State of Engagement 2026 Report |
Download report
Leaders talk to staff using Microsoft Teams and encourage cameras to be on for every meeting for more engagement. The whole company gets together in a virtual forum every week for an update from Head of Operations Sarah Tanner and MD Natalie Llewellyn about new starters, initiatives, projects and any other news.
Jellyfish employs people with the view of developing them. New joiners can be entry-level runners, apprentices and graduates and there is extensive on-the-job-training and real-life experience. Some staff study and are supported to do so and mentors are assigned to people, too.
The company implemented the 2.6 challenge during lockdown to raise money for mental health charity Mind. Employees could run, walk or cycle, using 2.6 as a measure. One inventive member of staff even walked up and down their stairs for 26 minutes.
All managers take part in monthly 1:1s for feedback and to give them the tools they need to perform in their roles. They are also invited to undergo two further annual appraisal and review processes. Minimum expectations around communicating with their teams are in place.
Staff received Just Eat vouchers and there were gardening competitions, fun-run challenges and other company-wide events to keep team spirits high. Mental health support channels were set up and senior leaders were visible and on hand as people adjusted to remote working.
A transparent, fun, supportive and purposeful culture makes Impero a great place to work. Every quarter, the in-house awards system recognises people with can-do attitudes who embody the core company values that include “we make it possible for our people” and “we make it possible for our clients”.
Having a mechanism for employees to anonymously ask questions and for every question to be answered during its townhall meeting reflects Hamlyn Williams' principle of transparency. Employees are also regularly encouraged to share their feedback and concerns through their managers and speaking to the human resources team.
The pandemic has brought the UK team closer together with employees reaching out to colleagues who they wouldn't usually spend time with, exchanging messages and best practice. Video calls have also helped building global relationships and camaraderie through sharing good news stories and introducing new starters.
Hamlyn Williams rewards staff with benefits including medical, dental and vision insurance, free vacation between Christmas & New Year, a 40 hour working week which finishes at 3:30pm on Fridays as well as an in-house training programme and clear promotion targets.
Unique to Clicky is that Agency Director Laura Hothersall used to be a coach and mentor –she is still a mentor for the The Girls Network, which aims to inspire and empower girls from the least advantaged communities. Coaching is thus the backbone for Clicky's management style.
All staff have personal development plans, with technical and behavioural training plans, and a monthly manager training programme that used to feature the usual aspects of management – such as delegation and colleague-to-manager leadership styles – has been updated to include coaching on agile and remote working.
Clicky staff took part in the Women's Voices event, part of International Women's Day in March, that that saw some of the most talented professionals from across the media and the creative industries share their expertise with 30 charities that campaign and advocate for women, girls and those who identify as female.
The company reviews its business mission and goals at quarterly all-staff meetings. Regular interaction with everyone is key for the leaders to reinforce the organisation's values. The organisational development team meets regularly with the chief operating officer and employee suggestions and comments are discussed, to ensure the company meets staff expectations.
ANS works with staff to develop goals and plans that allow career paths to flourish and people are rewarded through salary increments. Internal recruitment and promotions are preferred over recruiting externally to ensure as much organic growth as possible.
In the ANS Lip Sync Battle, directors battled it out to raise nearly £1,000 for charities such as the Manchester Youth Zone. In the summer, a sister youth zone, HideOut Youth Zone, opened. Instead of splitting its annual £25,000 donation between the two, the company doubled the money.
Senior managers use Facetime to call and talk to individual employees, especially those in thee vulnerable category, to check in with them. The feedback was that the calls were enjoyed by staff and a good way to get to know managers better.
Every individual goes through People Performance Management and measured on how they go about their job and what they do. They are graded against Development Needed, Achieving Standards and Exceeding Expectations and their salary and benefits package is linked. Development Needed grades are given a personal development plan.
Teamwork is important to First Contact and staff are encouraged to take part in charitable ventures, including supporting St George's Crypt, which offers help to homeless people, Westways Open Arms, drop in facilities for those in need, and a beach clean-up near Scarborough.
Their Environmental Group meets regularly to assess the ways in which they can make a positive contribution to their surroundings. Some of the projects initiated by the group have included installation of solar roof panels, sourcing of electric company cars to reduce carbon emission, replacing lightbulbs with LEDs (many on motion sensors) and sourcing their additional electricity from a green energy supplier.
Their Environmental Group meets regularly to assess the ways in which they can make a positive contribution to their surroundings. Some of the projects initiated by the group have included installation of solar roof panels, sourcing of electric company cars to reduce carbon emission, replacing lightbulbs with LEDs (many on motion sensors) and sourcing their additional electricity from a green energy supplier.
They have recently introduced a choir session directed by the Choir Leader that led the group that won last year's BBC Pitch Battle competition. According to research from the CIPD, singing together can be one of the most positive activities they can engage in to boost wellbeing, increase confidence, improve communication and gain a sense of overall achievement.
More recently they have encouraged WW employees to bring the inside out, sharing externally what it feels like to work for their brand. They have achieved this through more effective use of social media - sharing their internal events and development opportunities across LinkedIn and holding Facebook Live Q&A recruitment sessions that give candidates an opportunity to meet the team and ask about their opportunities.
They use a variety of tools to help employee development. One of which is their WW Inspire events where they invite guest speakers to share their experiences of development, including the Olympic Champion Alex Gregory and Celebrity Ambassadors Curtis Pritchard and Alison Hammond.
More recently they have encouraged WW employees to bring the inside out, sharing externally what it feels like to work for their brand. They have achieved this through more effective use of social media - sharing their internal events and development opportunities across LinkedIn and holding Facebook Live Q&A recruitment sessions that give candidates an opportunity to meet the team and ask about their opportunities.
They have recently invested in their managers of the future as a number of employees are undertaking a chartered manager degree apprenticeship through a local university, which is a 4 year program and on completion candidates will gain a BA (Hons) in Business Management and will obtain chartered management status.
Their senior team live and breathe their company values, the employee of the month is based around their values as is the yearly awards. They hold a weekly Senior Management meeting incorporating core areas of trading and the directors invite their platinum employees (those employees that have been with the business for 9 years or more) to a lunch meeting each month to provide an insight into future initiatives for the business and to welcome their suggestions.
Their senior team live and breathe their company values, the employee of the month is based around their values as is the yearly awards. They hold a weekly Senior Management meeting incorporating core areas of trading and the directors invite their platinum employees (those employees that have been with the business for 9 years or more) to a lunch meeting each month to provide an insight into future initiatives for the business and to welcome their suggestions.
They keep in touch with parents and enable them to understand what is happening in the workplace during their leave should they wish. They have flexible working to allow parents to start and finish at different times removing the stress of 'clocking in and out'. They invite to work and social events to keep them in touch.
They keep in touch with parents and enable them to understand what is happening in the workplace during their leave should they wish. They have flexible working to allow parents to start and finish at different times removing the stress of 'clocking in and out'. They invite to work and social events to keep them in touch.
They keep in touch with parents and enable them to understand what is happening in the workplace during their leave should they wish. They have flexible working to allow parents to start and finish at different times removing the stress of 'clocking in and out'. They invite to work and social events to keep them in touch.
You’ve explored the Factors - now discover how your organisation can gain deeper insight into what truly drives engagement and workplace culture.
Our approach measures organisational health across eight core areas: My Team, Leadership, My Manager, Personal Growth, My Company, Wellbeing, Fair Deal, and Giving Something Back. Together, they give you a complete view of how your people think, feel, and experience work.
Complete the form and take the first step toward a stronger, more engaged organisation.