State of Engagement 2026 Report |
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Managers are able to experience the highs and the lows because they operate a hands on management style. Encourage and motivate their teams to win the quarterly incentive awards. Engage team members in how their input will benefit the Company's profits and how their behaviour/skills will lead to the Company becoming the best practice model within the recruitment industry. Managers would not ask their team to undertake a task which they would not do themselves. Encourage, motivate and provide their team with the skills and information to achieve their set targets and to acknowledge their efforts and outcomes.
Medicare First believe the key to ensuring the wellbeing of their employees is to offer a strong inclusive leadership within an atmosphere of professionalism, fairness, respect, fun, friendliness coupled with reward and recognition for a job well done. The open plan office environment and the hands on approach of their senior management team enables them to communicate, understand and work effectively with the employees to demonstrate they are the company's most valuable asset.
In March of this year Medicare First took part in a fund raising event for "Red Nose Day". Employees were requested to wear at least one item of red clothing and contribute to the charity. The day was a great success with some very interesting displays of inventive red items of clothing, some of which could only be displayed momentarily! Good fun was had by all and the money raised went to a very worthwhile cause.
The managers show much greater flexibilty. It is now commonplace for staff to be working from home on some occasions, to be given opportunities to leave the business earlier on a Friday if travelling away for the weekend. The managers create and agree development plans with staff on an annual basis. The managers feedback the vision to their teams and quarterly objectives are created in line with the plan. The managers review competencies with each of their staff at least once a year.
The managers show much greater flexibilty. It is now commonplace for staff to be working from home on some occasions, to be given opportunities to leave the business earlier on a Friday if travelling away for the weekend. The managers create and agree development plans with staff on an annual basis. The managers feedback the vision to their teams and quarterly objectives are created in line with the plan. The managers review competencies with each of their staff at least once a year.
The Christmas Party is a major event in Matchtech's company calendar. At a time when many businesses have been keeping a keen eye on costs, expenditure on staff social activities has been reduced or even cut. Their business has prided itself on maintaining their social activities. Matchtech pay for all their staff and partners to attend the black tie party and awards ceremony. This involves arranging for their staff from their four UK offices and one German office to converge for the occasion at the Guildhall in Southampton. It is the event in the company's social calendar.
Following the Marks Sattin Mid-Year Review, employees participated in 'The Apprentice Challenge', followed by drinks and snacks. This was a half day event that saw all Marks Sattin employees in the UK and Ireland come together in London to celebrate the company's achievements and participate in an Apprentice themed challenge. Employees were split into groups and tasked with appointing a team leader, then followed clues to different areas of London and carried out challenges to earn points. Each team was given £50 for any purchases required and evidence such as photos and receipts had to be supplied for each challenge. Prizes included bar tabs and dinner at Michelin star restaurant for the entire team.
Managers conduct employee reviews twice annually to understand employees' ongoing needs. Managers lead by example regarding ongoing development and actively encourage non-management employees to harness all the training and development opportunities available to them. Managers offer on-the-job mentoring outside of set hours and/or appraisals to continuously give and receive feedback. Managers actively encourage all employees to get involved in CSR initiatives and lead by example on this. The same goes for social sports and other social activities outside work hours.
Following the Marks Sattin Mid-Year Review, employees participated in 'The Apprentice Challenge', followed by drinks and snacks. This was a half day event that saw all Marks Sattin employees in the UK and Ireland come together in London to celebrate the company's achievements and participate in an Apprentice themed challenge. Employees were split into groups and tasked with appointing a team leader, then followed clues to different areas of London and carried out challenges to earn points. Each team was given £50 for any purchases required and evidence such as photos and receipts had to be supplied for each challenge. Prizes included bar tabs and dinner at Michelin star restaurant for the entire team.
As the majority of the managers have themselves progressed through the company they have the ability to empathise and understand the workload and pressures that comes with each role. Because Team Managers sit with their teams they are accessible and approachable and are on hand to recognise and observe any excessive workload or pressures their team may have and can rectify the situation before it manifests into something larger. Targets are discussed regularly and performance around the targets is constantly reviewed. All managers actively encourage their teams to recognise their colleagues successes by asking them to vote for who that week is most deserving for recognition and receive the team's trophy.
As the majority of the managers have themselves progressed through the company they have the ability to empathise and understand the workload and pressures that comes with each role. Because Team Managers sit with their teams they are accessible and approachable and are on hand to recognise and observe any excessive workload or pressures their team may have and can rectify the situation before it manifests into something larger. Targets are discussed regularly and performance around the targets is constantly reviewed. All managers actively encourage their teams to recognise their colleagues successes by asking them to vote for who that week is most deserving for recognition and receive the team's trophy.
As the majority of the managers have themselves progressed through the company they have the ability to empathise and understand the workload and pressures that comes with each role. Because Team Managers sit with their teams they are accessible and approachable and are on hand to recognise and observe any excessive workload or pressures their team may have and can rectify the situation before it manifests into something larger. Targets are discussed regularly and performance around the targets is constantly reviewed. All managers actively encourage their teams to recognise their colleagues successes by asking them to vote for who that week is most deserving for recognition and receive the team's trophy.
The hotel has invested in the back of house colleague areas and attempted to enhance the work environment. They have opened their third restaurant in as many years called the Canteen as well as brand new Locker Rooms and Offices for the Administrative Departments.
The hotel focuses on different areas for employee development. This could be personal including OTJ (On the Job), GTT (Group Training Techniques) to MLD (Managing Learning & Development). The hotel has in recent years developed two modular Programmes called Move Up and Move Forward using an external company. Move Up is designed for Supervisors or Junior Managers whereas Move Forward is a twelve month programme which focuses on the development of Department Heads. This course is largely facilitated externally at a cost of £25,000 a year for 10-12 delegates a year and is also accreditated by the ILM. The company also sponsors Senior Managers in full to attend MBA including residentials off-site.
There are bi-monthly NETMA (Nobody Ever Tells Me Anything) meetings chaired by the General Manager, attended by 'nominated' Representatives from each Department. These Representatives are elected by their colleagues and serve a six month term.
In the most recent away day to launch the agency's new proposition, staff were put into groups and asked to present back on a live brief incorporating the new values of the business. Feedback at the end of this day was excellent with staff reporting that they had an opportunity to work with senior staff and other teams and share ideas and thoughts on the new proposition. Coupled with this, they got to use the new values alongside real work scenarios allowing them to easily see how to implement them once back in the office. Lexis conduct an annual employee survey and have six monthly peer group meetings of which the results are analysed and fed back to the Board along with key recommendations. These are then fed back to employees at the next quarterly review. Every Friday Lexis finish at 4pm and gather for an all agency meeting. In this meeting, agency messages are reinforced and staff are updated on any business developments. This meeting is also an opportunity for staff to recognise team mates or peers for doing great work that week, by nominating them in the 'Big Ups' category.
By recognising the importance of creating business leaders for tomorrow within their organisation Lexis have implemented a leadership development programme. This is aimed at Account Managers and above and is a module based training programme combining internal and external training where staff receive training on running their own PR business, financial management, leadership training, media relations and day to day management training. 60% of senior management are 'home grown', testament to their continued commitment to promote from within and develop their staff to their ultimate potential.
Line managers are given significant training in how to manage their teams, and being open to feedback and allowing team members to ask questions is instrumental in this training. Employees have the opportunity to do this during their one to ones, team meetings, six monthly reviews and yearly appraisals. Plus Lexis encourages an open door policy whereby everyone in the agency is approachable and visible, regardless of title.
The most effective approach is an ambitious digital training programme which began towards the end of 2010 and was completed in the summer of 2011, facilitated by uTalk Marketing. Leo Burnett wanted to inspire and excite their people about the opportunities digital offers and give people the specific, practical skills to create digital communications. By running a fully comprehensive training programme featuring nine interactive workshops for their account management, planning and creative teams, they gave them confidence to integrate digital into their everyday work and talk to clients about digital with the same credibility that they can talk about offline communications. The workshops were attended by mixed peer groups which made interaction between attendees more beneficial and left people feeling empowered and inspired to take a different approach to their day-to-day tasks. Leo Burnett's course evaluation showed the programme was enormously successful. 94% of staff stated that they were "very satisfied" with the programme. To complement the utalkmarketing training activity Leo Burnett also undertook a number of other development initiatives to enhance the digitisation of the agency such as lunchtime learning sessions with companies such as Facebook, Google, etc. and Q&A clinics in specialist areas such as Social Media, User Experience, Hypermedia, Digital Production etc.
The most effective approach is an ambitious digital training programme which began towards the end of 2010 and was completed in the summer of 2011, facilitated by uTalk Marketing. Leo Burnett wanted to inspire and excite their people about the opportunities digital offers and give people the specific, practical skills to create digital communications. By running a fully comprehensive training programme featuring nine interactive workshops for their account management, planning and creative teams, they gave them confidence to integrate digital into their everyday work and talk to clients about digital with the same credibility that they can talk about offline communications. The workshops were attended by mixed peer groups which made interaction between attendees more beneficial and left people feeling empowered and inspired to take a different approach to their day-to-day tasks. Leo Burnett's course evaluation showed the programme was enormously successful. 94% of staff stated that they were "very satisfied" with the programme. To complement the utalkmarketing training activity Leo Burnett also undertook a number of other development initiatives to enhance the digitisation of the agency such as lunchtime learning sessions with companies such as Facebook, Google, etc. and Q&A clinics in specialist areas such as Social Media, User Experience, Hypermedia, Digital Production etc.
The most effective approach is an ambitious digital training programme which began towards the end of 2010 and was completed in the summer of 2011, facilitated by uTalk Marketing. Leo Burnett wanted to inspire and excite their people about the opportunities digital offers and give people the specific, practical skills to create digital communications. By running a fully comprehensive training programme featuring nine interactive workshops for their account management, planning and creative teams, they gave them confidence to integrate digital into their everyday work and talk to clients about digital with the same credibility that they can talk about offline communications. The workshops were attended by mixed peer groups which made interaction between attendees more beneficial and left people feeling empowered and inspired to take a different approach to their day-to-day tasks. Leo Burnett's course evaluation showed the programme was enormously successful. 94% of staff stated that they were "very satisfied" with the programme. To complement the utalkmarketing training activity Leo Burnett also undertook a number of other development initiatives to enhance the digitisation of the agency such as lunchtime learning sessions with companies such as Facebook, Google, etc. and Q&A clinics in specialist areas such as Social Media, User Experience, Hypermedia, Digital Production etc.
As a thank you for everyone's hard work in the first half of the year, Leasedirect took everybody to the cinema for the afternoon! They closed the offices, hired a private screen and treated everyone to sweets, ice creams and drinks. It was really well received by all and was something a bit different to show their gratitude.
Leasedirect encourage an open forum for suggestions and feedback. All departmental managers actively seek new ideas from their teams within their regular team meetings and one-to-ones. At their last Christmas party, they gave everyone giant post-it notes and asked them to put any suggestions on a big blank wall, which also proved a novel and fun way of them getting their ideas across allowing them anonymity if desired. Key sales people have been nominated and taken an active role in the overall management of their business. Leasedirect also regularly 'survey' their employees for ideas, suggestions and feedback on initiatives they are planning before they are launched. Their people are included in all development initiatives in respect of their working environment and the projects that the business supports within the local community.
Leasedirect have introduced a twice weekly fruit delivery across the business which provides all staff with free fruit. They have also introduced a scheme to help people stop smoking. They are keen to support all employees with a desire to stop smoking, from funding the cost of nicotine patches to hypnotherapy Leasedirect have also negotiated a discounted rate for all staff at their local gym and are part of a cycle to work scheme.
The leaders of the organisation are passionate about ensuring that every aspect of the business is run professionally to the highest standards possible. They also work tirelessly in their quest to build a company that is recognised globally as the best in its category. The leaders of the organisation act as role models within the business, making themselves accessible to all employees. Information about the company is regularly shared with employees, through agency update presentations, newsletters and the social enterprise network, Yammer. They always act fairly and genuinely care aboout people in the business.
As the world's most creatively awarded healthcare advertising agency, Langland have won many awards in the UK and overseas. To recognise the contribution played by all team members across the entire agency, not just creatives. Langland have sponsored their attendance at the award ceremonies. This year they have given a number of people the opportunity to go to award ceremonies in New York and to spend a few days there at leisure, at the company's expense.
Langland has supported the work of charity Sebastian's Action Trust for the last five years. Initially, the company provided purely financial support but over the years this has evolved and they now provide professional communications advice and services such as newsletters, leaflets and the website, on a pro bono basis. In 2010, Langland sponsored the employment of an experienced fundraiser and their Chief Executive and Chief Operating Officer became patrons of the charity in recognition of the support that they give to the Trust.
It is difficult to pull out just one or two examples of how Lands' End seek to enhance the wellbeing of their employees as they offer a raft of opportunities which they believe encompasses the full diversity of their employees. Lands' End recognise that personal development, job satisfaction and a realistic work/life balance all have a positive impact on the wellbeing of their employees.
Lands' End's managers are keen to understand how they behave in the workplace by completing a Personal Profile Analysis. They also receive direct feedback from their superiors, colleagues and subordinates by completing the 360 degree feedback process. Lands' End managers work with their teams to plan and prioritise workloads. The Managers are able to recognise and reward in various ways including Individual Performance Awards (£), above effective annual appraisal ratings, employee evaluations in our Operational areas (EEvA), trophies, vouchers (£) and team awards.
It is difficult to pull out just one or two examples of how Lands' End seek to enhance the wellbeing of their employees as they offer a raft of opportunities which they believe encompasses the full diversity of their employees. Lands' End recognise that personal development, job satisfaction and a realistic work/life balance all have a positive impact on the wellbeing of their employees.
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