State of Engagement 2026 Report |
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Senior management are required to adhere to TotalMobile's core 'People Values'. These are 6 behaviours that were identified as being core to the success of the business. The company recognise that while skills are important to the organisation, so too are the behaviours and attitudes that their people exhibit, in every position. The company refer to these as the ‘HOW' in terms of how they achieve their objectives, not just ‘WHAT' they achieve. The 6 values include how: They need smart people with the right attitude, they are all committed to continuous learning and improvement, and they support their people through the performance culture. Reward people for excellence and are socially responsible To reinforce the importance of the values, the Top Team of senior managers took part in a video which promoted the values and explained their importance. Senior managers and staff are measured against adherence to these through the performance review process. Where there are not being exhibited, then an action plan is agreed to address the shortcoming. In addition to this all managers must exhibit separate 'management and leadership values which include: I support staff and manage their performance, I make decisions effectively, I empower staff to come up with solutions to problems, I behave with integrity and treat people fairly and consistently, I treat people with respect and with empathy, I am approachable. Again, these are reviewed during performance reviews and remedial action taken where necessary.
Senior management are required to adhere to TotalMobile's core 'People Values'. These are 6 behaviours that were identified as being core to the success of the business. The company recognise that while skills are important to the organisation, so too are the behaviours and attitudes that their people exhibit, in every position. The company refer to these as the ‘HOW' in terms of how they achieve their objectives, not just ‘WHAT' they achieve. The 6 values include how: They need smart people with the right attitude, they are all committed to continuous learning and improvement, and they support their people through the performance culture. Reward people for excellence and are socially responsible To reinforce the importance of the values, the Top Team of senior managers took part in a video which promoted the values and explained their importance. Senior managers and staff are measured against adherence to these through the performance review process. Where there are not being exhibited, then an action plan is agreed to address the shortcoming. In addition to this all managers must exhibit separate 'management and leadership values which include: I support staff and manage their performance, I make decisions effectively, I empower staff to come up with solutions to problems, I behave with integrity and treat people fairly and consistently, I treat people with respect and with empathy, I am approachable. Again, these are reviewed during performance reviews and remedial action taken where necessary.
Senior management are required to adhere to TotalMobile's core 'People Values'. These are 6 behaviours that were identified as being core to the success of the business. The company recognise that while skills are important to the organisation, so too are the behaviours and attitudes that their people exhibit, in every position. The company refer to these as the ‘HOW' in terms of how they achieve their objectives, not just ‘WHAT' they achieve. The 6 values include how: They need smart people with the right attitude, they are all committed to continuous learning and improvement, and they support their people through the performance culture. Reward people for excellence and are socially responsible To reinforce the importance of the values, the Top Team of senior managers took part in a video which promoted the values and explained their importance. Senior managers and staff are measured against adherence to these through the performance review process. Where there are not being exhibited, then an action plan is agreed to address the shortcoming. In addition to this all managers must exhibit separate 'management and leadership values which include: I support staff and manage their performance, I make decisions effectively, I empower staff to come up with solutions to problems, I behave with integrity and treat people fairly and consistently, I treat people with respect and with empathy, I am approachable. Again, these are reviewed during performance reviews and remedial action taken where necessary.
In addition to a discretionary annual staff bonus and an additional bonus once an engineer completes their Chartership, the Directors rewarded staff with a unique event to celebrate their 40th Anniversary. All UK staff were taken to the Wyboston Lakes Hotel in Bedfordshire on Thursday and the celebration started with a gala dinner on that night. The next day there were a number of team building exercises followed by a barbeque before the staff headed home for the weekend. This inevitably adds to the high level of engagement within Tony Gee and, in turn, a lower than average staff turnover rate. In a feedback survey after the event, the company received many positive comments including the example below: “Just a little note to thank you for a brilliant get together for the 40th Anniversary celebration. As well as having a lot of fun, I especially enjoyed meeting up with colleagues I deal with on a daily basis, it really has enhanced the working relationship. It's good to be a part of Tony Gee.”
In addition to a discretionary annual staff bonus and an additional bonus once an engineer completes their Chartership, the Directors rewarded staff with a unique event to celebrate their 40th Anniversary. All UK staff were taken to the Wyboston Lakes Hotel in Bedfordshire on Thursday and the celebration started with a gala dinner on that night. The next day there were a number of team building exercises followed by a barbeque before the staff headed home for the weekend. This inevitably adds to the high level of engagement within Tony Gee and, in turn, a lower than average staff turnover rate. In a feedback survey after the event, the company received many positive comments including the example below: “Just a little note to thank you for a brilliant get together for the 40th Anniversary celebration. As well as having a lot of fun, I especially enjoyed meeting up with colleagues I deal with on a daily basis, it really has enhanced the working relationship. It's good to be a part of Tony Gee.”
In addition to a discretionary annual staff bonus and an additional bonus once an engineer completes their Chartership, the Directors rewarded staff with a unique event to celebrate their 40th Anniversary. All UK staff were taken to the Wyboston Lakes Hotel in Bedfordshire on Thursday and the celebration started with a gala dinner on that night. The next day there were a number of team building exercises followed by a barbeque before the staff headed home for the weekend. This inevitably adds to the high level of engagement within Tony Gee and, in turn, a lower than average staff turnover rate. In a feedback survey after the event, the company received many positive comments including the example below: “Just a little note to thank you for a brilliant get together for the 40th Anniversary celebration. As well as having a lot of fun, I especially enjoyed meeting up with colleagues I deal with on a daily basis, it really has enhanced the working relationship. It's good to be a part of Tony Gee.”
The company work with their Senior Associates each year who are the talent for the future and each year they decide upon and run a project within the firm which is linked to strategic objectives. It is a great way to develop their leadership and project skills whilst delivering on important employee engagement initiatives. For example in 2013/2014 they ran a campaign called your voice where they held lunch time sessions with the staff without management present and gathered feedback and ideas for improving recognition. These results were presented to the leadership team and many of those ideas have been implemented in 2014/2015.
The company don't do anything innovative but the general level the of support they provide their employees with is fairly unique for the sector.
The company work with their Senior Associates each year who are the talent for the future and each year they decide upon and run a project within the firm which is linked to strategic objectives. It is a great way to develop their leadership and project skills whilst delivering on important employee engagement initiatives. For example in 2013/2014 they ran a campaign called your voice where they held lunch time sessions with the staff without management present and gathered feedback and ideas for improving recognition. These results were presented to the leadership team and many of those ideas have been implemented in 2014/2015.
The company run regular "off sites" for teams in the business. For example, once a quarter the Internal Comms team organises an IT team offsite. This will involve all 100+ members of staff from IT. The event usually takes place in the purpose built auditorium and in the staff restaurant and takes a full afternoon. Typically it includes: Information share - members of various team or project groups will present short updates on their project and share learnings. The company survey staff before the event and ask them to put forward topics that they would like to know more about. They also have non IT speakers, such as the MDs of the business units, who will come and talk about their plans for their business. Ideas generation - the teams will split into groups to brainstorm a particular topic and will then present back Team building - usually some sort of game-based team. The company deliberately engineer the teams to bring together people who don't work together day-to-day. Social, each event ends with beer / wine and pizza being served in the staff restaurant. At the end there is a follow up with another survey to assess the event.
For many years Think Money Group has been a Platinum payroll giving provider. However, this year the company decided to move away from Charities Aid Foundation to a new scheme administrator, Give All. There are three main advantages: Give All doesn't charge a fee so all donations make it to the charities; Give All operates entirely online and staff can administer their own accounts and, finally, Give All distributes money to charity with 48 hours rather than weeks. To make the move the company have to get staff to sign up to Give All. The company automatically set up their accounts with Give All - all they needed to do is to login, confirm their charities and confirm their donation amounts. 82% of staff did just that - matching the number that donated on the old system. In fact the company asked staff to increase their donations and many did - so they now give more than ever each month. After many years of supporting Seashell Trust in Manchester staff voted for a new local charity this year - Cash For Kids. Through Cash For Kids the company can support deprived children across Greater Manchester.
For many years Think Money Group has been a Platinum payroll giving provider. However, this year the company decided to move away from Charities Aid Foundation to a new scheme administrator, Give All. There are three main advantages: Give All doesn't charge a fee so all donations make it to the charities; Give All operates entirely online and staff can administer their own accounts and, finally, Give All distributes money to charity with 48 hours rather than weeks. To make the move the company have to get staff to sign up to Give All. The company automatically set up their accounts with Give All - all they needed to do is to login, confirm their charities and confirm their donation amounts. 82% of staff did just that - matching the number that donated on the old system. In fact the company asked staff to increase their donations and many did - so they now give more than ever each month. After many years of supporting Seashell Trust in Manchester staff voted for a new local charity this year - Cash For Kids. Through Cash For Kids the company can support deprived children across Greater Manchester.
The company encourages employees to participate in charitable events and have a policy for matching employee donations which is well utilised. Staff initiatives have included cycle rides, coffee and cake events, marathon running, movember participation etc. The company have also developed a volunteering policy that encourages staff to take two days paid leave to volunteer in the local community. The CEO is a trustee for the Stevenage Community Trust, a voluntary organisation who raises funds and promotes charitable giving in order to enhance the quality of life of people living in the Stevenage area.
The company encourages employees to participate in charitable events and have a policy for matching employee donations which is well utilised. Staff initiatives have included cycle rides, coffee and cake events, marathon running, movember participation etc. The company have also developed a volunteering policy that encourages staff to take two days paid leave to volunteer in the local community. The CEO is a trustee for the Stevenage Community Trust, a voluntary organisation who raises funds and promotes charitable giving in order to enhance the quality of life of people living in the Stevenage area.
The company encourages employees to participate in charitable events and have a policy for matching employee donations which is well utilised. Staff initiatives have included cycle rides, coffee and cake events, marathon running, movember participation etc. The company have also developed a volunteering policy that encourages staff to take two days paid leave to volunteer in the local community. The CEO is a trustee for the Stevenage Community Trust, a voluntary organisation who raises funds and promotes charitable giving in order to enhance the quality of life of people living in the Stevenage area.
Managers hold monthly 1-2-1 meetings with their employees where learning and development is discussed. Employees are able to request financial support for training which will enhance their knowledge and skill set for their role. The company also offer in house training such as the company induction, email management and training specific to roles and divisions in which attendance is mandatory for all employees.
Managers hold monthly 1-2-1 meetings with their employees where learning and development is discussed. Employees are able to request financial support for training which will enhance their knowledge and skill set for their role. The company also offer in house training such as the company induction, email management and training specific to roles and divisions in which attendance is mandatory for all employees.
It is one of their annual objectives and it is a standard agenda item at the board meetings. They listen to the feedback from employees on what matters to them. This has resulted in key policies being improved and enhanced working conditions.
Location swapping between the Leeds, York and Harrogate offices is a very effective practice that the company undertake with their staff. Each month a selection of members from each sales team swap seats with a colleague in a different location for between a day and a week. This system of locations swapping has multiple benefits including; spreading best practice; increasing interaction between teams; challenging the ‘norms' that are created at each location by showing a different way to do something and creating meaningful relationships with colleagues that otherwise would only ever happen on email or at team gatherings. This practice also removes barriers of communication, because staff have worked alongside the people they are talking to, enabling a smoother flow of information. This practice also applies to managers, with members of the account management team working from each of the locations for at least one day per month. This allows the sales team to see/feel/hear what happens with the new customers that they bring on, as well as increasing the flow of feedback to and from the sales team and the account management team.
Location swapping between the Leeds, York and Harrogate offices is a very effective practice that the company undertake with their staff. Each month a selection of members from each sales team swap seats with a colleague in a different location for between a day and a week. This system of locations swapping has multiple benefits including; spreading best practice; increasing interaction between teams; challenging the ‘norms' that are created at each location by showing a different way to do something and creating meaningful relationships with colleagues that otherwise would only ever happen on email or at team gatherings. This practice also removes barriers of communication, because staff have worked alongside the people they are talking to, enabling a smoother flow of information. This practice also applies to managers, with members of the account management team working from each of the locations for at least one day per month. This allows the sales team to see/feel/hear what happens with the new customers that they bring on, as well as increasing the flow of feedback to and from the sales team and the account management team.
Business director Adam Walsh is responsible for developing and coaching managers via their personal ‘road maps'. He makes sure that those managing non-commercial departments fully understand how their work impacts on the wider business performance and in the achievement of the main business goal of £5m profit target by 2018. Adam is mentoring Nicholle Anderson and Steven Kershaw, customer service and credit manager respectively, with the aim of further developing their commercial awareness. To this end, they are involved in budget and profitability discussions and they also contribute to the development of the general business plan. TRFC is committed to investing in external training for their team and they collaborate with leading institutions. Three managers have been accredited this year as members of the Institute of Leadership and Management. The programme focuses on how coaching can improve an individual's performance and confidence by harnessing their own knowledge.
The company promote a virtual shares programme called ‘Brickies' to reward employees. Employees can invest part/all of their annual performance-related bonus into Brickies, and the company guarantee that this amount will grow in line with the agency's revenues during that period. It's a tax-efficient way for employees to feel that their savings are growing in line with the company's growth. In keeping with the agency values of 'Above & Beyond' the company also hold monthly Above & Beyond awards, where employees nominate colleagues who they believe have embodied the Above & Beyond spirit. The person with the most votes gets £50 in cash to spend on whatever they choose.
Team interaction and communication is very much an intrinsic part of day-to-day company life. The company have always recognised the importance of getting everyone together so have built a forum for this around Friday lunchtime. Every week free food and drink is provided for everyone in the reception area. As well as sharing lunch together they use this opportunity to update employees on news: To celebrate new business wins; to recognise those that have gone ‘Above&Beyond'; to share work. But most importantly to keep everyone updated. The company believe the best teams are built when there's total transparency. Communication is key to this whether to celebrate success or to ‘dig deep' and move on from a more challenging experience. In addition, training sessions will typically bring people from across the agency together. The company host fortnightly 'Well Red' sessions for the whole agency where industry professionals come in to share their areas of knowledge & expertise. Other training sessions vary from all company day sessions to smaller bits of training typically attended by between 3 and 10 employees. Less formally there are two company parties each year: The Summer Party and Christmas Party. The second would typically be expected, but the first is the company's opportunity to give something back.
We want to be recognised for our inventive and charitable contribution to the community-boosting the morale of employees, the pride of clients and the respect of peers. Since January 2014 we have raised £27,130, smashing our 2 year ambition of £20,000! Through our “80 Days To Change The World” initiative, we will have given 600 hours of our time by the end of the year to support young people faced with difficulties, to give them the best start in life. This has included creating advertising and PR campaigns for Whizz-Kidz and Asylum Aid as well as volunteering with “Hackney Pirates”, to develop young people's literacy skills and confidence within the local community. This year, we have continued to reduce the spend on our agency “Friday Fun” lunches, breakfasts and drinks by £1 per person, per week, helping to give an extra £60 a week to our nominated charities. Our agency Tuck Shop recently celebrated its first anniversary and since its launch in August 2014, we have chomped through 4000 chocolate bars, ice creams and packets of crisps to raise £1,000 for our chosen charity! On 11th October 2015, 8 employees took part in the Royal Parks Half Marathon in aid of Ambitious About Autism and are on target to raise over £5,000 for the charity. A silent auction and quiz has also been set up by employees to raise an additional £1,000 for the cause.
Team ‘Speed Dating' is a regular activity taking place once a quarter. Each team member gets involved and is randomly given a number and matched with someone they would not usually work with day to day. The company then takes a team of 5 ‘couple's and then each couple are given topics to discuss. Sharing insights about their; favourite places to visit in the world, aspirations, big idea, big dream and one fact that no one would know about them. Friday 4.30 Fun: On Fridays the company officially close the office an hour earlier to have some team fun. It's not about leaving early on a Friday but rather about team building. Each week one department is responsible for ensuring the whole team get together to interact, engage and get to know one another. The fun activity can be anything, as long as it brings teams together. Activities covered show the range of fun: The Egg Challenge, Salt & Pepper, where people have to blindly find their perfect pairing to find their team, Silly ‘It's a Knockout' type office activities, a quiz and softball in the park. The company buys beers / wine / nibbles for these events. Tuesday Team Lunch: Each Tuesday one department is responsible for organising lunch for the whole team. The entire team then dines together it's a great way of bringing people together and a great way for teams to do something nice for fellow colleagues.
As well as walking meetings, team members are encouraged to work standing up. The company have dedicated areas where team members can take their laptops and work standing up. Stand up meetings are also commonplace and encouraged. Fresh fruit is supplied daily. This year the company is also running a Wellbeing Week, starting the day with team meditation, yoga daily. The company arrange for Nutritionist to talk to all team about nutrition and wellbeing. Mindful colouring books available at lunch and breakout areas. Counselling as part of company benefits, they offer a 'mental wellbeing' counselling service for anyone that wants to take it up.
From a senior management perspective the company works as a leadership team with an external coach to focus the team on key objectives and outcomes, as well as personal development in the role. Having an external professional coach assists in keeping the leadership team objectively driven and focused. Practically, it provides necessary tools, resources and techniques to enhance communication among senior managers and train managers in how to be continuously development and get the best out of their team. Senior managers also have the opportunity to work one to one with a business development and personal development coach to enhance their own personal development and leadership roles.
The whole reward and recognition package at Havebury includes a wide range of benefits. These are written up in an A-Z guide so that everyone is clear on what is provided. In addition to flexitime, these included: above average holiday allowance (26 days excluding Bank Holidays, with an additional 4 days for 5 years of service); the facility to buy or sell days holiday (up to 5 days per year) to enable more flexible management of time off work; cashback scheme through Havebury Saver within a wide range of stores, enabling staff to make savings of up to £1,000 per year and to maximise their income/salary; Simplyhealth health insurance scheme (which includes an employee assistance scheme, access to face to face counselling sessions and health screening); flu vaccinations available on a voluntary basis to all staff to reduce the risk/exposure to flu related absence; reduced membership to local gyms to encourage wellbeing and healthier living; lone worker scheme (through a pendant that dials a support number for employees while they're at work or carrying out work related duties); occupational health reviews as needed; social events fund; and 3-6 month sabbaticals after 5 years of service enabling staff to take a sabbatical.
In December 2014, Havebury was celebrating being awarded Investors in People Silver accreditation. The assessment demonstrated that Havebury met all the requirements for the Investors in People award. They achieved a silver accreditation after going beyond the required standard to meet an additional 87 indicators from the wider Investors in People framework. The assessor comments positively on the ongoing commitment to developing their employees skills and their focus on customer service. “There is a range of opportunities for everyone to develop leadership capabilities. Potential managers have access to management development activities and there are opportunities to act up in a role, lead on improvement projects and lead on a specialist area and share expertise with others, everyone is very committed and dedicated to Havebury's overall purpose and priorities and was keen to help in whatever way they could to support improvements. They are extremely proud to work here.”
The whole reward and recognition package at Havebury includes a wide range of benefits. These are written up in an A-Z guide so that everyone is clear on what is provided. In addition to flexitime, these included: above average holiday allowance (26 days excluding Bank Holidays, with an additional 4 days for 5 years of service); the facility to buy or sell days holiday (up to 5 days per year) to enable more flexible management of time off work; cashback scheme through Havebury Saver within a wide range of stores, enabling staff to make savings of up to £1,000 per year and to maximise their income/salary; Simplyhealth health insurance scheme (which includes an employee assistance scheme, access to face to face counselling sessions and health screening); flu vaccinations available on a voluntary basis to all staff to reduce the risk/exposure to flu related absence; reduced membership to local gyms to encourage wellbeing and healthier living; lone worker scheme (through a pendant that dials a support number for employees while they're at work or carrying out work related duties); occupational health reviews as needed; social events fund; and 3-6 month sabbaticals after 5 years of service enabling staff to take a sabbatical.
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