What are companies doing with regards to 'Wellbeing'

Team building days are conducted periodically. A team gets together in the office to spend time with each other, review their workloads and discuss next steps. The days include a team lunch and provide the chance to learn together and boost team spirit.

As part of a move by to improve organisational clarity, new staff are given a buddy. The buddy provides discreet, non-judgemental pastoral support and helps them to acclimatise to the new environment. For the rest of the team, quarterly "all-hands-on" reviews bring the opportunity for senior leaders and team members to ask questions.

Senior management have changed their vehicles to hybrid and fully electric cars and there are electrical charging points fitted at the business. The company is also planting trees to offset its carbon footprint.

A visit to a theme park makes up the annual team-building event, and there are others during the year to enhance communication between colleagues. Engagement is also encouraged through Christmas parties, early finishes, dress-down days, exclusive discounts and free treats and gift vouchers for good customer service feedback.

At Director’s Question Time, employees can submit questions anonymously, via an online platform about the present and future plans for the business, on topics such as growth, development, career paths, and benefits.

Understanding Recruitment has been trying to attract more women, particularly more experienced female employees by looking at benefits offered, such as maternity — and paternity — pay, flexible working, and part-time positions. It has also joined Women in Recruitment, an initiative that helps with attracting, developing and retaining female talent.

The company launched its first Torchbox academy for entry-level roles. It aims to appeal to candidates from diverse backgrounds and encourage people to apply regardless of their backgrounds by using a CV-less approach. Information about this approach was posted in a wide variety of places to target a larger pool of candidates.

Lattice, a performance-management system, provides a framework and the tools to guide managers in how to work in a positive and consistent way with their teams. A learning library comes with each tool, providing tips and resources. The new head of human resources is tasked with reviewing the management structure and ensuring clarity within roles.

Every staff member has a personal development plan that identifies a clear pathway to address skills, experience, knowledge or professional growth. It may include a range of learning activities, such as online training, mentoring, coaching, classroom training, shadowing, setting aside reading time, conferences and secondments.

Informal video conference meetings take place and "silent" video meetings allow teams to log on at the same time and work individually, but interact informally with other team members as if they were in the office.

The virtual kitchen has proved popular since it was launched. It gives all staff a place to drop in, hang out and build team morale. Daily huddles and weekly retrospectives have been introduced throughout the business to ensure good communication and information sharing.

Last year, a leadership development programme was launched. It is designed to support the management team and develop them into future leaders of the business. The programme is written and delivered by leaders and blends online learning with workshops. Internal and external mentorship will support participants.

More than 100 staff are part of the company-wide group chat, sharing inspiring and motivating words and offering thanks. There have been many virtual get-togethers – some for fun and others for essential Group updates and staff questions. These are in addition to the company-wide meetings all employees are invited to twice a year.

Employees are asked to nominate somebody who has made an outstanding contribution. They may be awarded individually or have the chance to win a £400 voucher if their name gets picked out of a hat. And there’s a £100 bonus for any employee who recommends a hire that passes their three-month probation.

A new contact centre fields all incoming calls to the business, taking pressure off individual offices. It helps staff work smarter and keep focused on their priorities. It also offers a way into the company for people with no industry experience.

Apprenticeships and student placements help nurture new talent. Referrals from employees are also welcome. The company encourages applications even when there are no current vacancies, keeping in touch with candidates in its talent pool every month. There are also plans for quarterly recruitment evenings.

Rated People encourages teams to get together and share experiences. After it launched a shadowing day, teams met and listened in on each other's calls. The result was an increased awareness of what each department deals with and the creation of new systems and processes. Drinks and presentations at the end helped to promote bonding.

Learning and development platform 'Learnerbly' is available to all staff from day one, as the probation period is when employees may need additional resources to help them complete tasks. The platform also offers personal development tools such as mind coaching and the Calm app. Everyone is allocated a training budget.

Employees and their families get engrossed in The Porsche Retail Group Annual Review. The glossy 108-page book with a gold leaf Porsche Logo on the cover is now onto its third edition. It contains a month-by-month review of the year, news highlights from the UK and beyond and Group and individual achievements.

Camaraderie and competition are in full force during 'Fit Feb'. It starts with every employee getting a goody bag of healthy snacks and warm headwear before several charity events get people out and about. It culminates in a charity week with the company donating £1 for every mile walked, cycled, run or swam.