What are companies doing with regards to 'Giving Something Back'

Employees at The Pedder Group have a clear pathway mapped out that demonstrates how progression can be attained and how the organisation will provide the tools and support to do this. It has established a ‘Fast-track to Manager’ programme which provides year-round training and clear targets to help the employee towards management positions.

The organisation values communicating clearly to employees who it is, what it does, and how it does it. To achieve this, it maintains open lines of communication from the top to the bottom through its Brand Book and Corporate Brochure. These resources are regularly updated ensuring employees have access to the latest organisation information.

RSM UK has an annual wellbeing campaign called ‘JanYOUary’ which is designed to help its people to invest time in themselves, supported by a month-long calendar with activity ideas. Each year, the campaign’s focus is adapted to keep it relevant. The organisation has also signed the Global Collaboration for Better Workplace Mental Health pledge.

The organisation utilises open communication between all levels of the business through its Employee Voice Champions (responsible for improving the employee experience at RSM UK), Talk to the Top (employees meet with the leadership team to discuss issues), and Diversity and Inclusion Network Groups (helping to shape the organisation’s EDI policies).

Seed introduced a 'buddy system', where every month employees would be buddied up with a colleague and have 20/30-minute weekly calls where they could catch up about anything non-work related. It introduced this as a way of imitating the 'water-cooler chats' that would happen in the office.

One of its recent employee engagement surveys identified how Seed should support the team with progression; the organisation created a clear development guide which gave staff a clear view of how to develop. The structure gave focus on development in the areas employees wanted without being restricted by a single job title.

The company uses a platform called Fourth as a way to communicate rota and employees can check their payslips and other relevant information. It uploads any new benefits, policies and procedures, and communicates good news stories and general updates. Fourth has been used for less than a year but has been well received.

‘Time doesn’t stand still and neither do we’. This is why Rudding Park Hotels approaches talent with an emphasis on ROI - Return on Individuals. People are the key ingredient to the company; people collaborate to create timeless memories, empathise with those around them, and trust others to do what they say will do.

It has introduced regular 1-1 meetings with each employee which gives the opportunity for each person to discuss their goals and for managers to check each person is ok. It also has a suggestion box to be raised at each SMT meeting for discussion.

Just Digital has a golden ticket reward and recognition scheme. This is peer-to-peer recognition and employees are able to award a ticket to another colleague and for that, in exchange, they receive a small gift. That ticket goes into a quarterly draw and then in turn an annual draw to receive bigger prizes.

Charles Tyrwhitt recognises the importance of development to its colleagues and has recently launched a new learning platform to give colleagues easy access to self-service learning and development material. To raise colleagues self-awareness it has taken the entire workforce through their individual "Insights" profiles, which will support their working relationships with each other.

Devoted to supporting the mental and physical wellbeing of its colleagues, Charles Tyrwhitt has a number of trained Mental Health First Aiders who are on hand to help and direct colleagues who find themselves in a difficult time. Providing personal support and multiple resources online means that everyone has access to the help they need.

Employees now have access to a workplace health programme with annual health checks, online GP appointments, counselling sessions and other benefits, including health screenings and gym memberships. The company is also happy to pay if employees want to take a gym class together or hire a venue for a game of football.

Employees are recognised for their efforts and hard work with rewards and incentives. There are bonuses for passing exams and team nights out for hitting targets. And if staff recommend a candidate for a role, they can get £500, £1000, or more (depending on the seniority of the position) if they’re appointed.

Employees working from home can expect regular check-ins to ensure they're working within their contracted hours and not using home working to manage their sickness. There are also open discussions on workplace loneliness, and celebrations always include remote workers, whether lunch allowances or virtual quizzes.

All employees can access a full-skill development platform via the HiB Academy. And every team member gets two hours a week during work time for their learning and development, recognising how tricky and burdensome it can be to juggle study with work and home life.

ISG is broadening its talent pool, helping people into a career whatever their experience. It has a strategy to get more women and people from different ethnic backgrounds – under-represented in the industry – aware of opportunities and able to access them. It’s also keen to welcome ex-military, ex-offenders and those returning to work.

Managers are encouraged to develop through formal training and feedback. Following the employee survey, managers of three or more people receive a personalised report against the key factors of management excellence, feeding it into their personal development plans. They can also access three-level management training programmes from first-line management to senior leadership.

All employees can undertake mental health awareness training, and staff and their families can access help – including legal and financial – through the Employee Assistance Programme. ‘Myth Busters’ have been published on topics like domestic abuse, often linked to a colleague sharing their story. There are also wellbeing talks and monthly ‘desk yoga.'

All staff are on the digital learning portal giving them access to content, events and training and helping them create development plans. There are also open sessions throughout the year on topics including ‘unconscious bias’ and ‘building resilience’. And staff can undertake technical training or academic study and learn from internal coaches and mentors.