State of Engagement 2026 Report |
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The business at Saville has several initiatives in place to support the wellbeing of employees. The single greatest impact has been the move from a small, crowded office to a larger office space which includes: - Onsite access to a gym which any employee can use free of charge - 9 hole pitch and putt - Swimming pool - Tennis court - Subsidised restaurant - Easy access to public transport. This working environment encourages employees to take a proper lunch break where they are able to eat healthy food and sit and chat with colleagues in a convivial environment. The emphasis on space and the ability to take part in sport and exercise during the week has made a big difference.
The Saville Consulting Social Club organises an annual Sports day and BBQ. It is a highlight of the social calendar and sees cross functional teams competing intensively for the overall team winner's prize. Events include Cheerleading, Tug of War, Relay, Ultimate Frisbee, Softball, Dress the Cowboy and Fishing.
The business at Saville has several initiatives in place to support the wellbeing of employees. The single greatest impact has been the move from a small, crowded office to a larger office space which includes: - Onsite access to a gym which any employee can use free of charge - 9 hole pitch and putt - Swimming pool - Tennis court - Subsidised restaurant - Easy access to public transport. This working environment encourages employees to take a proper lunch break where they are able to eat healthy food and sit and chat with colleagues in a convivial environment. The emphasis on space and the ability to take part in sport and exercise during the week has made a big difference.
Earlier in the year Save Britain Money's CEO challenged a member of staff to organise a memorable event in a brewery. The night was superb with over 80 members of staff attending and some of their in-house DJs were on hand to provide the entertainment. With beer on tap, plenty of food and the token karaoke machine, the night was a great success.
Save Britain Money have a Green 12 scheme, which is a performance management scheme which sets benchmarks for their new starters over a 12 week period. The aim is to allow staff to develop within the organisation and provides tailored support and 1-2-1 coaching for those in need. They have an improved retention rate and they feel that this is a direct result of this scheme.
Save Britain Money have strong relationships with local schools which involves fundraising and the invitation for classes to join them to experience a day in the life of their business. They are also sponsors of their local rugby team and as part of their partnership they are sponsors of the RWE community programme. This programme is available to all schools in the Swansea, Neath, Port Talbot and Bridgend area and is used to develop their oracy, literacy and numeracy skills through investigating various aspects of rugby activities. Off the back of this pupils learn about them as sponsors and spend time visiting their offices where they let them experience key areas of their business, meet the staff and take part in 'new starter' sessions.
SAS is committed to enhancing individual, team and organisational effectiveness in order to help SAS UK accomplish strategic goals. Providing access to cost effective, high-quality learning programs, resources and services tailored to the needs and requirements of the organisation. The aim is to encourage a culture of learning and knowledge sharing that supports the aspirations of employees and the organisation. There is support and guidance available to help employees and team take ownership of their own development. There is not an open programme of courses if the employee or team require anything from technical to soft skills, personal development to business skills, support and guidance is available and provided using the most suitable learning interventions.
SAS is committed to enhancing individual, team and organisational effectiveness in order to help SAS UK accomplish strategic goals. Providing access to cost effective, high-quality learning programs, resources and services tailored to the needs and requirements of the organisation. The aim is to encourage a culture of learning and knowledge sharing that supports the aspirations of employees and the organisation. There is support and guidance available to help employees and team take ownership of their own development. There is not an open programme of courses if the employee or team require anything from technical to soft skills, personal development to business skills, support and guidance is available and provided using the most suitable learning interventions.
SAS UK actively uses the findings from the Best Companies to Work for survey to engage with its employees and show that it is listening to the feedback. Successful areas and those that require focus are highlighted at regular company meetings and departments focussed information is provided to managers to share with their teams. Workshops are run for departments to analyse the Best Company data for their team. An action plan for areas requiring improvement is drawn up and implemented. Focus groups were held to discuss particular areas requiring remedial action.
Managers at Retail Human Resources encourage team members to put forward ideas for social events that they are interested and run with them. One example is what has now become known as "RHR Theatre Club".
A comprehensive induction programme, followed up by weekly training sessions, development workshops and ongoing e-learning ensures that Retail Human Resources's people are continually developing, learning new skills and staying ahead of the game in the recruitment industry. The fact that many of their people are approached by their clients to work for them and that in fact around 30% of their client contacts are ex-employees is testament to how skilled our people are when they leave them, usually having joined with no recruitment industry experience whatsoever.
Managers at Retail Human Resources encourage team members to put forward ideas for social events that they are interested and run with them. One example is what has now become known as "RHR Theatre Club".
In 2012/13 Reed Smith launched an integrated masters in business and legal practice course (LPC) unique in the sector which ensured the trainees who completed this and join us from August 2013 onwards have a deep commercial skill set and a more rounded understanding of business strategy and finance in addition to the law. Their teamwork capability – and application of the commercial knowledge - is also enhanced with a 4 week-long “client project” on a business topic of the client's choosing towards the end of their course. One trainee commented “The client project was the best learning experience I can remember having taken part in”. Their careers competency framework and annual evaluation process for lawyers, staff and secretaries has been further linked to the learning opportunities made available throughout the year. The data from the evaluations was analysed to inform what learning programmes they offered, and this resulted in a number of new programmes being developed. For example, a senior associate business development programme, delivered by an external consultant has had strong feedback throughout and is now in its second year. Building on that they are now creating a senior associate management development programme run along similar lines, plus buddy meetings and a learning log to keep track and share success and progress as a result of the learning. For staff and secretaries they have created a range of courses including confidence and assertiveness, listening and questioning skills and stakeholder management, all of which have had positive feedback. Furthermore, they are rolling out a development programme aimed specifically at managers in their support groups.
Reed Smith financially (and with volunteers and pro bono legal services) support a number of key charities. Their primary charity partners which they have supported for a number of years include,Street League, The Prince's Trust, Providence Row and Create.
Reed Smith operate a ‘core values in action', employee of the quarter award. The employee of the quarter award is awarded to employees who demonstrate the firms core values on a consistent basis and who have shown examples of ‘above and beyond the call of duty'. Fee earners and managers may nominate employees once a quarter, and the winner receives £750 and a duvet day. There are also honourable mention awards for employees who were nominated for the employee of the quarter award but the committee decided to award them an honourable mention instead. Those winners receive £150 and a duvet day. Awards are presented at the monthly partner meetings, and winners are also highlighted on their intranet, OurSpace. They also ensure that they pay the London living wage, not only to their staff, but to all contractors in their supply chain. At partner level they also have the Shaw's Lion Award, the firm's highest individual distinction. The Shaw's Lion Award is given in recognition of a Reed Smith lawyer's significant impact on the firm. Symbolised by a 100-year-old bronze lion owned by one of the firm's founding partners, the award is given annually to the partner who, in the discretion of the global managing partner, best exemplifies the dedication, qualities and commitment to excellence at the heart of their firm. They also have the Sean Halpin Award, their highest pro bono honour. This Award, which carries with it $10,000 to be donated to one or more nonprofits selected by the winners, celebrates the spirit of service to the less fortunate that animated the life of their late Philadelphia partner, Sean Halpin. This year the award went to a diverse team who helped in the aftermath of the Haiti Earthquake.
In April 2013, Redcats announced to all employees that they wanted to ‘make a difference to employees' and to ‘thank them' for their hard work so they developed a challenge. If they could beat last years turnover in sales (between April and June 2013) they would close the business for one day and take every employee to Alton Towers for a day out. The finance team developed a dashboard so everyone could track business progress as well as weekly verbal updates by line managers. Employees got involved and excitement grew as the weeks got nearer the provisional date in July. Two weeks prior to the provisional date they were able to announce they had reached the target and were able to have a day off work to have a treat and go to Alton Towers for the day. The fun team got on with organising the details of the day. Transport was organised via coaches, bingo games were held and football cards (monies raised for company charity) on the bus as well provided bacon or egg butties. When they reached their destination they received ‘fast track' tickets so no queuing on certain rides. Everyone could have a go on any ride they wished or do whatever they they wanted during the day. A private markee was arranged for lunch where there was an extensive buffet with hot and cold food. The weather was kind to them so sitting outside in the sun was a great option. The feedback was fantastic, everyone had a great day out, thoroughly enjoyed it all and didn't spend a penny!
In April 2013, Redcats announced to all employees that they wanted to ‘make a difference to employees' and to ‘thank them' for their hard work so they developed a challenge. If they could beat last years turnover in sales (between April and June 2013) they would close the business for one day and take every employee to Alton Towers for a day out. The finance team developed a dashboard so everyone could track business progress as well as weekly verbal updates by line managers. Employees got involved and excitement grew as the weeks got nearer the provisional date in July. Two weeks prior to the provisional date they were able to announce they had reached the target and were able to have a day off work to have a treat and go to Alton Towers for the day. The fun team got on with organising the details of the day. Transport was organised via coaches, bingo games were held and football cards (monies raised for company charity) on the bus as well provided bacon or egg butties. When they reached their destination they received ‘fast track' tickets so no queuing on certain rides. Everyone could have a go on any ride they wished or do whatever they they wanted during the day. A private markee was arranged for lunch where there was an extensive buffet with hot and cold food. The weather was kind to them so sitting outside in the sun was a great option. The feedback was fantastic, everyone had a great day out, thoroughly enjoyed it all and didn't spend a penny!
In April 2013, Redcats announced to all employees that they wanted to ‘make a difference to employees' and to ‘thank them' for their hard work so they developed a challenge. If they could beat last years turnover in sales (between April and June 2013) they would close the business for one day and take every employee to Alton Towers for a day out. The finance team developed a dashboard so everyone could track business progress as well as weekly verbal updates by line managers. Employees got involved and excitement grew as the weeks got nearer the provisional date in July. Two weeks prior to the provisional date they were able to announce they had reached the target and were able to have a day off work to have a treat and go to Alton Towers for the day. The fun team got on with organising the details of the day. Transport was organised via coaches, bingo games were held and football cards (monies raised for company charity) on the bus as well provided bacon or egg butties. When they reached their destination they received ‘fast track' tickets so no queuing on certain rides. Everyone could have a go on any ride they wished or do whatever they they wanted during the day. A private markee was arranged for lunch where there was an extensive buffet with hot and cold food. The weather was kind to them so sitting outside in the sun was a great option. The feedback was fantastic, everyone had a great day out, thoroughly enjoyed it all and didn't spend a penny!
Reaseheath College have found the annual staff survey to be a very helpful way of listening to employees and to seek their opinion on all matters relating to the College. In particular, staff felt the staff partnership forum was, in its previous guise, not as effective as it could be. This being the consensus highlighted by the survey a project was undertaken to review the structure and purpose of the Forum. The staff partnership forum is now a more formal channel for employees to give their views, raise concerns and share ideas with senior management. The results of the survey and the actions from it are shared with staff in a “You Said, We Did” format allowing staff to see how their views have been heard and acted upon.
Reaseheath College have found the annual staff survey to be a very helpful way of listening to employees and to seek their opinion on all matters relating to the College. In particular, staff felt the staff partnership forum was, in its previous guise, not as effective as it could be. This being the consensus highlighted by the survey a project was undertaken to review the structure and purpose of the Forum. The staff partnership forum is now a more formal channel for employees to give their views, raise concerns and share ideas with senior management. The results of the survey and the actions from it are shared with staff in a “You Said, We Did” format allowing staff to see how their views have been heard and acted upon.
Enabling individual success in their role is very important to Reaseheath College. To be effective, they believe individual learning must be linked back to the needs of the business. With that in mind, managers and team members work together to identify the skills and knowledge required by the role and use this combined with outcomes from individual 121's reviews and PDRs to form the basis for individual learning plans. The best example of how they support employee development in this way has been to develop a programme or learning for their teaching staff by bringing PTLLS, CTLLS and PGCE training in-house. All of their new teaching staff embark on a period of learning to gain this required qualification studying alongside colleagues in their place of work. The benefits of brining this in-house has meant the training forms a natural extension to the induction of new teaching staff and helps them to shape them to be the lecturers and instructors their students require them to be. The organisation's training budget has been developed by managers allowing teams the flexibility and autonomy to plan and arrange their own bespoke training and away days.
In addition to its paid employees, the Hospice is supported by over 1,000 volunteers both at the Hospice itself, and in its retail outlets. The social capital created by these volunteering opportunities makes a huge contribution to the local community. Research by the Charity Retail Association highlights the very positive impact that charity shops have in their local community.
In addition to its paid employees, the Hospice is supported by over 1,000 volunteers both at the Hospice itself, and in its retail outlets. The social capital created by these volunteering opportunities makes a huge contribution to the local community. Research by the Charity Retail Association highlights the very positive impact that charity shops have in their local community.
As a charity their ability to use money as a reward is restricted, however they seek to celebrate success and additional effort by publicly thanking staff in their weekly all staff newsletter. In addition, their chief executive personally thanks staff who have gone the extra mile. They are keen to establish an employee reward and recognition scheme but want to do it in a way that is valued by all their staff so are planning to consult with staff so that they have a better sense of what would be meaningful to them.
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