State of Engagement 2026 Report |
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Benfield's Chief Executive operates with a very strong desire to see the Values of the company living and breathing across the company. He has an infectious manner and his family values are delivered and received in a very inclusive and warm way. He always acts with integrity and respect to the company values serving the broader company purpose, which sets out objectives for all stakeholders of the business. He has demonstrated this through extensive consultations with every member of staff, which is demanding in terms of time, and in a way that seeks to break down the barriers that management hierarchy can sometimes create.
In July 2014, all Dealerships and Head Office at Benfield were asked to hold a social evening with their teams to discuss their dealership results. Firstly to understand the results, but also for the group to put forward suggestions to overcome the issues being raised. The main purpose of the evening was for each dealership to create an Action Plan which would have the biggest impact for them at a local level. Examples of actions included more flexible working - early starts/late finishes, to address work/life balance issues. Benfield are only 3 months into the Action Plans and this year's survey results will hopefully reflect a more engaged workforce. They intend to follow this same process when their 2015 results are available.
'Be More' is a Benfield initiative to encourage their various dealerships to get involved with local community initiatives. In the main, this has been raising money with matched funding from Benfield. For example, at Head Office employees have chosen to support CHUF and Tiny Lives charities. Funds have been raised by holding an Hawaiian social event in the Summer, a Halloween social event is planned in October and in the past they have held cake sales. Benfield also have a 'News' website where anyone can see what is happening in the organisation http://about.drivebenfield.com/news.
BDRC Continental has held a variety of team building events. These have included a Christmas Party; a summer day out and charity work with their favourite charity.
The best example of how the organisation supports employee development is through a supportive and approving culture.
BDRC Continental has held a variety of team building events. These have included a Christmas Party; a summer day out and charity work with their favourite charity.
8 out 11 of Bazaarvoice's managers in the UK have been promoted internally into their roles - they did not join Bazaarvoice as managers. This means there is a great understanding within the management team of the needs of the team members and their clients in line with their core values as a business. Also each manager is held accountable on each of their values and they should demonstrate qualities in their work aligned to these. This also applies to recruitment and the people they hire. Each candidate should be left with a very clear impression of the values of Bazaarvoice and how they implement that into day to day work. Candidates are all assessed based closely on their values as well as their core competencies.
As a result of strong performance across the teams in June 2014 the entire UK team from Bazaarvoice travelled to their headquarters in Austin, Texas for a global ‘All Hands' meeting which mixed receiving company updates with recognition of people, celebrating and socialising. As well as this day long event, the team were able to stay a whole working week to spend time in the US office collaborating with colleagues from around the world.
Each year at Bazaarvoice's annual ‘All Hands' meeting employees that have gone above and beyond within their roles or by contributing to company culture are recognised with a reward of equity within the company. Additionally within quota carrying teams there is the opportunity for over achievers to attend ‘Winners Club' with the CEO and other senior executives. This year five of the team flew to Mexico for a five day 5 star break. These are both examples of significant rewards but throughout the year Bazaarvoice will look to reward and recognise individuals who display and represent their values through spot bonuses and adhoc announcements to the team.
The business is completely transparent in respect of business performance to turnover, margin parameters and targets. When the business has experienced good or exceptional performance, rewards and recognition are given to all staff. For example the business achieved a record month in August and everyone had the attached thank you Rapper style poem from the Directors together with a bottle of Prosecco. The thank you was headed 'Record Month Rapped Up!' in a Rapper style theme and involved a poem. Each one was signed by the Directors with 'Rapper' titles. This type of reward is common place and can vary based on Company performance or to reward individual performance. The one off individual rewards can be anything from spa days, one off bonus payments, theatre tickets and hotel breaks to more public recognition and reward for high sales performance in front of peers with a themed awards ceremony.
The business is completely transparent in respect of business performance to turnover, margin parameters and targets. When the business has experienced good or exceptional performance, rewards and recognition are given to all staff. For example the business achieved a record month in August and everyone had the attached thank you Rapper style poem from the Directors together with a bottle of Prosecco. The thank you was headed 'Record Month Rapped Up!' in a Rapper style theme and involved a poem. Each one was signed by the Directors with 'Rapper' titles. This type of reward is common place and can vary based on Company performance or to reward individual performance. The one off individual rewards can be anything from spa days, one off bonus payments, theatre tickets and hotel breaks to more public recognition and reward for high sales performance in front of peers with a themed awards ceremony.
Bauder support CRASH, the Construction Industry Charity for the Homeless. They provided roofing materials for Step by Step Centre in Aldershot a residential and training unit for young homeless people. They provided a design and waterproofing package that took into account the current structure and thermal performance but also ensured the lowest maintenance solution. This project provides training in life skills to enable the young people to regain self esteem, stabilise their lifestyles and enter back into the community with a job or college placement. Bauder continually donate materials to CRASH in conjunction with other Construction partners right throughout the year and this is a charity very close to their hearts. Bauder also work with St Elizabeth Hospice, a local children's hospice, to support their work in the community.
It is Asons family mentality that is the glue in supporting their employees' development, which can become in effect before their employment with Asons. They offer work experience for high school, college and university students, which can then be progressed through their graduate scheme which they aim to place every graduate with a permanent position. Every employee undergoes an induction, and is then given weekly training and support from management throughout their employment. Asons also encourage their staff to pro-actively develop their skills and encourage internal progression through their management development programme and training contracts that they offer on a quarterly basis. Asons have re-launched their training programme this year, including their mascot "Trainer-Tron", centralising all training resources, producing relevant and engaging training material and resources for each area of the business. Every employee also has access to their internal training system that allows them to view their Training Card that is bespoke to the individual when they start with Asons, highlighting any training needs that are outstanding and allows their employees to request training that they want. Asons have different difficulty levels of training: beginners, intermediate and advanced, that help fast-track their learning and aid them in feeling more confident with their work.
Talking to the people. As a family orientated firm, the directors have recruited their senior people on the basis that they will be able to engage with their employees and positively impact their day to day working lives. As strong and effective communicators, they hold ‘morning huddles' and weekly ‘team briefs' that set up the day with a positive outlook and share key information to provide employees with a feeling of management transparency. Asons truly believe that their new management structure has provided employees with a means to engage with the firm.
Talking to the people. As a family orientated firm, the directors have recruited their senior people on the basis that they will be able to engage with their employees and positively impact their day to day working lives. As strong and effective communicators, they hold ‘morning huddles' and weekly ‘team briefs' that set up the day with a positive outlook and share key information to provide employees with a feeling of management transparency. Asons truly believe that their new management structure has provided employees with a means to engage with the firm.
Senior Managers and Directors are available and accessible, listening to ideas and feedback and genuinely doing something about it. Face to face feedback and collation of more ideas via the we are ASK Italian engagement tour. You can never over communicate, continuing to evolve their communication processes, checking how to reach all employees by testing new communication channels and asking what works and what doesn't for their teams. Striving to increase their green credentials and sustainability and telling everyone what they have achieved. Focussing on what they do well including team events, team and individual development, non hierarchical inclusive culture personal contact in restaurants, making time for everyone. They have a clear career path, they continue to make it as visual as possible. Adding in new elements regularly to the ASK Italian journey, to keep it fresh and providing opportunities for promotion.
Senior Managers and Directors are available and accessible, listening to ideas and feedback and genuinely doing something about it. Face to face feedback and collation of more ideas via the we are ASK Italian engagement tour. You can never over communicate, continuing to evolve their communication processes, checking how to reach all employees by testing new communication channels and asking what works and what doesn't for their teams. Striving to increase their green credentials and sustainability and telling everyone what they have achieved. Focussing on what they do well including team events, team and individual development, non hierarchical inclusive culture personal contact in restaurants, making time for everyone. They have a clear career path, they continue to make it as visual as possible. Adding in new elements regularly to the ASK Italian journey, to keep it fresh and providing opportunities for promotion.
The ASK Italian Journey has had a major impact on our business results and HR metrics as well as employee development and engagement. The Journey is open to everyone and it provides an opportunity for self-driven learning and career progression from waiter to operations manager and from kitchen assistant to chef trainer. The journey provides clarity around the responsibilities, knowledge and skills required for every role, with training before graduating into a role or taking up a promotion. This year they have added further development modules to the journey for managers to develop as area support trainers and a special programme called Spotlight that prepares managers for high volume sites and managing large teams. The journey is enhanced by a bespoke 12 month leadership development programme for high potential head chefs, a bespoke 12 month leadership programme for high potential restaurant managers, and leadership development for their operations managers and senior department heads. In addition they use Myers Briggs for team building and developing collaborative working across all functions.
The most distinctive way Asidua's leader engages colleagues in their organisation is through empowerment, encouragement and open communication. Asidua management team have a focus on empowering and engaging employees hence highlighting commitment to the values of the organisation.
Asidua works closely with the Simon Community in order to help the homeless. This includes raising funds and also providing gifts such as scarves, hats, gloves etc. for distribution. The company promotes a 'switch-off' policy for all electrical equipment not in use and energy efficient practices are included in all employee induction programmes. Equipment such as the photocopier, printers etc. have low power stand-by or sleep features enabled. The purchase of energy efficient equipment is kept under ongoing review and considered at the time of purchase in line with business needs. Asidua has also undertaken a server consolidation programme to switch off servers which are either older and inefficient or no longer required.
Asidua works closely with the Simon Community in order to help the homeless. This includes raising funds and also providing gifts such as scarves, hats, gloves etc. for distribution. The company promotes a 'switch-off' policy for all electrical equipment not in use and energy efficient practices are included in all employee induction programmes. Equipment such as the photocopier, printers etc. have low power stand-by or sleep features enabled. The purchase of energy efficient equipment is kept under ongoing review and considered at the time of purchase in line with business needs. Asidua has also undertaken a server consolidation programme to switch off servers which are either older and inefficient or no longer required.
The last Friday of every month is a dress down day for charity when all staff donate £1 to that month's nominated charity. Employees are able to make nominations for a charity of their choice. The Group match whatever money is raised across each of the Group's locations. No upper limit has been placed on this initiative. The Group have also matched money being raised by individuals for various charities of their choice outside of work.
The senior management team actively look for ways to embrace and show their dedication and commitment to the staff and Group as a whole. The Executive Team have an open door policy and many chose to regularly work out in the open plan space so they are visible and approachable to staff. Further the Executive Team meet monthly to discuss the business and the current big topics, following these meetings the Executive communicate to all staff via e-newsletter and in team meetings on what was discussed, celebrating the successes as well as advising any actions being taken to address issues. Further, the Executive supports the Best Companies initiatives by getting involved/participating in the desk hops, email free days and meeting free week. Recently a ‘Meet the Directors' induction day took place in October. All new entrants who joined the Group this financial year were invited to the all-day event in Head Office. The initiative was hosted by the CEO and involved a number of presentations by the Directors and Executive Team. The aim of the day was for the Directors to meet the new entrants and for the new starters to gain more information about the different Director's roles and responsibilities and the parts of the business that they are responsible for. It is an initiative that the Group are keen to undertake twice a year so that new starters get the opportunity to let the Directors know what it feels like to be a new entrant.
The Group's induction process ensures learning and development is supported throughout the induction and probationary review process. They also have “Be Our IDEAL Candidate” which ensures their employees are given the best support and advice when applying for internal job opportunities and developing their careers across the group. Every job vacancy is advertised internally and includes a link to supporting information on how to complete an internal job application, and hints and tips on carrying out a successful interview, giving all candidates the best chance of success. Employees also have regular one to one's with the line managers and formal reviews are carried out as part of the annual and interim personal development review process. Learning and development opportunities are sought as part of this process and employees have personal development plans to support their personal development.
Arrow Global has a multi-tiered learning and development framework, which starts at core skill training, progresses through tailored training and top talent development, and peaks with executive development. In addition, internal knowledge sharing is key, the company runs a series of lunchtime master classes where leaders from different teams across the business give an overview of their area of responsibility to employees from other areas. The free lunch provided is a bonus. They also offer team specific breakfasts, mini master classes where technical skills/best practice is shared.
On the company's recent floatation on the London Stock Exchange, all employees received a grant of free shares in the company, giving them a vested interest in the future success of the organisation.
Arrow Global has a multi-tiered learning and development framework, which starts at core skill training, progresses through tailored training and top talent development, and peaks with executive development. In addition, internal knowledge sharing is key, the company runs a series of lunchtime master classes where leaders from different teams across the business give an overview of their area of responsibility to employees from other areas. The free lunch provided is a bonus. They also offer team specific breakfasts, mini master classes where technical skills/best practice is shared.
With 2,300 employees across 60 sites in the UK, Europe, the USA and Asia getting employees physically together is a challenge Arqiva believe is worth taking on. They increasingly think of their employees as belonging to a series of communities looking for ways for employees to develop their knowledge and understanding as well as great working relationships within those communities. Three specific companywide team building events designed around distinct communities in the last 12 months are: Annual leadership conference for 450 employees from first line leaders up to their Management Board. Each has one or more direct reports or contributes to the development of leadership capability across Arqiva. This is a critical event as Arqiva strongly believe that great leadership is a fundamental component of being a Great Place to Work. Annual Sales and Account Management conference for 150 employees from around the world, each of whom supports or develops the relationships with their customers. This included commercial line management up to their Management Board. This key event focuses on inspiring great customer care, collaborative working, maximising opportunities to help customers prosper and succeed, and development of their people through sharing best practice. Safety, health and environment conference with over 100 employees attending from across all levels of the business from field engineers to senior management. This provides an overview of important safety, health and environmental topics related to their SHE strategy. Safety, health and environment is a key element of being a great place to work.
Arqiva believe that each employee should be regularly recognised for their individual contribution and that effective recognition is a key ingredient in creating a great place to work and increasing engagement. They have a range of recognition programmes to help with this including excellence awards and exceptional bonuses - over 20% of the company received at least one of these in the past 12 months, a generous long service award programme. Arqiva recognised 270 employees and 4,455 years of service during the past year and, most recently, introduced a Thank You scheme. They have already advised their employees of their FY15 bonus schemes so they are aware of the targets that they need to meet. The Thank You scheme is an intranet based tool which provides a fun and easy way for all employees and managers to send a personalised electronic thank you card to a colleague - a copy is also sent to the recipient's manager. The scheme has proved extremely successful with over 3,500 Thank Yous being sent in the first 6 months and this rate of usage continues. Arqiva have seen an increase over 14% in their Gallup score on recognition which increased by over 14% between 2013 and 2014 and they continue to look for opportunities to recognise their employees in ways that are meaningful to them.
Arqiva believe that each employee should be regularly recognised for their individual contribution and that effective recognition is a key ingredient in creating a great place to work and increasing engagement. They have a range of recognition programmes to help with this including excellence awards and exceptional bonuses - over 20% of the company received at least one of these in the past 12 months, a generous long service award programme. Arqiva recognised 270 employees and 4,455 years of service during the past year and, most recently, introduced a Thank You scheme. They have already advised their employees of their FY15 bonus schemes so they are aware of the targets that they need to meet. The Thank You scheme is an intranet based tool which provides a fun and easy way for all employees and managers to send a personalised electronic thank you card to a colleague - a copy is also sent to the recipient's manager. The scheme has proved extremely successful with over 3,500 Thank Yous being sent in the first 6 months and this rate of usage continues. Arqiva have seen an increase over 14% in their Gallup score on recognition which increased by over 14% between 2013 and 2014 and they continue to look for opportunities to recognise their employees in ways that are meaningful to them.
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