State of Engagement 2026 Report |
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There is weekly internal email communication from the CEO and an internal newsletter which reinforces organisational clarity and purpose. Organisational performance against agreed KPI’s is shared with colleagues so everyone can see how the charity is performing and training is provided where improvements may be required. Staff are encouraged to provide feedback and ideas.
An internal CPD accredited 10 week training plan was undertaken by all employees from Team Leaders and above. Areas covered included Building Relationships, Understanding Team Behaviours, Motivation. How to Give and Receive Feedback, Constructive Criticism, Time management and Effective Delegation, Assertiveness and Dealing with Difficult Situations; Communication and Learning Skills, and Coaching.
The organisation runs a number of schemes including Employee of the Quarter and Year. These are colleagues nominated by their colleagues. Winners receive vouchers. It also launched 'Because Your Roarsome' where both colleagues and those outside of the organisation can give their thanks to a member of the team for their hard work/support.
With a recognition-led culture, as well as benefits and salary, Searchability has a range of incentives to reward its employees for their efforts. This ranges from commission, achievers meals, weekend trips away, legend of the month awards, and its most recent Be Sound award – these are all led by colleagues.
Searchability has recently installed eco-friendly lighting systems in its offices and continues to support recycling initiatives. Additionally, it has removed plastic cups from its offices and continuously supports plastic waste reduction, giving all employees access to glass or refillable bottles to prevent single-use plastic.
As part of its wellbeing programme, Searchability has a weekly boxercise class which has encouraged new connections between colleagues. It has continued to host First Friday events which brings the whole company together for social interaction. It also recently held a charity day that included fancy dress and a bake sale.
The leadership team has developed a people charter. It holds an annual conference where all employees are invited to get together in person. It holds monthly team meetings which reinforce company values, mission, and objectives. These meetings have included the opportunity for employees to get involved in people and company strategies.
Prime People continues to run its Salary Sacrifice scheme supporting a small orphanage in South Africa. One of its London team leaders has recently run a successful charity golf day to raise money for company charities. More employees have also run/walked 50 or 100k of the Thames Path to raise money.
In terms of pay increases and rewards associated with performance, it offers a completely transparent promotion scheme to all employees. This enables consultants to fast-track their careers and reach Director-level at their own rate. The scheme is designed to be measurable and fair; employees also have promotion opportunities every six months.
Medicheck's VIBE team is tasked with arranging social events, from those celebrating Pride Month to exercise challenges and fundraising events. There are also the staple Summer BBQs and Christmas parties. And staff are encouraged into the office on wellbeing day for activities like wellness walks or a massage.
A new performance management platform supports staff with their development goals. It includes a feedback function allowing employees to give or request feedback from each other, with ‘Feedback Fridays’ encouraging staff to participate. Colleagues can also nominate each other for monthly awards, using the system to select which value they demonstrated.
All lower-paid employees got a winter cost-of-living salary increase, with all employees getting a higher-than-usual rise in the spring. Performance-related bonus awards are on offer, and staff get £500 once a candidate they've successfully recommended for a role passes their three-month probation.
CEO Jamie and the leadership team regularly send out updates to the business outlining any changes. Additionally, every month in its Global Review meeting, there is a section called 'ask the CEO'. Employees can anonymously submit questions and have those answered and addressed in the meeting providing clarity for everyone.
Its own development program, ‘InterExcellence’, consists of 4 learning pathways. Engage ensures a smooth onboarding process. Enhance focuses on refining the initial skills needed to succeed. Excel is designed to equip those going through their first steps in mentoring. Elevate is a management development program, focusing on supporting managers to help the next generation.
InterEx Group has a generous commission structure and career pathways with reward schemes and incentive criteria for individual contributors and people managers in contract, permanent and delivery roles, as well as pathways for Talent Acquisition and Business Support Teams. It also prides itself in delivering world-class incentives, including trips abroad, monetary bonuses and vouchers.
Managers can give a gift voucher to any employee they feel has gone above and beyond. Employees are recognised and rewarded for their long service with the company from 5years+. The employee is allowed to choose a gift or voucher of their choice for the value of £150-£900 depending on their long service milestone.
HSO has an internal Learning Management System in place for all employees to access training courses. It uses the LMS to stay abreast of new enhancements to technologies, soft skills and industry updates. The LMS gives employees the flexibility to be able to learn on the go by accessing it on their desktops or mobiles.
As well as feedback to line managers directly and an employee survey, the organisation has two dedicated email accounts for employees to make suggestions and express concerns anonymously. All questions are read out and answered by the MDs every two weeks to maintain transparency and openly share concerns that other employees may also have.
Staff can share how they’re feeling with monthly wellbeing workshops covering topics like mental health and menopause. They also have access to counselling services, massages, yoga sessions and a dedicated wellbeing app. And everyone gets private healthcare after two years. There’s also a ‘helping hand fund’ offering interest-free loans to anyone struggling to fund necessities.
The company has reinvigorated its Diploma Academy to tackle a shortage of candidates – particularly paraplanners. The two-year course with a qualification at the end is open to school leavers, graduates and those who want to retrain. All exams and study materials are paid for, and they also get paid time off to study.
Based on their feedback, staff now benefit from a revised bonus structure, with the personal performance element, which everyone got, now part of their basic salary. This has allowed for a boost in pension contributions and helps employees with mortgage applications. The bonus is now 100% based on company profit.
ClearScore recognises that sometimes people need support. Leave after pregnancy loss is a policy it has recently provided. The organisation understands the impact pregnancy loss can have on both parents, so should an employee experience this, if directly, with their partner, or through surrogacy, ClearScore gives them the time they need.
It encourages employees to create a Personal Development Plan to structure and commit to their learning and growth. Employees are given a learning budget of £500 to support their individual personal development. This is housed on a platform called Learnerbly, where employees can access a wide range of development content.
Its leaders articulate eight behavioural principles, which are described as the 'rules of the game'. They ensure that all employees are judged and measured against these. ClearScore's principles are communicated to new starters as part of an intensive two-day onboarding process and employees who demonstrate these principles are celebrated at the 'end-of-race' awards every quarter.
CFC is a 34% employee-owned company which means it benefits from having employee ownership alongside an incredibly engaged senior management and leadership team who act as role models for their teams. The core values are demonstrated through its belief in market-leading insurance products and customer service and a constant drive for innovation.
CFC recently opened an Innovation Hub that provides a modern and tech-friendly office space for the tech team to collaborate in. Additionally, it has launched a careers platform to attract candidates to CFC. This platform is much more visually appealing and candidate-engaging, with video job overviews, manager profiles, and transparent recruitment steps and processes.
By attracting high-calibre talent, and retaining, motivating, and engaging employees through fair, competitive, and responsible remuneration structures it continuously builds on not only CFC principles but puts a spotlight on each and every individual in the organisation, these are the key components to its success.
Managers at Vaculug are supported in their development through various avenues, including: Training and Development Programs, Coaching and Mentoring, Leadership Development Programs, Performance Feedback and Reviews, Workshops and Seminars, Employee Assistance Programs, Networking and Communities of Practice, and Work-Life Balance Initiatives.
Vaculug believes in fostering a culture of appreciation and recognising employees for their efforts. To create a unique and effective rewards programme, it has implemented the "Appreciation Adventure Program." This program goes beyond traditional rewards to provide employees with memorable experiences and opportunities to pursue their passions.
The organisation encourages employee growth through a number of initiatives, including: Individual Development Plans, Mentorship Programs, Internal Training and Workshops, Tuition Reimbursement and Learning Stipends, Job Rotation and Cross-Functional Projects, Internal Promotions and Succession Planning, Feedback and Performance Reviews.
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