State of Engagement 2026 Report |
Download report
The senior management team at Brightstar Financial live and breathe the mission, vision and values of the company in all that they do. They love what they do, they work tirelessly to secure and enhance partnership, they actively encourage, lead and place huge value on people development, they work ethically, always safeguarding standards and practices to ensure this and implement and encourage practices to make it easy to work with Brightstar.
Success at Brightstar is down to their people. They value the team and reward loyalty, commitment and hard work. To support this belief, they introduced the 'Brightstar Partners Programme' in 2019. Any Brightstar whom has completed 5 years of continuous service becomes a 'Brightstar Partner'. This status identifies and elevates their longest standing team members and affords specific benefits, opportunities and responsibilities to the individual.
The senior management team at Brightstar Financial live and breathe the mission, vision and values of the company in all that they do. They love what they do, they work tirelessly to secure and enhance partnership, they actively encourage, lead and place huge value on people development, they work ethically, always safeguarding standards and practices to ensure this and implement and encourage practices to make it easy to work with Brightstar.
Their senior management team (SLT) prides itself in rolling up their sleeves and getting stuff done, they aim to work in a servant leadership style consistently across the business, putting their teams first and themselves second. Their commitment to the values is clear across the employee experience, they are all involved in the interviewing process regardless of the level of hire, and all of their SLT meet with each new starter to explain their area of the business and how it works. This is also a great way of their new starters getting to know the senior team quickly and breaking down any perception of hierarchy in the organisation.
Their office is open plan and all senior management sit within their Team, this means they have a super transparent way of working and all of their Teams feel close to their member of the SLT. Each one takes responsibility of hosting the Monthly Meeting as they all agree on the importance of regularly communicating with the entire Team. The SLT make a point of being involved in everything they do and throw themselves fully into their team events and socials i.e. everyone in the business was in a Hackday Team (no exceptions) and their COO was working alongside their Customer Delight Associates, Marketing Execs. Often the SLT themselves will take the lead in organising team socials and other ways to care for the whole Team i.e. their Director of Marketing created and hosted the entire Crystal Maze evening.
Management Development programme rolled out to all people Managers in 2018, this is being followed up in 2019 with additional modules focusing on Performance Conversations, Coaching skills and giving feedback. They've placed a special emphasis on getting more comfortable with feedback in 2019, it's a topic that comes up in their SLT meetings as well as feedback from their reviews so they've been really keen to help everyone be more confident with feedback conversations. Managers have already completed one day training on Performance Conversations and will be following up with workshops covering Everyday Feedback and Coaching Skills.The People Team are already thinking about what the next phase of learning is for the Management Team in 2020, they want their Managers to be ready to grow into amazing Leaders.
Management Development programme rolled out to all people Managers in 2018, this is being followed up in 2019 with additional modules focusing on Performance Conversations, Coaching skills and giving feedback. They've placed a special emphasis on getting more comfortable with feedback in 2019, it's a topic that comes up in their SLT meetings as well as feedback from their reviews so they've been really keen to help everyone be more confident with feedback conversations. Managers have already completed one day training on Performance Conversations and will be following up with workshops covering Everyday Feedback and Coaching Skills.The People Team are already thinking about what the next phase of learning is for the Management Team in 2020, they want their Managers to be ready to grow into amazing Leaders.
Senior managers benefit from external coaches with sessions taking place each month. Other managers or participants in their internal development programme benefit from 6 months of internal coaching upon request.
Assura have an array of environmental practices in place, such as: Encouraging working from home, a cycle to work scheme, Carbon offsetting and discouraging business travel.
Assura have an array of environmental practices in place, such as: Encouraging working from home, a cycle to work scheme, Carbon offsetting and discouraging business travel.
The Sustainability Group at Assael Architecture helps to maintain the ISO14001 certification achieved in 2016, and push forward greener initiatives, including organising the annual Green Week that engages employees, clients and consultants in tackling environmental issues.
The Sustainability Group at Assael Architecture helps to maintain the ISO14001 certification achieved in 2016, and push forward greener initiatives, including organising the annual Green Week that engages employees, clients and consultants in tackling environmental issues.
The Sustainability Group at Assael Architecture helps to maintain the ISO14001 certification achieved in 2016, and push forward greener initiatives, including organising the annual Green Week that engages employees, clients and consultants in tackling environmental issues.
Altro hold celebration events every six months where the whole company gets together. This year, Altro celebrated its 100th anniversary and invited the whole Altro Group, including some overseas office to a party in London to say thank you.
The leader holds team briefings twice a year, where all employees are invited. They are given business performance updates, as well as being able to ask questions, both openly and anonymously.
Employees can purchase up to 5 additional holiday days per year as part of flexible benefits. Other initiatives include holiday entitlement increasing by 1 day, every other year for length of service.
The firm hold regular departmental meetings, fee earner meetings and director meetings. Their 2019 Summer BBQ was borne from the directors wanting to give something back to their staff so they hired a venue and put on entertainment and food for staff and their partners.
AFG LAW are dedicated to the development of its employees. They provide e-learning, paid time off for study and support for non-work related training/ qualifications to any member of their team.
AFG LAW are dedicated to the development of its employees. They provide e-learning, paid time off for study and support for non-work related training/ qualifications to any member of their team.
In September 2018, they hosted a two-day group conference in Stuttgart where nearly 1,000 employees got together to run sessions, talks and workshops. The two evenings were filled with social events that celebrated the cultures of all the Zuhlke Group countries.
The management team has regular meetings and also an annual off-site event where retrospectives are carried out and strategy on areas of improvement is defined. They use the company's values to manage and assess performance, ensuring team members strive to develop and live up to them.
The management team has regular meetings and also an annual off-site event where retrospectives are carried out and strategy on areas of improvement is defined. They use the company's values to manage and assess performance, ensuring team members strive to develop and live up to them.
A bespoke management development programme has developed commercial acumen and knowledge of specific topical areas. This has led to promotional opportunities and excellent retention rates. A staff mentoring programme provides mentoring and support services to staff in their first year of employment.
Success is celebrated at least twice a year and there's a zero-tolerance approach to poor performance. The Principal appoints every single member of staff and has introduced a PRP system. Staff who have left for more money often return, citing his leadership.
A bespoke management development programme has developed commercial acumen and knowledge of specific topical areas. This has led to promotional opportunities and excellent retention rates. A staff mentoring programme provides mentoring and support services to staff in their first year of employment.
In addition to training programmes, they also offer a mentoring approach for their managers and staff. In 2018, they encouraged trainees to buddy up with a more senior employee, who acts as their "mentor", helping with all aspects of the job.
In addition to training programmes, they also offer a mentoring approach for their managers and staff. In 2018, they encouraged trainees to buddy up with a more senior employee, who acts as their "mentor", helping with all aspects of the job.
They have monthly and annual employee awards, rewarding these individuals with perks such as afternoon tea at the Shard or Red Letter days. Four separate groups of employees also enjoyed an European holiday destination of their choice as reward for their hard work.
WiserPulse is an internally developed people engagement tool, used by all teams to strengthen how they work together and assess how they are feeling. It was created because they wanted to ensure that their values and what makes them unique are upheld every day.
Wellbeing Week includes workshops on nutrition, minimalism, resilience and coping with stress. They also offer manicures, pedicures, massages, sauna, acess to a gym, and yoga - all free. After four years, staff can take six weeks' paid leave plus £1,000 spending money.
Wellbeing Week includes workshops on nutrition, minimalism, resilience and coping with stress. They also offer manicures, pedicures, massages, sauna, acess to a gym, and yoga - all free. After four years, staff can take six weeks' paid leave plus £1,000 spending money.
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.