What are companies doing with regards to 'Wellbeing'

Office layouts have been reorganised so that senior staff work in an open-plan setting. The move ensures that they continually interact with other employees and creates the sense that everyone is involved in the day-to-day working of the company.

"The beating heart of our business is our people. They are Orion and represent everything that Orion stands for. Therefore, employee engagement is central to our business decisions as we strive to build an environment that our employees both admire and flourish within," says director Ross Benham.

Through the use of Staff Circle colleagues can share anything the wish through “the kitchen” section, in place of chats over coffee in the office, where colleagues can discuss topics outside of work. The Staff Circle also has “The Source”, allowing the Board and Leaders to provide business updates to all colleagues.

GLH's development programme is given to all colleagues, featuring monthly mandatory training on topics such as GDPR, dispute resolution, and managing stress, to be completed in their weekly development time slot. Every 6 weeks check-ins are held with colleagues and their line managers, covering their development needs and any specialist training that may be required.

Featurespace work hard to support many local businesses, from stocking their kitchens with local produce and providing tasty takeaway lunches for staff from local eateries. Where possible the company look to utilise up and coming small suppliers, who can really benefit from additional support which in turn helps provide different local employment opportunities.

Featurespace strives to constantly develop its people and promote from within wherever possible. The company encourages honest and open conversations when it comes to personal development goals, ensuring all team members have career development to strive for, whether that be into managerial positions or excelling in a more technical career path.

At last year's Clarion conference, staff were given two activities that focused on collaboration. They could perform a sketch, a song or some poetry, for example, to show how collaboration works at the firm. It demonstrated what was successful and where improvements could be made.

BeingCharitable, the firm's charity committee runs events, from virtual balloon races, wear red for the day, raffles and sweep stakes. Clarion has been corporate sponsor of the Jane Tomlinson 10k, in Leeds, for more than a decade. A team from the firm takes part.

The association promotes an “open-door” approach to all members of the leadership and management teams. The chief executive, directors and managers attend team meetings across the organisation regularly. Discussion and focus groups are run, and shadowing and mentoring opportunities are offered to staff.

Funding of £150,000 was secured from the Scottish government to aid food poverty in the area. Food was distributed though a wide network of local organisations. The association topped up the amount by £57,000. It also ran a community engagement programme in Granton with Granton Gardeners.

Breathe funds team-building and social events. Teams can decide what they want to do, ensuring that it is inclusive for all. Activities last year included pottery-painting, bowling, wreath-making and clay-pigeon shooting.

New initiatives at Breathe include a challenge-yourself scheme that supports people in doing something that stretches their comfort zone. A day per month has been allowed for personal development and no-meeting Fridays are a wellbeing initiative to help people manage work pressures and create some headspace time.

The company supports three charities every year, such as Great Ormond Street Hospital and Meningitis Now. Last year, it raised over £6,000 through a range of events such as team runs, a Halloween event and sponsored virtual fundraisers.

Employee recognition plays a large role across the business, with individuals at all experience levels being recognised for their work and for sharing the company's values. Each month winners of the top-performer and best-improver awards are chosen across six categories.

A learning hub is available to all staff, enabling them to focus on their development. The hub provides onboarding information, details of talent management, details of our learning lunches designed to project positivity and promote life skills, and a training calendar where employees can book themselves onto training workshops such as effective communication and presentation.

Each year colleagues are invited nominate their peers for a wide range of awards, that are presented at an annual awards ceremony. This not only encourages employees to recognise the hard work and efforts of their employees, but also provides a good social setting for employees across the business to interact.

A new set of company values have been embraced by colleagues, thanks to them being relatable for everyone in the business. These values are used when launching new initiatives, from projects and programmes through to general announcements and events to help add clarity and purpose for employees.

Thanks to Chief Executive, Alan Townshend’s natural leadership style, authentic engagement with colleagues in the Group is achieved through monthly meetings with managers and regular email communications to staff. He also attends staff forums where he invites open questions from all colleagues, enabling him to keep in touch with how colleagues are feeling.

With faith and trust in its hiring process, Advanced no longer sets probationary periods for new starters. Instead, it says it gives everyone the best chance of success in their roles by setting clear objectives and personal development plans from their very first day.

To reward the top performers in the organisation, Advanced runs a quarterly talent review process, which gives the opportunity for employees to be given a salary increase at least once per year. Guided by a tool called the 'Advanced Performance Score', people data from six different areas is pulled and analysed.