State of Engagement 2026 Report |
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Thrive Homes switched quickly to being a remote business last March. The Chief Executive, Elspeth Mackenzie, took to the internal social network OneThrive to provide business updates and advice on public health guidelines. Workplace by Facebook was also used to keep staff informed.
The Lumina Spark programme is used to develop people's understanding of themselves and others. It provides tools to constructively share, challenge, debate and give feedback, and to enhance emotional intelligence when interacting with colleagues and customers. Managers draw on its insights in the growth of their teams.
Inspired by a two-minute video from New Zealand prime minister Jacinda Ardern, managers took part in a 15-second challenge, #PrideinThrive. Each of them filmed themselves talking about what they were most proud of and grateful for. The clips were posted on the firm's internal social network.
To encourage teamwork and create an understanding of what TDS does, new employees are introduced to the executives and key members of staff. Employees are trained to do other jobs in their department and encouraged to help out in other departments.
Staff have been sent regular gifts through the year, including a Christmas hamper – the perfect accompaniment for the virtual Christmas party. Other events included quiz and bingo evenings. The wellbeing team supports managers with any mental health issues in their teams and counselling is available through an employee assistance programme.
The TDS Charitable Foundation promotes education in the rights and responsibilities of tenants and landlords. It has awarded grants of £54,725 to five organisations since January 2020 and £808,1000 in total since 2014. The most recent round of funding took into account the effect of the pandemic on the sector.
The senior management team is committed to a leading-from-the-front approach. Covid-19 saw an increased focus on employee safety, with team leaders regularly consulting with staff, encouraging feedback, and following through on initiatives that drive safety in the workplace.
Career progression has continued despite lockdowns and the Coaching Inn's Innspire app promoted such development. Skills training takes place internally and externally through online courses, video tutorials and tailored team-member communication. Face-to-face coaching was actually enhanced by delivering it in smaller groups.
The company has continued to support industry-specific charities such as Hospitality Action and Only a Pavement Away (OAPA), with fundraising and by promoting awareness of their causes. Coaching Inn CEO Kevin Charity waited on tables for the day at an OAPA function, along with other business leaders in the industry.
Teamspirit's culture of collaboration allowed the senior leaders to implement decisions quickly and effectively under high-stress, chaotic conditions as the coronavirus crisis developed last year. They road-tested a pandemic disaster recovery plan with all employees in February and implemented flexible working.
After a survey showed that 59% of staff feared that remote working might slow their career and personal development, the agency raised the visibility of its extensive training programme and celebrated promotions (19% of the 70-strong team were promoted last year). In the next survey, 59% shrank to 19%.
Staff vote anonymously in the quarterly peer group rewards scheme, which honours team members who have made a difference through living the company values. The six people with the highest number of nominations receive a £600 voucher and get to hear the often moving comments of colleagues who nominated them.
Open and honest communication is key at TCS. This is illustrated by the way pay rises were handled during the pandemic. While the increases were initially put on hold, managers announced they were reinstated at the first possible opportunity – creating huge trust among employees.
Staff are paid to learn. Under the Elevate Wings 1 initiative, which was launched during Covid, junior to mid-level employees who complete specific training packages will not only upskill – they will also qualify for a salary increase of up to 25 per cent.
The Tata Group, TCS's parent company, has pledged over $200million to protect and empower communities during the pandemic. Working with the World Economic Forum, it made its remote learning software free to schools and colleges, to help some of the estimated 1.37billion children that risk having their education interrupted.
During the pandemic, leaders have used constant communications with employees. They have contributed to morale through the company's increasing corporate and social responsibility initiatives. The company's leadership has led by example and remained accessible to employees throughout.
During lockdown, a pets' hour gave staff the chance to introduce their pets on video calls to your colleagues. A virtual MasterChef allowed people to share cooking skills and a social club formed at the digi pub.
The company introduced team initiatives such as yoga and mental wellbeing sessions. It also tried to reduce unnecessary meetings and give employees more of their time back.
Managers undergo a five-day leadership development programme. Personal goals are set and measured each year or more frequently as appropriate. Discussion between leaders and their managers were the keystone of support offered through the pandemic. The frequency of conversations increased while working from home and ideas were gathered and implemented.
The pandemic was a catalyst for a significant increase in communication, particularly to deliver fast information direct to every employee. It initiated “All Hands” calls to explain the company approach to working from home, coping with home schooling, furlough and temporary reductions in working hours.
Solid Solutions offers an end-of-year company bonus to maximise achievement in the final months of the year. Benefits for staff include free dental and life insurance and staff discounts.
A positive outcome of the pandemic is that communication within and across the company is better than ever. Good communication was key to maintaining high levels of engagement and CEO Georg Ell led from the front with weekly All Hands meetings that kept everyone informed.
Though this was paused it from April to September 2020, an individual training budget for every employee has since been reinstated. Smoothwall recently recruited a software engineer apprentice who will complete a DevAccelerator upskill programme with Northcoders – a bespoke apprenticeship scheme – for 16 months. The executive team supports managers' with personal coaching.
Salary sacrifice scheme Tusker supports employees to buy electric or hybrid cars, and the company installed four charging points in the car park. There were two further salary-sacrifice schemes to help eco- and health-minded staff fund the purchase of bicycles.
The senior management team launched their Inclusion Pledge and initiatives including a quarterly inclusion survey. A Leadership Mentoring Scheme has also been introduced. This scheme invites applications from everyone, however, it particularly encourages them from employees from underrepresented groups and those who struggle to be heard or who think differently.
SB&G has created a central budget for peer-to-peer recognition, in the form of “Now That” rewards. Staff can recognise their colleagues in the moment with a personalised “Now That” reward of up to £50 with staff sending e-vouchers and deliveries to their colleagues throughout the pandemic.
During 2020 staff raised more than £45,000 for charity partner Macmillan Cancer Support through virtual fundraising including a day-long Coffee Morning, with escape rooms, bake-alongs, live quizzes and online bingo. Employees did skills based volunteering throughout the pandemic working with social enterprises and charities.
The senior management team lead by example, by living the organisation's values and principles. They demonstrate this through their behaviour and how they interact with staff. They have a friendly, honest and open approach and staff have regular opportunities to engage with them and ask them questions.
Scarf has introduced a further learning support policy which encourages staff to take courses that lead to a recognised educational or professional qualification. The organisation loans employees up to £1,000 in course fees.
Last year, Scarf set up a support fund for householders struggling with fuel debt. The Heat Fund has distributed more than £7,000 to help residents heat their homes, mainly through buying prepayment meter credit.
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