Alongside the introduction of a resource library which contains textbooks on a variety of subjects which all employees can utilise to take ownership of their ongoing professional development. As a business the company long since focussed on the growing from within and ensuring that junior employees receive the support and coaching they require to succeed. However, the senior managers may have been slightly overlooked and as such the Management Training Programme was developed to ensure that they too receive ongoing professional development opportunities.

Managers hold regular weekly team meetings to ensure mutually defined objectives are clearly understood, individuals are clear on why they are important and have the support they need to achieve them. The company empower their managers and employees to feel comfortable raising issues with senior management, as well as adopting their own flexible approach to recognising individual achievements. All managers receive training and development support to assist them in running appraisals, coaching for high performance and to understand how to motivate and develop their teams. Managers across the business go out of their way to get to know staff and take an empathetic approach to their needs and the Executive Team also makes a point to get to know all new starters individually which builds the foundation for the open-door approach.

Absoft continue to commit to graduate recruitment and development. They have taken on 10 graduates over the course of this year and as a management team devoted considerable time and energy into a development programme to support this.

Absoft continue to commit to graduate recruitment and development. They have taken on 10 graduates over the course of this year and as a management team devoted considerable time and energy into a development programme to support this.

There is an annual allowance of £200 to spend as the employee chooses on an activity that they feel will aid their personal development in some way. Ths could be learning a language, help with quitting smoking, learning to drive, music lessons, an evening class or something of a similar nature. It needs to be a genuine development or learning of a skill not just an activity.

Angie Moxham, founder of 3 Monkeys, set out to create a culture where people can be themselves. Creativity was free to be expressed and everyone was treated as an individual, not just an employee. Nine years on, those sentiments still guide everything Angie does and this permeates the culture from top to bottom. Angie is accessible to all staff and continues to encourage, inspire and guide the team every day to do the best work, with the best brands and with the best people. Her humanity and humour are as valued as her big brain and her even bigger contacts book.

In addition, RCHL internal trainers make arrangements to customise workshops for individual staff teams and groups to best reflect their needs. Staff may also identify specific external courses that meet a particular need and arrangements are made for individuals to attend for example, National Assistive Technology/Telecare training, Developing Outcome monitoring. They are currently piloting a number of e-learning programmes focusing on core mandatory training, to ensure staff are regularly updated, for example Fire safety, Food Hygiene, Manual Handling Staff that wish to undertake an NVQ qualification in Care must have completed all the relevant induction and developmental training before they will be considered to undertake an NVQ with RCHL. The delivery of NVQs to staff is subject to funds received from the external providers. However, funding the Leadership & Management in Care (LMC) (formerly known as the Registered Managers Award) and NVQ4 in Care will be a priority for the organisation. RCHL also supports and funds the Learning Disability Qualification accredited via the Open College Network, the Leadership in Management and NVQ4 in Care qualifications. For staff who already hold an NVQ Level 2 in Care and wish to progress onto the Level 3. This will be subject to the scheme manager's approval in line with the service development plan. All successful applicants will be given support and guidance for attainment of their care qualification from their approved LSC training provider. Senior Management Team continue to source funding opportunities, with the support of external providers and are committed to staff gaining an appropriate qualification that will meet the organisation's core values and CQC requirements. RCHL are also a recognised training Centre with the Open College Network and have reached the highest standards enabling reassessment to be every two years.

In addition, RCHL internal trainers make arrangements to customise workshops for individual staff teams and groups to best reflect their needs. Staff may also identify specific external courses that meet a particular need and arrangements are made for individuals to attend for example, National Assistive Technology/Telecare training, Developing Outcome monitoring. They are currently piloting a number of e-learning programmes focusing on core mandatory training, to ensure staff are regularly updated, for example Fire safety, Food Hygiene, Manual Handling Staff that wish to undertake an NVQ qualification in Care must have completed all the relevant induction and developmental training before they will be considered to undertake an NVQ with RCHL. The delivery of NVQs to staff is subject to funds received from the external providers. However, funding the Leadership & Management in Care (LMC) (formerly known as the Registered Managers Award) and NVQ4 in Care will be a priority for the organisation. RCHL also supports and funds the Learning Disability Qualification accredited via the Open College Network, the Leadership in Management and NVQ4 in Care qualifications. For staff who already hold an NVQ Level 2 in Care and wish to progress onto the Level 3. This will be subject to the scheme manager's approval in line with the service development plan. All successful applicants will be given support and guidance for attainment of their care qualification from their approved LSC training provider. Senior Management Team continue to source funding opportunities, with the support of external providers and are committed to staff gaining an appropriate qualification that will meet the organisation's core values and CQC requirements. RCHL are also a recognised training Centre with the Open College Network and have reached the highest standards enabling reassessment to be every two years.

St Wilfrids participate in activities promoted by the Dying Matters coalition which aims to promote increased awareness of the need to discuss issues relating to end of life and encourage everyone to plan for this and discuss their wishes and plans with their loved ones. An additional campaign was launched by Help the Hospices this October and Hospice Awareness Week was marked here by an open afternoon with the theme 'Be Surprised'. This event was held to promote better understanding of hospice care as well as encourage members of the public to discuss end of life issues.

St Wilfrids participate in activities promoted by the Dying Matters coalition which aims to promote increased awareness of the need to discuss issues relating to end of life and encourage everyone to plan for this and discuss their wishes and plans with their loved ones. An additional campaign was launched by Help the Hospices this October and Hospice Awareness Week was marked here by an open afternoon with the theme 'Be Surprised'. This event was held to promote better understanding of hospice care as well as encourage members of the public to discuss end of life issues.

Staff are able to access corporate membership of the local leisure centre and this is very popular with individuals. The increased flexibility around working hours helps staff use these leisure facilities and a number of staff exercise, before, during and after work. The organisation pays for level one of the Simply Health scheme, a cash back health savings scheme. They have also introduced a counselling service for staff which provides for up to six free counselling sessions for staff. Pembrokeshire Housing Association have entered into a contract with a local Occupational Health service which provides valuable advice to help support staff remain in, and return to work during illness.

Pembrokeshire Housing Association has held IIP status for over 10 years, and despite growing considerably over the past 3 years, they continue to meet this standard. They are active supporters of L&D and took the decision to appoint two apprentices in 2010. In addition to this they recruited a Trainee Accountant and are committed to supporting them through their ACCA accreditation. Pembrokeshire Housing Association provides support in terms of time off, payment of professional subscription fees, course materials, travel expenses and exam fees. In addition to this, the organisation has study leave for assignments/exams. Pembrokeshire Housing Association have recently been awarded Platinum status by the ACCA due to their commitment and support for learning and development. For those staff who show commitment to their personal development, the Housing Association pay a Learning and Development supplement if they are successful in obtaining a qualification that is not an essential requirement of their role.

We will issue this survey to bench mark oursleves against like for like organisations, looking at the things we do well and areas of improvement.

The organisation recently won Student Union of the Year and Northumbria Student Union rewarded their staff with a celebration party. This celebration party highlights the hard work that has been put in by their officers, staff and volunteers alike over many years and how exceptional their Student Union really is. This celebration party recognised Northumbria Student Union's ability to deliver for their members and renewed excitement about how they will excel in the future.

Norcare Limited has a staff forum and a communication group meeting which allows employees to share ideas and best practice. Norcare also provides staff with the opportunity to raise issues through a confidential blog. Points are noted by the Senior Management Team and the Chief Executive and where required action will be taken.

During the past 12 months, Norcare have held 3 'Big Team Events attended by all Norcare employees. They were: October 2010 - The Big Team Event, June 2011 - Securing our Future, October 2011 - Our People Making A Difference.

As a publically funded organisation NHS Improvement is not permitted to spend taxpayers' money on the provision of social events for staff.

NHS Improvement offers up to nine staff per annum the opportunity to attend and (if selected to present a poster) a major international healthcare improvement conference - this includes funding for travel and accommodation. Staff are required to make a presentation to share their learning to colleagues following their return thereby sharing international news and developments in the field of healthcare. In addition, news and updates of successful initiatives and staff achievements are communicated via the fortnightly staff bulletin, monthly national team meetings and the website in order to recognise staff, to celebrate their success and to share learning.

All staff are contractually obliged to participate in the annual appraisal process and are required as part of peformance review to undertake a minimum of 30 hours of CPD each year. This continues to develop the individual and maintain their subject or relevant area currency. The college appraisal scheme is designed to encourage the member of staff to reflect on their personal contribution each year, to set measurable objectives linked to the development of their area and future business objectives and to identify their training needs which enable the achievement of the objectives. This ensures currency for staff, improves the individual's market worth whilst meeting organisational objectives. Subject and Operational Managers identify the development needs for their areas based on their objectives for the operating cycle. As part of induction, individual training needs are identified for new members of staff. Core competencies are set by the college and new staff are assessed against these to identify early needs.

All staff are contractually obliged to participate in the annual appraisal process and are required as part of peformance review to undertake a minimum of 30 hours of CPD each year. This continues to develop the individual and maintain their subject or relevant area currency. The college appraisal scheme is designed to encourage the member of staff to reflect on their personal contribution each year, to set measurable objectives linked to the development of their area and future business objectives and to identify their training needs which enable the achievement of the objectives. This ensures currency for staff, improves the individual's market worth whilst meeting organisational objectives. Subject and Operational Managers identify the development needs for their areas based on their objectives for the operating cycle. As part of induction, individual training needs are identified for new members of staff. Core competencies are set by the college and new staff are assessed against these to identify early needs.