What are companies doing with regards to 'Wellbeing'

An external provider has been used for team-development training, as well as to encourage cross-team collaboration. Monthly IT skills sessions help staff to improve their technical know-how. The hospice has a bespoke clinical leadership course. Nursing staff are supported through nationally recognised courses, including non-medical prescribing and master's and doctoral degrees.

The hospice's ambition is to develop an accessible leadership and management framework that outlines leadership expectations, behaviour, and training opportunities, as well as a managers' competency checklist setting core standards for those who have line management responsibility within the hospice.

Strong emphasis is placed on listening to colleagues and responding to feedback, through pulse surveys on topics such as the society's reward offering and performance framework, full engagement surveys or focus groups that delve deeper into specific topics.

Skipton enables colleagues to drive their own development and growth through "playlists" that give them access to self-directed learning when the time is right for them. During Building a Better You week, sessions to promote the learning available took place and, since then, attendance has increased.

Senior managers live and breathe MPCT's values and the Pride award is given by senior managers to staff in recognition of their commitment to the values. There is public recognition and reward weekly. Badges are also given out by senior managers to staff who demonstrate the values consistently.

MPCT's talent-management policy promotes growth and development through the Rising Star programme. An employee can apply to join and receive training and development to take them to the next level. The programme has created 22 internal promotions in the past year.

Allowing colleagues to choose their own working hours, where they work, and how they work best has seen a reduction in fatigue across the business, as the team is able to focus on delivering their best work rather than working in an environment that doesn't serve them.

On Social Thursdays, the last Thursday of every month, most staff come in to the office, spend the day working together and collaborating, then everyone finishes slightly early to do something social. It may be a sushi-making class, a baby shower for a team member or a Wimbledon-themed table-tennis tournament.

Team spirit is seen as one of the most important skills to develop. Team-building activities challenge employees to do something that is out of their comfort zone, including raft-building, a high-ropes assault course and a visit to The Cube in Manchester, which offers mental and physical challenges in the ITV game show's Perspex boxes.

Staff nominate two charities a year to support. This year they have been raising funds for and volunteering at Stonebridge City Farm, in Nottingham, and the Leicestershire Action for Mental Health Project. Charity runs and office competitions are among the events that bring in cash for the charities.

In 2021, a group of co-owners tackled the Three Peaks Challenge to raise money for the company's chosen charity, Cancer Research, and raised £6,500. This year staff will take on the Yorkshire Three Peaks Challenge in aid of Dementia UK. A sponsored dog walk will take place for those who fancy something less strenuous.

Each year, the leadership team commits to a set of priorities that focus on people. Leaders also act as role models for the company's values. The team meets daily and considers the values in all decision-making and activity.

As part of CHP's diversity and inclusion policies, a reverse-mentoring scheme, where employees mentor a senior manager to share experiences and knowledge and remove barriers, was introduced. Employees' personal stories of their perspective on diversity and inclusion are shared on video. These include reflections on antisemitism, anxiety, autism, LGBTQ+ experiences and racial discrimination.

At Christmas, the association collected cash for the Trussell Trust, which runs food banks, and donated more than £200 to Save the Children. It has also introduced volunteering days. This year staff have made 38 bikes for three charities and they are creating a communal garden at a sheltered housing scheme.

Every employee is offered a formal training plan upon joining the company, tailored specifically to their career aspirations. This plan, along with a dedicated 1-2-1 mentor, provides them with the right tools and opportunities to progress. Every staff member can attend ‘Wednesday Workshops’, covering everything from new skills to looking after their mental health.

All managers are given an experienced mentor within the business to help and offer guidance. Along with this internal support network, managers and future managers are given access to a Leadership training program. This includes personality-based training where their natural skills are utilised to improve their leadership.

Staff voted for the charities the company should support and Rape Crisis UK and Cancer Research UK won out. Blackhawk also offers customers the chance to help the Teenage Cancer Trust and Alzheimer's Society through making donations.

A "time for me" initiative allows people to take two hours a week to do whatever they want. The company has introduced an etiquette that governs meetings so that the number of non-effective ones has been cut. No Zoom Fridays have also reduced the amount of video calls, which were causing fatigue among staff.

Through the company's training and development programme, staff benefit from a yearly allowance of up to £1,000 to boost their professional development. They are also given up to five days off to attend training, conferences and online courses.

MyBuilder became a hybrid workplace last year. Most staff chose to work remotely or spend two days in the office, with a smaller number working full time on site. One of the things that makes MyBuilder a great place to work is the relationships people have formed. To maintain that, monthly team gatherings are encouraged.