resource in order to move their ideas forward.

Through offering a flexible benefits package that includes a bike to work scheme, gym membership and private health. The company also offer free yoga, pilates and climbing to all staff as well as other sporting activities. They have introduced a new Employee Assistance programme that provides a full concierge service to staff as well as counselling and advice.

The leader of the organisation is able to master a lot of detail as well as being an excellent strategic planner but what sets him apart is the emphasis on communication and engagement. This manifests itself in terms of open communication about the plans, performance and challenges facing the company as well as his personal commitment to the development of interpersonal communication skills through Festo's internal Fit for Change training programme. He really believes in investing in the people and this is a core strategy for the success of the company. He is personally committed to and drives forward the company's internal training programmes for the develoment of coaching skills and a coaching culture as well as their management development programmes. He demonstrates a high level of leadership, integrety and trust on a daily basis and is a clear role model in the business when it comes to the effective use of communication and coaching skills.

One of the clear ways the Festo listens to employees and seeks feedback is through the process of coaching. In Festo all managers have been trained as coaches and the coaching process exists in both a formal and informal way between employees at all levels. Within Festo the coaching process is about asking questions and actively listening to the views of the coachee. Managers are encouraged not to suggest or impose their ideas but to listen to and understand the ideas that are put forward. The coaching process supports employees to develop their own solutions to problems that are faced. If employees ideas stand up under questioning the manager is encouraged to accept them. The goal here is not just to listen to the coachee but to encourage them to engage with the problem, develop their own answers and ultimatly become more empowered and independent.

F5 have internal L&D resources available for their employees including a soft skills curriculum available for employees and managers to attend, for example four weeks of Technical training in Seattle office for all new UK-based technical employees and one week for Sales Bootcamp . The in-house soft skills training courses held in the UK are effective tools for employee development but it is impossible to calculate the investment/spend as F5's internal systems do not capture this information. The company have also introduced the Personal Development Plan for each employee. This is created in collaboration between the employee and manager to leverage strengths and give an opportunity to improve where appropriate. The PDP is targeted at individual needs and focusses on the individual's goals and where they want to develop. All of F5's managers are trained to coach/mentor their employees and their technical teams have a technical Mentor as part of the structure.

F5 have internal L&D resources available for their employees including a soft skills curriculum available for employees and managers to attend, for example four weeks of Technical training in Seattle office for all new UK-based technical employees and one week for Sales Bootcamp . The in-house soft skills training courses held in the UK are effective tools for employee development but it is impossible to calculate the investment/spend as F5's internal systems do not capture this information. The company have also introduced the Personal Development Plan for each employee. This is created in collaboration between the employee and manager to leverage strengths and give an opportunity to improve where appropriate. The PDP is targeted at individual needs and focusses on the individual's goals and where they want to develop. All of F5's managers are trained to coach/mentor their employees and their technical teams have a technical Mentor as part of the structure.

Once a month Exposure hosts a new exhibition within their dedicated gallery space. The Exposure gallery provides a platform for established artists and emerging creatives to showcase their work - selected not only for their innovative practice but also their aesthetic qualities. So far this year has seen a diverse collection of work from the Launch of ‘The New British' Magazine that was designed and edited by Kez Glozier and Neville Brody to the ‘Not Just a Mum' photography exhibition from the hip group Mothers Meeting founded by Jenny Scott. With each new exhibition comes a private view launch event where the company open the gallery and bar to the public. Running alongside their monthly gallery exhibitions Exposure also hosts creative lectures and inspiration sessions from guest speakers and friends of Exposure, including Mutate Britain and Matt Stuart.

Due to the nature of the organisation Exposure have tailored their training programme to suit the diverse requirements of the agency. This includes a training needs analysis for each team to identify skills gaps. Training courses both internal and external can then be matched to these requirements. This ensures employees are catered for on an individual basis.

Exponential have a number of recognition schemes in place. These include: Exponential-e stars – this allows employees to nominate their peers for good practice. All nominations are publicised on the intranet and particularly note-worthy candidates receive a gift voucher reward. Exponential-e annual awards – employees are nominated by the Senior Management Team for their contributions and achievements over the last 12 months. Awards include, Best sales order, Best Sales Person, Outstanding Contribution and the Directors Award. Sales achievers lunch – Every quarter, the sales team members who have achieved 100% or more of their target are invited to a meal with the CEO. Sales incentives – on top of the commission plan, the CEO runs a number of tailored product incentives which see Sales people win bonuses or prizes such as an iPad.

Managers are able to set their teams and team members individual and collective targets that meet SMART objectives, so long as these are aligned to the overall business objectives. Additionally, Managers are able to nominate for the company STARS awards and also influence the pay rises for those who have over achieved against their objectives or who have gone above the call of duty.