Growth Fuels Engagement

The MRAP scheme (Market Rate Adjustment Programme) was launched in 2008 in response to feedback SIX received on their remuneration section of the employee survey of that year. The MRAP scheme was created with two objectives in mind: (1) to invest money into basic wages part way through the year (rather than waiting for year end) if their salary benchmarking process shows that an individual has fallen below market rate, and (2) to reward individuals with one off cash bonuses for outstanding contribution to a particular project or business issue. The budget for the MRAP scheme is reviewed on a quarterly basis and financial rewards are offered to individual employees for either outstanding contribution during that quarter to their business, whether it be through new ideas put forward, innovative solutions or the successful completion of a project, or investment into their basic salary if the market has shifted. These payments are a separate reward to their annual bonus or annual salary review. HR work closely with line managers to review nominations for the MRAP list. If they are unable to financially reward an individual in one quarter, they remain on the list and are prioritised for the next quarter. The MRAP initiative has been effective in bringing the philosophy of contribution and reward closer together and strengthens employee engagement with the organisation.

The MRAP scheme (Market Rate Adjustment Programme) was launched in 2008 in response to feedback SIX received on their remuneration section of the employee survey of that year. The MRAP scheme was created with two objectives in mind: (1) to invest money into basic wages part way through the year (rather than waiting for year end) if their salary benchmarking process shows that an individual has fallen below market rate, and (2) to reward individuals with one off cash bonuses for outstanding contribution to a particular project or business issue. The budget for the MRAP scheme is reviewed on a quarterly basis and financial rewards are offered to individual employees for either outstanding contribution during that quarter to their business, whether it be through new ideas put forward, innovative solutions or the successful completion of a project, or investment into their basic salary if the market has shifted. These payments are a separate reward to their annual bonus or annual salary review. HR work closely with line managers to review nominations for the MRAP list. If they are unable to financially reward an individual in one quarter, they remain on the list and are prioritised for the next quarter. The MRAP initiative has been effective in bringing the philosophy of contribution and reward closer together and strengthens employee engagement with the organisation.

In 2012/13 Reed Smith launched an integrated masters in business and legal practice course (LPC) unique in the sector which ensured the trainees who completed this and join us from August 2013 onwards have a deep commercial skill set and a more rounded understanding of business strategy and finance in addition to the law. Their teamwork capability – and application of the commercial knowledge - is also enhanced with a 4 week-long “client project” on a business topic of the client's choosing towards the end of their course. One trainee commented “The client project was the best learning experience I can remember having taken part in”. Their careers competency framework and annual evaluation process for lawyers, staff and secretaries has been further linked to the learning opportunities made available throughout the year. The data from the evaluations was analysed to inform what learning programmes they offered, and this resulted in a number of new programmes being developed. For example, a senior associate business development programme, delivered by an external consultant has had strong feedback throughout and is now in its second year. Building on that they are now creating a senior associate management development programme run along similar lines, plus buddy meetings and a learning log to keep track and share success and progress as a result of the learning. For staff and secretaries they have created a range of courses including confidence and assertiveness, listening and questioning skills and stakeholder management, all of which have had positive feedback. Furthermore, they are rolling out a development programme aimed specifically at managers in their support groups.

Reed Smith financially (and with volunteers and pro bono legal services) support a number of key charities. Their primary charity partners which they have supported for a number of years include,Street League, The Prince's Trust, Providence Row and Create.

ReachLocal have regular speakers who come in and talk to their employees, most recently they had a speech on perception and how that influences the way they work. They like to encourage employees to look at how they can do things differently so that they can continue to achieve within the business.

ReachLocal have regular speakers who come in and talk to their employees, most recently they had a speech on perception and how that influences the way they work. They like to encourage employees to look at how they can do things differently so that they can continue to achieve within the business.

Pharmalink Consulting Ltd's company charity is a strong and firm foundation of their company, their employees are very supportive of their events and always attend as volunteers if possible.

Pharmalink Consulting Ltd set SMART objectives. With these they allow a timely consistent follow up and development opportunities from both internal and external sources.

The company has retained the key principles that have been so crucial to its ongoing success. They continue to operate within a fun and vibrant working environment where people can reach their full potential and enjoy the processes in getting there. ARK proves it is a great workplace because it views everybody as a valuable asset.

The company has retained the key principles that have been so crucial to its ongoing success. They continue to operate within a fun and vibrant working environment where people can reach their full potential and enjoy the processes in getting there. ARK proves it is a great workplace because it views everybody as a valuable asset.

Moo Print Ltd's last survey highlighted the desire and need for more training. As a result of this, they introduced a training budget of £100k and, using their employee development planners, identified training requirements based on individual needs. Employees and managers are empowered to decide what training providers, courses and conferences would be most beneficial to their development. These recommendations are put forward to, and approved, by the People Director. The process is quick and straightforward and they have seen in an uplift in engagement and enhanced skill sets as a result. Employees often share their training and conference experiences with the wider team via blog posts on their intranet.

Moo Print Ltd's last survey highlighted the desire and need for more training. As a result of this, they introduced a training budget of £100k and, using their employee development planners, identified training requirements based on individual needs. Employees and managers are empowered to decide what training providers, courses and conferences would be most beneficial to their development. These recommendations are put forward to, and approved, by the People Director. The process is quick and straightforward and they have seen in an uplift in engagement and enhanced skill sets as a result. Employees often share their training and conference experiences with the wider team via blog posts on their intranet.

Make encourages all partners to discuss their personal ambitions and where possible support them to do so. This may be by approving sabbaticals or allowing flexible working to attend a course. A number of their partners wish to give something back to the universities they attended to teach those now going through the same course. Make encourages individuals to do this and allow people to either use their holidays to give them a paid day off a week or amends contractual terms for them to do this. This is in addition to taking time to understand the types of projects individuals would like to work on through the appraisal process. Where possible they move people between projects to assist their aspirations.

Make studio is located close to a Church that caters for the homeless. They have supported their daily soup kitchen with small teams visiting to help prepare and distribute lunch. 23 Partners signed up for the Centre Point Homeless SleepOut. Make paid the sign-up fee for all, and individuals needed to raise £250 each in sponsorship for sleeping ‘rough' for a night – collectively raising total of £8,500. Nationally, they are a Foundation Partner for the property industry charity LandAid, which aims to help the young and disadvantaged access the facilities, skills and opportunities to achieve their potential. They participated in LandAid's annual fundraising fun run with 20 people taking part to raise money for the charity and promote awareness of their work. They have also continued to provide pro-bono design services for a new community centre in North Devon. This project has seen them dedicate almost £6k worth of their time and expertise in 2013 alone. The practice also supports numerous causes throughout the year as well as working with the charity Open City on their Accelerate programme aimed at young people from disadvantaged backgrounds to help them gain experience and mentoring from Architects. In 2013 alone they have contributed £10,000. They designed a doll's house which went for £4,000 in the auction raising money for the charity KIDS.

As a partnership, ISIS is an employee-owned organisation. As such, growing and improving through the ideas and feedback of team members is embedded into their structure and their culture. Promotion and advancement within ISIS is explicitly linked to employees coming up with ideas and then acting on them which contributes to the overall growth and development of the organisation.

As a partnership, ISIS is an employee-owned organisation. As such, growing and improving through the ideas and feedback of team members is embedded into their structure and their culture. Promotion and advancement within ISIS is explicitly linked to employees coming up with ideas and then acting on them which contributes to the overall growth and development of the organisation.

The range of training and personal development opportunities available to staff at the college is outstanding. Leyton Sixth Form College are committed to the principle of ‘growing their own' and their approach to staff development has been recognised by their achieving the Investors in People Champion status. In the past year alone. The overwhelming majority of their 200+ staff completed a person QIP (Quality Improvement Project), 12 staff completed a Level 2 Counselling Award, 8 staff worked towards an MA in Leadership, 1 staff member completed Masters units, 2 staff worked towards their PGCE qualification, 8 staff achieved a PTLLS qualification (Preparing to Teach in the Lifelong Learning Sector), 1 staff member worked towards a DTLLS qualification, 1 staff member worked towards a Diploma in Marketing, 6 staff undertook an ‘Aspiring Senior Leaders' course, 1 member of staff achieved her CIPD (Personnel) professional qualification. Dozens of staff took part in teaching and learning focus groups either within college or as part of their local collaborative partnership. Dozens more became members of internal working parties addressing key issues within college.

The range of training and personal development opportunities available to staff at the college is outstanding. Leyton Sixth Form College are committed to the principle of ‘growing their own' and their approach to staff development has been recognised by their achieving the Investors in People Champion status. In the past year alone. The overwhelming majority of their 200+ staff completed a person QIP (Quality Improvement Project), 12 staff completed a Level 2 Counselling Award, 8 staff worked towards an MA in Leadership, 1 staff member completed Masters units, 2 staff worked towards their PGCE qualification, 8 staff achieved a PTLLS qualification (Preparing to Teach in the Lifelong Learning Sector), 1 staff member worked towards a DTLLS qualification, 1 staff member worked towards a Diploma in Marketing, 6 staff undertook an ‘Aspiring Senior Leaders' course, 1 member of staff achieved her CIPD (Personnel) professional qualification. Dozens of staff took part in teaching and learning focus groups either within college or as part of their local collaborative partnership. Dozens more became members of internal working parties addressing key issues within college.

Every last Friday of the month Inferno holds a social event called ‘Love What Could Be', which gives the chance to gather the entire agency, build morale and inspire collaborative working. These varied events are organised by their ‘Love What Could Be' committee and some are seasonal, some are festive and some are completely random. Alcohol and nibbles are always a prerequisite. In the past year, an example of these are: a summer picnic and games, a pumpkin carving competition, a cocktail making class and a “guess the baby” tea party. Though not quite a team building ‘event', a “buddy system” is introduced on an employee's first days where new staff are partnered with someone on their department who is not their line manager, who will introduce them to their new home and colleagues, beyond the initial HR tour. Inferno will also pay for the buddy to host a team lunch outside the agency. Departments also have regular ‘away days' to discuss new practices and strategy, this is held at a nice and inspiring venue (such as an art gallery meeting room) and include breakfast/lunch and down-time drinks when the day is through.

Inferno have a traditional ‘royal mail' post box which sits in the lobby and invites everyone to help themselves to an ‘I'd love it if' card on reception to post any suggestions or gripe, anonymously or not. They strongly believe that listening is the very basic method of being available and approachable. There is an informal and relaxed atmosphere within the open plan building and staff are encouraged to have opinions, which are heard and addressed. Company updates are held on the last Thursday of every month and are a relaxed forum over a beer or glass of wine (sometimes even champagne) for discussions to ensure staff can see that needs are being addressed. Regular departmental away-days provide an opportunity for ideas to be shared outside the office environment, in an inspiring setting to encourage new thinking and perspective. It is not usual for teams to come back from these with an entirely new and more effective approach for their departments.

IGD provides a freshly prepared two course lunch which is fully subsidised. This is a great benefit to all staff and is a great opportunity to encourage healthy eating. During the year different campaigns have been run highlighting the value of low salt diets, 5 a day and diets low in saturated fats. These activities are run in conjunction with careful menu planning demonstrating different food choices. During saturated fat awareness week all colleagues were offered the opportunity to have their blood pressure checked.

IGD have several charity days throughout the year which they support e.g. Children in Need, Red Nose, Eve Appeal, Macmillan Appeal, Jeans for Genes, Alzheimer's Society. Money is raised through dress down days, cake sales and raffles and IGD will match the sum collected on the day. To date in 2013 they have raised over £2,000.

Managers set clear, specific and tailored objectives for employees at yearly appraisal sessions, designed to measure and assess developmental progress. Outside of formal appraisal meetings, managers continue to monitor employee progress through regular meetings and informal catch ups. This allows managers and employees to work together closely throughout the year to further tailor objectives if required, and to set new objectives if progress allows. In line with this structure, praise and recognition are given when an employee excels in order to motivate and show appreciation for their efforts and dedication in his/her role. This can range from wider visible recognition (e.g. personal mention at company meeting) to more personal commendation (e.g. in smaller department team meeting).

Hall & Partners invests in a variety of team building events throughout the year and quarterly company meetings for all. One of the most established events held each year is “Imagine Day”, a unique interactive forum for cross-company collaboration and the generation of new ideas to continue building our company strategy. Imagine Day provides a chance for everyone at Hall & Partners, no matter what their level or aspect of the business, to contribute their individual perspective. It represents the start of their planning process for each new year, helping them to identify otheir goals and priorities based on the hands-on experiences of their employees. This provides a strong focus as well as energy for developing initiatives which will support the continued success of Hall & Partners business and company culture. This year (2013), the purpose of Imagine Day was to leverage their digital expertise and encourage smarter digital thinking and behaviour across the company. The main goals of the day included: Enabling all employees to make a tangible contribution to how they develop their business around their digital offer, Working together to identify where they are now with the current scope of digital tools and behaviours, and where they want to be Prioritising their actions by plotting a road map to success By encouraging open exploration and debate both within and across teams, Imagine Day allows for the entire company to be fully immersed in the shaping and development of Hall & Partners' company vision.

They are always seeking ways to enhance their employee experience. Following feedback from the business, the company arranged bike storage for those cycling to work, built additional showers and a break out room for staff to relax in. Staff have access to a local gym with discounted membership rates, and they have a generous weekly fruit delivery for everyone to enjoy. They also have an employee forum which consists of a member from each function in the London office that acts as the voice of the employee population. They meet monthly to discuss how the office is doing and address any areas of concern.

The Getty Images Hackathon has been a great way for employees to create and build cool stuff like websites, mobile apps, online applications, social media mashups and the like that address a business or customer need. This was their 3rd year running the event. This year they had 16 different teams participate and they consisted of employees from all functions, not just technology. This event is all about the employees ideas and feedback, and the changes they would make if they were in charge. Most importantly, the grand prize for the winning team is that the business commits to implementing their idea/product/change.

Their Managers work well with their team and understand that outisde business committments such as studies, family or holidays may require them to swap/change their shifts or need additional time away from work. They are extremely flexible in accommodating these requests and respect that their employees have other reponsibilites outside of work that are priority to them. They completely understand, as they all have families too and are able to accommodate the majority of requests when their staff want to make changes to their contracted shifts. Managers follow this culture that we demonstrate at a central support level and take time to carry out regular reviews with each member of staff, whether they work 4 or 40 hours a week, each member of their team is guaranteed this time with their Managers.

Their Managers work well with their team and understand that outisde business committments such as studies, family or holidays may require them to swap/change their shifts or need additional time away from work. They are extremely flexible in accommodating these requests and respect that their employees have other reponsibilites outside of work that are priority to them. They completely understand, as they all have families too and are able to accommodate the majority of requests when their staff want to make changes to their contracted shifts. Managers follow this culture that we demonstrate at a central support level and take time to carry out regular reviews with each member of staff, whether they work 4 or 40 hours a week, each member of their team is guaranteed this time with their Managers.

They hold a quarterly Employee Forum whereby employees are asked their views and opinions on all aspects of the Company and from this have created focus groups so that employees are engaged in addressing some of the issues.

Fricroft have recently introduced pay for performance where pay increases are directly linked to achievement of objectives and demonstrating that they live the Company values through measurement of their behavioural competencies. They give on the spot rewards to employees who have demonstrated exceptional performance or customer service by way of vouchers or paying for the employee and their partner to go out for a meal. They operate an employee of the month scheme to recognise efforts.

Faststream are using MC3 this year and so will be using this tool to help their management team develop and improve engagement with their teams. They will prioritise improvement in their highest correlating factors and providing regular feedback and updates to the business on what they are doing to improve engagement in the business. They are creating a ‘Hub Page' on Internal Communication Portal -Yourstream, so that Best Companies and Engagement becomes an ongoing process, not just an annual event.

Faststream are using MC3 this year and so will be using this tool to help their management team develop and improve engagement with their teams. They will prioritise improvement in their highest correlating factors and providing regular feedback and updates to the business on what they are doing to improve engagement in the business. They are creating a ‘Hub Page' on Internal Communication Portal -Yourstream, so that Best Companies and Engagement becomes an ongoing process, not just an annual event.

The company have created a unique culture capable of supporting diverse talent. They call their collaborative way of working blending, and it's central to everything they do – allowing them to take ideas from strategy and concept to launch and evaluation as quickly and effectively as possible. Whether in a single room or across their 40 offices worldwide, blending lets them cast the right people for the challenge. Their approach embraces the creative tension between left brain and right brain. They believe that when they combine data and storytelling – when mathematicians and poets join forces – they get more powerful results. They have designed their offices to enable this collaborative way of working, with open-plan seating (no offices for senior management), flexible spaces, hot-desking and lots of informal areas for meetings.

REWARD AND RECOGNITION SCHEME: The company run an innovative and highly popular recognition and reward scheme, which is open to all colleagues. Individuals can be nominated for doing game-changing work or going over and above their day job. Colleagues are invited to nominate people who have delivered against an element of their skills profile, which covers four core areas: delivery and innovation, craft, people and client and commercial skills. They have a monthly budget of £10,000 for the scheme and they award more than 50 people each month in the following categories: Diamond (£1000 reward), ¬Platinum (£500), Gold (£250), Silver (£100) and Bronze (£50). This is an ‘always on' scheme, which enables them to reward people all year round outside of the normal performance pay process timetable. All the winners are announced and celebrated on their internal comms platform The Insider and at their quarterly company meetings. UNICORN AWARD: Twice annually, the company give a Unicorn Award to one person in the company for doing truly exceptional work. This ties into their reward and recognition scheme, but the way they award it is very different. The company either offers a large cash award or something a little more special and unique to that person. For example they gave one person a week off work and paid for them to do a creative writing course. This prize was reflective of their passion for writing, and was something they would never have been able to do given the busy job they have. They also enabled one team member to fulfil a lifelong dream by going to America on a road trip.

Throughout the year delatre hold a number of company-wide and team specific relationship building events to maintain a high employee morale, strengthen the intra-company relationships and say thanks for all the hard work their dedicated staff put forth. deltatre financially supports a 5-a-side football team that plays weekly throughout the year. Moreover, they sponsor an industry-wide philanthropic football tournament as well as theme days like Football Shirt Friday in order to raise money for charity and give back to the community. On a team level, they support departmental team building sessions like the Go-Kart outing their video team recently organised to relieve tensions during the lead up to the launch of an important project. However, the highpoints of their team building activities are unquestionably their two company wide workshops. In the summer, delatre take to the outdoors and stage a light-hearted physical activity that is fun and inclusive. Earlier this year they recreated the retro hit TV show “It's a Knock-Out” complete with absurd games and large costumes. In the winter, they stage a glitzy Christmas party for all full and part-time employees and freelancers as well as their partners. Last year's Christmas festivities took on a masquerade theme and had masked guests enjoy a three course meal and trying their luck at the casino games.

Throughout the year delatre hold a number of company-wide and team specific relationship building events to maintain a high employee morale, strengthen the intra-company relationships and say thanks for all the hard work their dedicated staff put forth. deltatre financially supports a 5-a-side football team that plays weekly throughout the year. Moreover, they sponsor an industry-wide philanthropic football tournament as well as theme days like Football Shirt Friday in order to raise money for charity and give back to the community. On a team level, they support departmental team building sessions like the Go-Kart outing their video team recently organised to relieve tensions during the lead up to the launch of an important project. However, the highpoints of their team building activities are unquestionably their two company wide workshops. In the summer, delatre take to the outdoors and stage a light-hearted physical activity that is fun and inclusive. Earlier this year they recreated the retro hit TV show “It's a Knock-Out” complete with absurd games and large costumes. In the winter, they stage a glitzy Christmas party for all full and part-time employees and freelancers as well as their partners. Last year's Christmas festivities took on a masquerade theme and had masked guests enjoy a three course meal and trying their luck at the casino games.

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.

Learning and Development was their biggest cost outlay but they realise they could achieve the greatest impact on their performance as an organisation. They have recently reclaimed one of their recently vacated property's and refurbished it into a bespoke training centre, equipped to meet their organisational needs whilst remaining flexible enough to be multi-functional. The training centre is equipped with an IT training suite, a boardroom style training room, a number of break-out rooms as well as additional office space. This not only provides a future revenue source but removes the cost of renting external facilities. Their next biggest cost was the training itself. To make full use of the facilities, they recruited a HR/L&D professional. This investment not only strengthened the HR team but also allowed them to design and launch a bespoke suite of training initiatives aligned to the needs of the business. They introduce programmes that develop skills for the future. This initiative has been so successful that they have achieved accredited centre status through the Institute of Leadership and Management (ILM) allowing them to deliver a range of Level 3 and Level 5 qualifications to our staff and preferred business partners.

Learning and Development was their biggest cost outlay but they realise they could achieve the greatest impact on their performance as an organisation. They have recently reclaimed one of their recently vacated property's and refurbished it into a bespoke training centre, equipped to meet their organisational needs whilst remaining flexible enough to be multi-functional. The training centre is equipped with an IT training suite, a boardroom style training room, a number of break-out rooms as well as additional office space. This not only provides a future revenue source but removes the cost of renting external facilities. Their next biggest cost was the training itself. To make full use of the facilities, they recruited a HR/L&D professional. This investment not only strengthened the HR team but also allowed them to design and launch a bespoke suite of training initiatives aligned to the needs of the business. They introduce programmes that develop skills for the future. This initiative has been so successful that they have achieved accredited centre status through the Institute of Leadership and Management (ILM) allowing them to deliver a range of Level 3 and Level 5 qualifications to our staff and preferred business partners.

As a hotel The Savoy are committed to being green. They focus on Reduce, Reuse and Recycle. All of the unused and unwanted food gets placed into an uncontaminated bin when it gets taken away to be recycled and used as energy. They also do bi-annual Thames Foreshore cleanup to keep the environment clean and for the community to be able to enjoy a clean landscape of the Thames. The Savoy also continue to heat hotel water with the heat obtained from the refrigerators in the hotel.

The Savoy hire on talent and attitude, ensuring they have high quality, dynamic and motivated team. They pride themselves in providing a friendly environment. The Savoy invest in their people and encourage personal growth and development. The Savoy hold colleague reviews, the training programme includes orientation, train the trainer, online learning, coaching for success, MS office, etc. They have colleague recognition and are continuing to promote and tranfser over 100 colleagues each year.

Net-a-Porter delivered a series of company presentations to the teams around the world. This is a multi-media presentation to celebrate their successes - group,team and individual, look at the upcoming plan and also revisit why they are here. The serious moments are tempered by videos including the Senior management team dancing Gangnam style. The ability of the senior management team to speak authoritatively, inspirationally, while being able to not take themselves too seriously is very precious, especially in the fashion industry.

Net-a-Porter delivered a series of company presentations to the teams around the world. This is a multi-media presentation to celebrate their successes - group,team and individual, look at the upcoming plan and also revisit why they are here. The serious moments are tempered by videos including the Senior management team dancing Gangnam style. The ability of the senior management team to speak authoritatively, inspirationally, while being able to not take themselves too seriously is very precious, especially in the fashion industry.

All Leith's managers, supervisors and senior managers have an open brief to reward individuals who make an outstanding contribution over the course of the year, an example of this is when they have given these hard workers/achievers a dinner or night away with their partner. Over and above this, the company have a long standing and humorous awards night at their Christmas party where all staff have nominated the awards categories and then vote for those they feel should win them. It's entirely democratic and often very revealing ensuring that those who are often unsung get the recognition they are due.

In addition to lively Summer and Christmas parties for all staff Leith also hold a Friday night special once every two months on their barge moored in the Water of Leith. The purpose of this is for everyone to let their hair down, enjoy some free drinks - our Leader assumes role of cocktail shaker and maker at the bar and free food. It's always a hog roast. The social committee, a powerful force at the agency, have run these evenings under a multitude of themes including this one for Halloween.

THT are renowned for their variety of fundraising and social events, many of which are attended by well known TV personalities and other celebrities. Many staff have the opportunity to volunteer at these events. The last such event was the charity's annual gala dinner where many staff enjoyed mixing with the cast from Eastenders and other TV actors. The selection for these events is done on a rota basis, so that, in time, many get the opportunity to dress up and enjoy the spectacle.

THT are renowned for their variety of fundraising and social events, many of which are attended by well known TV personalities and other celebrities. Many staff have the opportunity to volunteer at these events. The last such event was the charity's annual gala dinner where many staff enjoyed mixing with the cast from Eastenders and other TV actors. The selection for these events is done on a rota basis, so that, in time, many get the opportunity to dress up and enjoy the spectacle.

Steer Davies Gleave realise that the most valuable, and therefore, respected assets are their PEOPLE. That is why they put so much importance in a company-wide learning and development programme that helps their people to be the best they can be. The L&D programme not only includes professional qualifications, but also handmade internal workshops given by consultants for the company's consultants. They have developed a sophisticated online system, whereby any member of staff can preview all the forthcoming workshops and seminars and can elect to attend. Many of these workshops take place during lunch (with lunch!), so learning can be done quickly and efficiently, without eating into evenings or even needing to leave the building. All of the seminars and workshops are recorded by video and can be viewed via the company's intranet system. They also have a network of video conferencing systems, that enable any member of staff from home or another office to be part of the workshop.

Steer Davies Gleave realise that the most valuable, and therefore, respected assets are their PEOPLE. That is why they put so much importance in a company-wide learning and development programme that helps their people to be the best they can be. The L&D programme not only includes professional qualifications, but also handmade internal workshops given by consultants for the company's consultants. They have developed a sophisticated online system, whereby any member of staff can preview all the forthcoming workshops and seminars and can elect to attend. Many of these workshops take place during lunch (with lunch!), so learning can be done quickly and efficiently, without eating into evenings or even needing to leave the building. All of the seminars and workshops are recorded by video and can be viewed via the company's intranet system. They also have a network of video conferencing systems, that enable any member of staff from home or another office to be part of the workshop.

At STEAK, training is incredibly important. All staff are encouraged to communicate where they want to develop and a suitable course is sourced and paid for. Staff are able to seek training at every level of the organisation.

The senior management at STEAK are extremely approachable. New starters are taken for lunch by the CEO and COO so they can introduce themselves properly and to ensure all staff members feel comfortable approaching them. STEAK has a process that seeks to engage all employees in the development of the business plan and overall goals for the company. The management, with the help of an external consultant, spent several sessions defining the overall goal for the business, setting them out in a ‘roadmap', which was then shared with the rest of the company through an all-company meeting. Since then, each team has works together to agree their own ‘roadmaps', including team goals and objectives, and the things they want to achieve to help support the overall business vision. Involving all employees in the process has meant a much greater levels of engagement and ‘buy ins' to the business plan. The team goals and objectives have now also been cascaded down into individual objectives for the coming year through the appraisal process, so everyone is working to achieve a common goal that is understood by everyone.

The cornerstone of employee engagement is ensuring outstanding contribution and performance are recognised by the Company. The annual Staff Awards are one formal way in which St Jude Medical rewards superb achievements. There are 8 award categories nominated by employees, including the coveted Managing Director's Award, ultimately decided by the Country Manager. This award in particular recognises an individual who has made an exceptional impact on the business. A letter, cheque and trophy are presented to all winners – and a winner's plaque erected in Capulet House. Following a day's team-building activity, last year's awards ceremony was held at the Celtic Manor hotel in Newport and was attended by the winners, runners-up and the management team.

St Jude Medical UK Ltd supports employee development by their Performance Development Review (PDR) process. They have two PDRs each year – one mid-year and one at year-end. The aim of these are for the employee and their line manager to discuss the achievement of objectives, establish new goals moving forward and openly address career aspirations. As part of the company's effort to continuously improve processes, they recently tasked a working party with the responsibility of revamping the PDR documentation. They maintain the company's five key performance factors (Customer Focus, Delivers Results with Integrity, Teamwork, Initiative, Personal Involvement) but use a role profile matrix to standardise performance expectations for each role. The company rolled out a training programme equipping individuals with the procedural knowledge and preparation requirements required to maximize the output of the PDR. Following the year end PDR, they produced a development database where they detail each employee's short term and long term goals and objectives.

Employees at Spring Personnel have bespoke training programmes devised for their specific job role requirements; these are in various formats but follow the ethos of career and personal development. Top Talent is a programme for Consultants to apply for who wish to be promoted to the next level up. The devised programme will allow them to gain experience, on the job training and be mentored by colleagues within the organisation to experience what the reality of Branch Managers role is. Career Ladders is a document provided to all employees to advise them of the expectations in their current role, how they can be supported and what they need to do to get to the next role. Career Development is a continuous priority in the organisation and it is always looking to improve the methods used to inspire and develop employees.

An annual conference takes place in quarter one each year, where ‘Superstars' are announced at an Oscars style ceremony. Individuals are nominated by their colleagues and recognised for their high performance or going the ‘extra mile'. The awards ceremony creates buzz and excitement as well as allowing colleagues to raise their profile.

Sport Wales takes staff's health and wellbeing extremely seriously. They provide further information on a dedicated Health and Wellbeing page on their Intranet as well as providing links to other organisations. The HR department make raise staff awareness via posts on the intranet and posters of annual events such as No Smoking Day, and provide literature about the event as well as signposting staff in the right direction for some more help and information. Sport Wales was recognised for its good work in staff well-being by being accredited with the Welsh Government's Corporate Health Standard at Bronze level.

Sport Wales uses two ‘unique' ways to engage with employees, listen to their ideas and seek their feedback: Yammer and Champions. Yammer was introduced to the organisation to encourage staff to share what they are working on in an effort to encourage collaboration, and to also bring staff together across the various regions in Wales. All staff (including Senior Managers) post updates and documents actively seeking feedback from colleagues and ideas to help produce a finished document, and to ensure it is the best it can possibly be. Staff are given the opportunity to read and respond to the update, and there is also the opportunity for staff to edit other people's documents in ‘real time' on Yammer to further collaboration. Sport Wales staff are all offered the opportunity to be part of a Champions network. The network have a work programme aligned to the Senior Management Team's priorities, and one on the areas that the group work very hard on is to seek two-way feedback/communication with the Senior Management Team regarding new ideas and giving feedback. The Champions are very effective in providing responses to new initiatives and providing further ideas that will help programmes. They also seek ideas and feedback from outside the network, regularly providing temperature checks from the rest of the organisation.

Smooth offer an employee assistance programme which is a free, confidential service that offers expert advice, specialist counselling and support that helps staff prepare for and cope with successfully, all life events.

Smooth offer an employee assistance programme which is a free, confidential service that offers expert advice, specialist counselling and support that helps staff prepare for and cope with successfully, all life events.

Simon Dolan, CEO has created a relaxed, empowered and friendly environment so that his employees enjoy coming to work. He has an open or no door policy and empowers staff to make decisions, rather than be burdened with problems they are never actually given the responsibility to self-solve; which would result in increased stress. He provides an environment which encourages self-sufficiency and delivers positive feedback for all decisions made, good and bad. At SJD they ensure that the workspace and environment is comfortable for all employees. Quite recently an employee had an operation on her back; to ensure she was comfortable upon her return she was bought an orthopaedic chair for her desk giving her the support she needed.

SJD support employee development through their internal campaign titled ‘How did I IMPRESS my client today?'. IMPRESS is an anagram that employees can easily remember to use as part of their day to day interaction with clients: INFORMATION – Ensure all information is clear, concise and informative. MANAGEMENT – Manage and maintain a good client relationship. PROMISE – Never break the SJD Promise – Put yourself in the client's shoes! REASSURANCE – Reassurance is key to referrals. EMPATHY – Clients will not always remember what you said but they will remember how you made them feel. SPEECH – How well you communicate is as important as the service itself. SUCCESS – The key to success is clients going away feeling that they've made the right decision. This campaign was supported by internal merchandise, leaflets and posters. This campaign forms part of internal training, training programmes and material, merchandise, employee objectives and reviews.

Rocela views communication as a two way initiative and has implemented a number of methods to listen to their employees, seek ideas and feedback. A quarterly company conference which covers performance and staff news. The Q&A session is an opportunity for anyone to ask questions or offer feedback. A companywide email group used by any member of staff who wishes to communicate news or ask a question. The most recent Employee Questionnaire was issued in September 2011 and this covered a variety of topics including; Communication, Line Management, Values, Benefits, Performance feedback and Development. Below are a few “stats” from the survey: 96% of Rocela employees took part in the survey , 87% of the respondents felt that Rocela communicate well on a company level , 95% of the respondents felt that communication was good on a team level , 96% answered positively to the question regarding customer service/ client care and89% answered positively in relation the Rocela Performance Management process Rocela has a formal Performance Review Process. This is particularly pertinent for those people working from home or based in an alternative location to their Line Manager. 1to1 meetings take place across the business approximately once a month. They are a great opportunity to ensure that people's views are heard. The key topics that are discussed at these meetings are achievements ,frustrations,role alignment and career alignment. Their Executive Team operate a “real” open-door policy and encourage people to speak to them on any topic – either face-to-face or on the phone.

Rocela views communication as a two way initiative and has implemented a number of methods to listen to their employees, seek ideas and feedback. A quarterly company conference which covers performance and staff news. The Q&A session is an opportunity for anyone to ask questions or offer feedback. A companywide email group used by any member of staff who wishes to communicate news or ask a question. The most recent Employee Questionnaire was issued in September 2011 and this covered a variety of topics including; Communication, Line Management, Values, Benefits, Performance feedback and Development. Below are a few “stats” from the survey: 96% of Rocela employees took part in the survey , 87% of the respondents felt that Rocela communicate well on a company level , 95% of the respondents felt that communication was good on a team level , 96% answered positively to the question regarding customer service/ client care and89% answered positively in relation the Rocela Performance Management process Rocela has a formal Performance Review Process. This is particularly pertinent for those people working from home or based in an alternative location to their Line Manager. 1to1 meetings take place across the business approximately once a month. They are a great opportunity to ensure that people's views are heard. The key topics that are discussed at these meetings are achievements ,frustrations,role alignment and career alignment. Their Executive Team operate a “real” open-door policy and encourage people to speak to them on any topic – either face-to-face or on the phone.

The UK and global senior management team aim to be visible throughout the business which helps not only with employee engagement, but also helps with morale and motivation in the business, as the recruitment market continues to be challenging. As their leadership team have all started with and built their careers with the company, it is encouraging for staff to know that their managers have been there and know what they're going through. The leadership hierarchy is very shallow and as such, it is common to see the directors and even global senior executive members sitting alongside the consultants in an open-environment. This helps break down barriers and demonstrates that the leadership team is accessible. Whether to assist on client meetings, training or general day-to-day activities, the leadership team works very closely with the sales consultants. To recognise consultants for their contributions and hard work, the company hosted a sales competition with 16 winners receiving VIP access to various Olympic competitions. Their managing director launched the competition and the directors worked very closely with employees to ensure they were on track and meeting targets for the highly sought-after prize!

The UK and global senior management team aim to be visible throughout the business which helps not only with employee engagement, but also helps with morale and motivation in the business, as the recruitment market continues to be challenging. As their leadership team have all started with and built their careers with the company, it is encouraging for staff to know that their managers have been there and know what they're going through. The leadership hierarchy is very shallow and as such, it is common to see the directors and even global senior executive members sitting alongside the consultants in an open-environment. This helps break down barriers and demonstrates that the leadership team is accessible. Whether to assist on client meetings, training or general day-to-day activities, the leadership team works very closely with the sales consultants. To recognise consultants for their contributions and hard work, the company hosted a sales competition with 16 winners receiving VIP access to various Olympic competitions. Their managing director launched the competition and the directors worked very closely with employees to ensure they were on track and meeting targets for the highly sought-after prize!

Managers at PPHE Hotel Group have a clear strategy and plan for the year of what needs to be achieved, for this to be effective the team are involved and are briefed in regards to the strategy of the department.

PPHE Hotel Group operates an Inspirational Service Programme. The overall aims of the programme are to give all the company's employees the skills and confidence to consistently create the desired guest experience, as defined by PPHE Hotel Group's Context. The training consists of three modules directly linked to the three elements of the PPHE Hotel Group's Context desired guest experience of feeling welcome, surprise and passion. This programme engages the team and gives them the tools to excel in their job.

Palletforce have recently introduced health benefits through Paycare which includes an employee assistance program. The company also have an onsite gym and a personal trainer who comes in once a week, employees can take an hour out of work time to attend the gym with the trainer.

Palletforce have recently introduced health benefits through Paycare which includes an employee assistance program. The company also have an onsite gym and a personal trainer who comes in once a week, employees can take an hour out of work time to attend the gym with the trainer.

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.

Interdean has an annual end of summer party to thank all the staff for the hard work done throughout the peak season. This year's event saw the Best of British on show with costumes, food and drinks, music, and an appearance by the Pearly Kings and Queens. Interdean also rewards individuals using performance related rewards. This is measured through Customer Satisfaction Survey scores whereby individuals will receive incentive payments on a monthly basis if they deliver exceptional service to their customers.

In 2011 Interdean introduced the Great Ideas Forum. They invited employees to submit their ideas to improve the way they work and incentivised participation by rewarding employees whose ideas were chosen to be implemented. When the results are published, Interdean plan to widely publicise the detailed information to all of their staff. They also plan to run a series of workshops to discuss the results of the survey, which will focus on sharing what they are doing well and acknowledging and coming up with action plans on how they can improve employee engagement. They plan on proactively asking for input from all departments and job levels on how they can make positive changes in the company.

Imparta offers a profit-share pool to all members of staff. 5% of profit is shared out amongst the employees, excluding senior managers and staff on commission, on an annual basis. This rewards people for their hard work and helps to align their individual interests with the success of the organisation as a whole.

The process is set at organisational level but the managers bring this alive through their day to day management style - managing by walking around, being open and available to coach staff. Regular formal and informal reviews of progress and achievement against goals give opportunities for recognising success. Impromptu 'tokens' e.g. flowers for staff who have worked particularly hard in a specific instance

Hogarth runs an annual peer recognition scheme which involves employees nominating their peers who they feel have shown outstanding qualities in a number of categories including the Shooting Star Award for Most Inspirational Employee, North Star Award for Best Leadership Skills, Sirius Award for Brightest Star, Phoenix Award for Best Rising Star and Alpha Centauri Award for Unsung Hero. A huge amount of buzz is created across the company during the nomination rounds in the run up to the announcing of the winners at an awards ceremony held before the Christmas party each year. The ceremony is a celebration of employees contribution and the company recognising people who have gone over and above their roles over the previous 12 months as voted for by their peers. Prizes are awarded to the top three winners in each category with the winners receiving a weekend away for two as the first prize. It is an informal recognition scheme but is extremely popular with employees and creates a real buzz in the build up to announcing the winners. The Awards ceremony is followed by the Christmas party with lots of dancing and fun.

In 2012 Hogarth launched their internal training programme called ‘Bitesize' training. The ‘Bitesize' training programme involved employees from each department of the business getting together to identify the biggest training requirements in their teams and developing 30 minute training modules to help meet those requirements. The initial task was to develop an induction programme that gave an overview of each department and how they interact with each other through the workflow. To date, they have run 20 different training courses ranging from ‘MS Excel Training to ‘Computer Aided Translation' to ‘Media Formats Demystified'. Due to the phenomenal popularity of the ‘Bitesize' training modules both from employees who are keen to get involved in developing and presenting modules on their particular subject matter to those who are keen to attend, Hogarth have commenced Stage 2 of the project.

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.

Core manager classes giving needed skills to new and newly hired managers as required. Managers are measured on how well they coach and develop their employees as well as business results. Managers are eager to meet business results and often allow employees flexible work arrangements to accommodate both business and personal balance.

Expedia.com Ltd operates a wellbeing reimbursement annual amount of £850 to offset against sporting activities. Also, as part of the Private Medical Insurance, there is a vitality programme focusing on wellness. Their health provider also runs an annual employee health day consisting of health checks etc. Yoga, pilates and massages are all facilitated on site. Lastly, Expedia offers annual vaccinations and heavily discounted health screens as well as generous personal travel benefits.

The whole organisation comes together at the end of every month to celebrate the company's success and individual teams are given the opportunity to present to the whole organisation and are recognised for their success. Efficio has two annual review cycles to ensure that employees do not have to wait a full 12 months before getting feedback and acknowledgement for their hard work. Bonuses are paid bi-annually as an outcome of this review cycle which is also perceived very positively by the employees.

The whole organisation comes together at the end of every month to celebrate the company's success and individual teams are given the opportunity to present to the whole organisation and are recognised for their success. Efficio has two annual review cycles to ensure that employees do not have to wait a full 12 months before getting feedback and acknowledgement for their hard work. Bonuses are paid bi-annually as an outcome of this review cycle which is also perceived very positively by the employees.

The rewards and recognition scheme provides a wide range of benefits ranging from financial bonuses, flexible time, caring for their health and well being by providing health insurance and gym membership as well as genuine help and support through any difficult personal times. Awards are presented at the annual awards ceremony. Similarly, the company also arranges team dinners for well performing teams and monthly social events for all members of staff to enable them to realise that the company value the contribution they are making towards the growth, development and expansion of the company. Financial assistance is provided for further education to different members of staff and time off for exams and study is also given. Staff are also invited to attend external functions throughout the year.

The rewards and recognition scheme provides a wide range of benefits ranging from financial bonuses, flexible time, caring for their health and well being by providing health insurance and gym membership as well as genuine help and support through any difficult personal times. Awards are presented at the annual awards ceremony. Similarly, the company also arranges team dinners for well performing teams and monthly social events for all members of staff to enable them to realise that the company value the contribution they are making towards the growth, development and expansion of the company. Financial assistance is provided for further education to different members of staff and time off for exams and study is also given. Staff are also invited to attend external functions throughout the year.

The company are really proud to be recognised as an industry leader in Attorney training. Not only are they told this by recruitment consultants, they are recognised by their competitors and experience no problems in recruiting highly talented trainee level Attorneys. The company also has excellent retention rates.

The company are really proud to be recognised as an industry leader in Attorney training. Not only are they told this by recruitment consultants, they are recognised by their competitors and experience no problems in recruiting highly talented trainee level Attorneys. The company also has excellent retention rates.

Last year the company organised for a nurse to come into the London office to administer flu vaccinations for any staff who wished to get it for free. They want people to know that they care about their well-being and think that initiatives like this really make that point clear. They also ensure that their staff are provided with fresh fruit which is delivered to the office every week.

Last year the company organised for a nurse to come into the London office to administer flu vaccinations for any staff who wished to get it for free. They want people to know that they care about their well-being and think that initiatives like this really make that point clear. They also ensure that their staff are provided with fresh fruit which is delivered to the office every week.

The company's comprehensive internal training schedule supports the specific requirements of their employees in a way that an external provider couldn't necessarily do, as it is so specific to their business, run by people within the business. They have a true knowledge sharing focused approach, which helps to keep costs down, but has proven to be highly successful with increased percentage scores in their annual employee survey for Training & Development. It has raised skill levels across the business and supports the development plans of all employees, as it provides employees with the opportunities to learn new skills and gain further understanding of industry relevant information.

The company's recognition strategy is rolled out and communicated to all managers through workshops and guidelines. This includes recognising individual achievements privately and publically e.g through 6 weekly G Forces and the annual Grafter Awards ceremony, as well as monthly Platinum Parking awards, Massages of the Month and Spin the Wheel prizes for people who have been nominated. Managers have the 'Recognition Tool Kit' as a guide and have the ability to spend a set budget on recognising individuals and teams. Everyone in the agency can nominate people through the gratitude boards, which are on public display, and all have easy access to the Thank you cards, which can be personally written and distributed in a timely manner.

The company enhance employee well-being through a generous holiday allowance of 30 days plus bank holidays, together with flexible working patterns and a culture that discourages blame. Flexible working hours, home working, reduced hours and job sharing all contribute to a happy workforce. Health, fitness and stress management is encouraged through on-site yoga classes and a five-a-side team football. In addition, a contributory pension scheme and private health insurance help with financial planning and healthcare. The company paid cash plan allows all members a 24 hour free helpline for counselling, health, and well-being advice.

The company listens to its employees in many different ways. They have been IIP registered since 1999 and information gained from IIP assessments helps them to understand what their staff feel and think. From this they have implemented their cultural and management competencies. Listening skills are one of the company's key management competencies. The IIP assessments ensure that their management strategies are working, and employees are happy and motivated within the culture and organisation. The company also use an appraisal system that focuses on honest, two-way communication. Their appraisals are not tick-box exercises; they are in-depth discussions with employees about their development needs and career goals. The Fun Committee is a group formed to help ensure that the company promotes social activities and to create a working environment that's fun, engaging and happy.

At the end of every quarter all employees attend a company presentation given by the CEO in which the CEO goes over the last quarter's results, the company's direction going forward, and any other interesting company news. At the end of the presentation, awards are given out for two categories: Customer First and Team Player. Nominees for the Customer First award demonstrate commitment to supreme service, quality delivery, solution innovation and creative problem solving that has a measurable positive impact on customers. ControlCircle Team Player Award nominees are consistently supportive, creative and always finding ways to add value to their colleagues and the company, ensuring that both ControlCircle and their customers reap the many benefits of them all moving in the same direction to deliver a common set of goals and objectives. Employees are encouraged to nominate team members from across the business for both awards and winners are chosen by the number of nominations. Winners receive up to £100 to spend on an experience day of their choice.

The senior management team work closely with managers to ensure that they are aware of targets and objectives and have the resources at their disposal to achieve the required end result. Clients often acknowledge a job well done. This client communication is shared throughout the Company.

Whilst the team building events always contain a social element and are memorable due to their uniqueness, the most memorable event is the “Monthly Muster”. This is a free form social held at the end of the day on the fourth Thursday of every month in the London office. CloudSense provide simple food and some drinks, but the organisation and content of the get together is run entirely by the employees in a democratic manner. They use the internal collaboration social tools to discuss and promote the "Monthly Muster". The majority of employees work remotely or on customers' premises so this is very much a monthly social, and what makes it so memorable and enjoyable is the enthusiasm people have for it and the bonding it creates beyond normal work.

The company have a comprehensive Performance Management policy which supports individual growth and development in line with the company's requirement for skills. Performance Management for CloudSense is a continuous process that starts the day an employee commences employment, from on-boarding through to probation review, regular one-to-ones and yearly annual appraisals. The process is designed to evaluate performance in 3 ways: 'Skills Assessment' to define their skills, 'Behaviours Assessment' to ensure that not only do employees develop the right skill sets for their current role and achieve a desired career path, but they also do their job in a way that is consistent with CloudSense brand values, and an 'Objectives Review' to assist in personal development the achievement of wider company goals.

People are motivated and engaged by working with other smart people. The way managers implement this is to not compromise during recruitment, and keep a consistently high level of motivated and intelligent staff.

People are motivated and engaged by working with other smart people. The way managers implement this is to not compromise during recruitment, and keep a consistently high level of motivated and intelligent staff.

Their corporate behaviours of Empowering & Motivating and Striving For Excellence both set the corporate expectations of how Managers and staff should perform and when they should challenge unrealistic expectations. The corporate PDR process outlines the number of performance objectives that should be set using the SMART principle. The HR team conduct a sample of all PDR objectives to ensure that they are fair and consistent across the organisation and free from any bias towards staff. Effective performance is rewarded within the PDR process with the bonus payment scheme. A corporate validation exercise process is undertaken to ensure that the performance ratings given to staff are evenly distributed and also free from bias.

Their corporate behaviours of Empowering & Motivating and Striving For Excellence both set the corporate expectations of how Managers and staff should perform and when they should challenge unrealistic expectations. The corporate PDR process outlines the number of performance objectives that should be set using the SMART principle. The HR team conduct a sample of all PDR objectives to ensure that they are fair and consistent across the organisation and free from any bias towards staff. Effective performance is rewarded within the PDR process with the bonus payment scheme. A corporate validation exercise process is undertaken to ensure that the performance ratings given to staff are evenly distributed and also free from bias.

CBG Consultants have all the standard good practice processes in place to gather feedback face to face, with regular formal meetings, presentations and informal conversation etc. They believe their open door policy and no blame culture provides the right environment to encourage honesty and transparency. The company also have a dedicated feedback
e-mail address which gives staff the opportunity to provide feedback in an anonymous way. This year CBG have also undergone their Investors in People re-assessment and they are delighted to have achieved BRONZE status.

CBG Consultants have all the standard good practice processes in place to gather feedback face to face, with regular formal meetings, presentations and informal conversation etc. They believe their open door policy and no blame culture provides the right environment to encourage honesty and transparency. The company also have a dedicated feedback
e-mail address which gives staff the opportunity to provide feedback in an anonymous way. This year CBG have also undergone their Investors in People re-assessment and they are delighted to have achieved BRONZE status.

In addition to the thousands of pounds raised over the years by their people through activities such as jeans days, raffles, donations at the annual Christmas carol concert and firm quiz, profits raised from book and CD sales, clothing collections and sponsored events, Browne Jacobson has established the Browne Jacobson Charitable Trust which is funded by the partnership and enables employees to apply for grants for their chosen charities. In the last financial year, ended April 2012, they have distributed £12,000 to worthy causes across the Midlands.

Browne Jacobson recognise that people work hard on their behalf and they aim to provide them with recognition for their efforts. They provide a range of core benefits available to every employee from the day they join the firm. These are income protection, a group pension and life assurance which give their employees peace of mind during their time with the company. In addition to these core benefits they also offer a range of flexible benefits and the employees were consulted on what they wished to be able to flex their salary for before the scheme was launched. The flexible benefits are the pension, private medical care, childcare vouchers, cycle to work, critical illness, dental insurance, travel insurance and the ability to flex their life assurance up or down. If someone reduces the amount of life assurance they enjoy, the firm gives them the money back into their salary. Brown Jacobson also hold annual Wellbeing and Benefits Fairs. This year all of the benefit providers were able to attend to inform and educate as well as to pamper. Free manicures, cycle repairs, commute planning, head massages, healthchecks and hand massages were offered. The feedback was excellent.

Long service awards - This is an annual event which rewards and recognises staff contribution through long service, loyalty and commitment. At the annual Long Service Awards Banquet, Botanic Inns recognises 5, 10, 15, 20, 25 and 30 years service, through the awarding of additional holidays, presentation jewellery, holidays and cash rewards. This event is attended by staff receiving the awards, their partners and the Senior Management Team. To recognise the importance of this event and to emphasise the contribution made by staff, the Lord Mayor is invited to say a special word of thanks and to underline the part that staff play, not only toward company success but also to the community in which they work.

Long service awards - This is an annual event which rewards and recognises staff contribution through long service, loyalty and commitment. At the annual Long Service Awards Banquet, Botanic Inns recognises 5, 10, 15, 20, 25 and 30 years service, through the awarding of additional holidays, presentation jewellery, holidays and cash rewards. This event is attended by staff receiving the awards, their partners and the Senior Management Team. To recognise the importance of this event and to emphasise the contribution made by staff, the Lord Mayor is invited to say a special word of thanks and to underline the part that staff play, not only toward company success but also to the community in which they work.

As a company Berkeley Scott strives to ensure that all of its employees are set challenging targets to get the best out of them, that are both realistic and achievable. The Managers of the business are given the autonomy and freedom to set their own financial targets, budgets and Key Performance indicators, which are benchmarked internally across the parent company and then externally across the sector. All managers are encouraged to operate an open door policy to facilitate open and approachable relationships with their teams. The Managing Director has individual 1:1s with each employee at least twice a year, to ensure that they have a clear understanding of how they feel within their role, which is then cascaded to the managers.

Reward for performance is a key facet of the remuneration strategy and therefore there is an opportunity for each employee to achieve a significant amount of their annual compensation through commission on sales. This is, however, a fairly rigid scheme and does not really achieve the relevant in company recognition desired. In order to address this the business has for some years run an annual incentive. This is launched each year at the annual conference and takes the form of the top ten employees/managers going on an all expenses paid overseas trip for four nights. The purpose of this trip is to engender healthy internal competition, create a high achiever business forum - one day of the trip is devoted to a business improvement workshop and recognise performance within the business. Every employee, whether in sales, administration or management is included in this incentive and there are regular monthly updates as to how each employee is doing against their objectives. For the first time in 2012 Berkeley Scott also introduced a silver and bronze level to reward individuals who over performed but did not make the overseas trip. This involved cash prizes and extra holiday days and was extremely well received

Armajaro run a not for profit organisation called Source Trust that supports and promotes sustainable farming pratices throughout the developing world. They focus on solutions which enhance the farmers ability to trade, help farmers living in poverty to improve crop yield and quality, to create sustainable livelihoods and improve the long term welfare of themselves and their communities. Armajaro also own a company called 'GeoTraceability Ltd which creates transparency around the sourcing of commodities to ensure that their customers can reassure consumers that products are fair trade.

The Leader of the organisation is open and approachable to all staff. He is passionate about their business, the history of it and the capability of his staff to continuing building the business globally.

In the UK Appsense hosted their kick off in July which was attended by the majority of the UK employees and the EMEA/ROW staff. It was a great day despite the rain - a very competitive afternoon of their own version of the Olympics followed by a wild west night and the first ever presentation of long service awards to staff with 10 years service. It was an emotional and highly motivating event.

In the UK Appsense hosted their kick off in July which was attended by the majority of the UK employees and the EMEA/ROW staff. It was a great day despite the rain - a very competitive afternoon of their own version of the Olympics followed by a wild west night and the first ever presentation of long service awards to staff with 10 years service. It was an emotional and highly motivating event.

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.