State of Engagement 2026 Report |
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They currently recycle cardboard and paper and have recently brought in plastic and tin recycling at the request of the staff. They are also actively working towards becoming a fully paperless office.
Although the directors share an office, they operate an open-door policy where any employee can drop in and see them if they wish. Ed's approach to face-to face communication also aids in employee engagement.
Leadership development programmes at Fletchers Solicitors include Aura, Heads and Leader Up. Over the past year, they have also done a considerable amount of work on apprenticeships.
Steve Varley likes to engage directly with employees. Neither he nor his team sit in offices; their desks are in an open-plan space with everyone else. They rotate their meetings between sites across the UK to meet with different offices.
EY Badges, introduced in November 2017, are the first digital badges to be offered globally. They provide on-demand access to learning content that will help employees to develop future-focused skills and provide experiences that can shape their careers.
EY Badges, introduced in November 2017, are the first digital badges to be offered globally. They provide on-demand access to learning content that will help employees to develop future-focused skills and provide experiences that can shape their careers.
Performance is measured through individual objectives and KPIs, plus delivery of work against company values. Objectives are formally monitored at least twice a year. There's an ‘output-driven' approach to managing performance and staff can choose how and when they deliver these within their role.
Performance is measured through individual objectives and KPIs, plus delivery of work against company values. Objectives are formally monitored at least twice a year. There's an ‘output-driven' approach to managing performance and staff can choose how and when they deliver these within their role.
Performance is measured through individual objectives and KPIs, plus delivery of work against company values. Objectives are formally monitored at least twice a year. There's an ‘output-driven' approach to managing performance and staff can choose how and when they deliver these within their role.
A number of line managers have embarked on developing themselves with the Institute of Learning and Management. These qualifications have proven to be extremely popular as participants can apply all they learn to their day-to-day role as people managers.
A number of line managers have embarked on developing themselves with the Institute of Learning and Management. These qualifications have proven to be extremely popular as participants can apply all they learn to their day-to-day role as people managers.
A number of line managers have embarked on developing themselves with the Institute of Learning and Management. These qualifications have proven to be extremely popular as participants can apply all they learn to their day-to-day role as people managers.
For staff they have an employee support line, which is a free and confidential 24 hour, 365 days a year, telephone service offering staff and their direct family members support on stress at both work and at home.
For staff they have an employee support line, which is a free and confidential 24 hour, 365 days a year, telephone service offering staff and their direct family members support on stress at both work and at home.
Their annual 'Star Awards' aim to highlight exceptional performances where teams or individuals have 'gone the extra mile' and been a shining emblem of one of the council's shared values. The Star Awards take place at the Mayor's Christmas drinks event in December.
Each year, DLL pledge a number of volunteering hours to work with various initiatives in the local community. They also regularly donate to local food banks and hold events to teach students from nearby schools interview techniques and skills.
Managers are put through a two-part programme called “Learning to Lead”. This prepares them to lead through coaching and helps them understand their teams. The programme takes place over five days and includes 360-degree feedback, MBTI and coaching skills.
Each year, DLL pledge a number of volunteering hours to work with various initiatives in the local community. They also regularly donate to local food banks and hold events to teach students from nearby schools interview techniques and skills.
Direct Line need their managers to stretch themselves, perform to the best of their ability and continuously improve. Their straightforward and less bureaucratic approach to managing performance and development is based on two-way communication between management and employees.
Their CONNECT programme, set up in 2014 and delivered to more than 5,000 employees, allows fresh thinking and better conversations to take place at work in order to deliver an improved experience to customers and bolster communication with each other.
Direct Line need their managers to stretch themselves, perform to the best of their ability and continuously improve. Their straightforward and less bureaucratic approach to managing performance and development is based on two-way communication between management and employees.
Their One Million Futures strategy aims to help a million people get to where they want to be by 2021, whether it's the classroom, workplace or boardroom. So far, they have contributed more than £10 million and have supported more than 480,000 futures.
Deloitte University, a global network of seven world-class regional campuses, delivers cutting-edge learning to develop the current and next generation of Deloitte business leaders. The curriculum ensures that learning is an integral part of their workplace.
David regularly shares his experiences with many of the country's business leaders, as well as senior people from the political, regulatory and not-for-profit spheres via blog posts. In 2018, he and his family were on the Deloitte London Pride bus dancing with their GLOBE network colleagues.
In 2018, the company sponsored the Essex & Herts Air Ambulance Trust (EHAAT), holding various fundraising activities to raise money for the charity. Activities included taking part in a Tough Mudder race, holding a sponsored walk and organising a cake sale.
All managers that attend leadership training have a follow-up meeting to agree a development plan with their line manager. This is reviewed alongside their objectives from their annual review to ensure they are on track and working towards the same vision.
In 2018, the company sponsored the Essex & Herts Air Ambulance Trust (EHAAT), holding various fundraising activities to raise money for the charity. Activities included taking part in a Tough Mudder race, holding a sponsored walk and organising a cake sale.
Last year, Dalcour Maclaren chose the Alzheimer's Association for their annual charity fundraising programme, raising more than £27,000. All employees were given the option to take half a day off work to volunteer in their local communities.
The company introduced a flexible working policy in response to employee feedback. This has been a very popular addition to their working practices, as it is helpful for staff with external domestic commitments, such as children and pets.
Last year, Dalcour Maclaren chose the Alzheimer's Association for their annual charity fundraising programme, raising more than £27,000. All employees were given the option to take half a day off work to volunteer in their local communities.
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