State of Engagement 2026 Report |
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Fairbridge holds regional seminars usually every two - three years and a National Seminar which all employees attend over a few days in alternate years. At these events activities such as sports tournaments, dance, quizzes, team building, encouraging employees to mix with others from different teams and job functions. Central Office and Teams also hold their own team away days, for which the focus is fun and team bonding. An example of a recent team away day included a walking tour of the new Olympic site followed by boules in the park and a pub quiz written by Fairbridge team members.
Fairbridge holds regional seminars usually every two - three years and a National Seminar which all employees attend over a few days in alternate years. At these events activities such as sports tournaments, dance, quizzes, team building, encouraging employees to mix with others from different teams and job functions. Central Office and Teams also hold their own team away days, for which the focus is fun and team bonding. An example of a recent team away day included a walking tour of the new Olympic site followed by boules in the park and a pub quiz written by Fairbridge team members.
They have the "Word of Bod" which is an email based newsletter which is circulated monthly collecting news and events from across the organisation and highlights the successes of individual staffers, teams and young people who come to Fairbridge. As well as celebrating milestone birthdays, births etc... and special achievements such as gaining a qualification or completing a sporting or fundraising event.
Flowers and recognition are given to staff after 25 years of service. Champagne is given to employees for naming "Spotlight". The organisation hold regular staff meetings to discuss issues and ideas. The organisation are involved with Investors in People and offer counselling for staff. They also have an open door policy of SLT.
The organisation hold charity race evenings, cross country runs, dog walks, cakes sales, and talent shows. Horses for Heroes/Help for Heroes are charity's that the organisation support. Often charity's are chosen in relation to specific members of staff, therefore are more personal. Students monitor use of electricity and water and also monitor the amount of recycling that the school undertakes. Paper, clothes, shoes, toner cartridges, pens, mobile phones, jewellery, plastic, glass and cans are recycled. They have also recently installed solar panels when upgrading the heating system, they are the only school in the area to have achieved two green flag awards.
Flowers and recognition are given to staff after 25 years of service. Champagne is given to employees for naming "Spotlight". The organisation hold regular staff meetings to discuss issues and ideas. The organisation are involved with Investors in People and offer counselling for staff. They also have an open door policy of SLT.
Staff can undertake one volunteering day per year. This can be associated with any RSPB activity, for example working on a reserve, greeting visitors, clearing shrubbery, bird counting. Many staff are involved with other conservation charities and networks, as trustees, local organisers etc and undertake at least some of this in work time.
Staff can undertake one volunteering day per year. This can be associated with any RSPB activity, for example working on a reserve, greeting visitors, clearing shrubbery, bird counting. Many staff are involved with other conservation charities and networks, as trustees, local organisers etc and undertake at least some of this in work time.
Although relatively new in post the CEO, has demonstarted his inclusive, consultative leadership style on many occasions. He is not afraid to make decisions, including unpopular ones, when necessary, but does not do so until he has collected views. His passion for nature conservation is evident, as is his understanding of the issues that their people on the ground face. He is family friendly, and has deliberately signalled a change of philosophy in this area. He has made a real impact in the outside world in his first 5 months, but it is early days for him to be fully visible in such a dispersed organisation as ours.
Postcomm has a culture amongst its staff to raise money for charity. A number of staff have undertaken bike rides, runs for a variety of charities, e.g. Anthony Nolan Trust, British Heart Foundation, Breast Cancer awareness.
Postcomm has a culture amongst its staff to raise money for charity. A number of staff have undertaken bike rides, runs for a variety of charities, e.g. Anthony Nolan Trust, British Heart Foundation, Breast Cancer awareness.
There are regular social events organised by staff. These events continue to be very popular 10 years after Postcomm's creation. They continually get feedback from staff saying Postcomm is the best place they have ever worked, not just because of the opportunities and rewards but because it is the friendliest place they have ever worked.
Oldham Sixth form college support charitable causes in various ways such as Wear it Pink day, Children in Need, Comic Relief, Cake dates (staff bake cakes and sell them all for charity) all monies raised go to charity, Race for Life, Healthy College week etc.
Oldham Sixth form college support charitable causes in various ways such as Wear it Pink day, Children in Need, Comic Relief, Cake dates (staff bake cakes and sell them all for charity) all monies raised go to charity, Race for Life, Healthy College week etc.
Oldham Sixth form college operates an open door policy in operation throughout the college. They also think the leader of the college is always Highly visible and interested/concerned about individuals and their circumstances as well as whole college issues.
They pay average market rates for jobs but also have an excellent benefits package which is constantly being reviewed and benchmarked to maintain competitiveness and to attract and retain employees. As part of the benefits package they have a final salary pension scheme which remains open to new employees. They have recently introduced a dedicated staff benefits discount website, which enables their staff to obtain discounts on local services such as dining out or car leasing; discounts on leading brand names as well as holiday discounts, cheaper energy tariffs, home and car insurance deals and vouchers for discounts on family days out to theme parks and zoos. Managers regularly praise employees for doing a good job - verbally and through treats such as buying chocolates/cakes/biscuits/bottles of wine for the team.
The Director of Housing recently took his managers off site for a strategy awayday. The content of the day allowed managers time to self reflect and consider: What are the three best things about working in the Housing Services Department at Muir i.e. stuff you would never want to change? What consistently irritates you about working in the Housing Services Department or for Muir, this needs to be things they can change or influence? How do you think other Departments would describe the Housing Services Department and do they need to try to change this, if so how? The Director of Housing Services suddenly becomes the Chief Executive (this is hypothetical) and you have the opportunity to request one major change at Muir to make it a better and more effective organisation, what would it be? What practical ways can they improve how effectively they work as a team? What practical things can they do to improve motivation and engagement with their staff and teams, particularly across teams? How do they raise their profile with their teams and improve the staff views of ‘management'.
Muir Group have a Supporting Volunteer work in the community policy which gives staff up to 5 days paid leave - one employee regularly supports a Gold Duke of Edinburgh's award expedition. They provide 3 days paid leave for employees who undertake public duties, i.e. magistrate, school governor. They support employees who are members of the Territorial Army by giving one week's paid leave for annual training camp - they currently have one employee who is in the TA and has benefited from this. Staff regularly collect for charities by having dress down days during the working day such as for Children in Need, Genes for Jeans Day.
The Chief Executive is open and honest, consults with her staff and engages in regular dialogue with them. She moves easily from dealing with strategic to operational matters or personal matters - to meet the needs of the situation. She is happy "getting her hands dirty" and will not ask anyone to do anything she would not do herself - this is evidenced by the level of her involvement with staff and residents on her "Back to the Floor" days.
The Chief Executive is open and honest, consults with her staff and engages in regular dialogue with them. She moves easily from dealing with strategic to operational matters or personal matters - to meet the needs of the situation. She is happy "getting her hands dirty" and will not ask anyone to do anything she would not do herself - this is evidenced by the level of her involvement with staff and residents on her "Back to the Floor" days.
Although Mayday Trust does not operate a "flexi" working hours scheme the Trust is flexible with staff to ensure everyone benefits from a positive work/life balance. Managers may request to work from home and working hours can be altered to meet business/personal circumstances. The company also offer employees support around quitting smoking, eating healthily and losing weight, to name but a few. All advice is available through Westfield Health which is open to all employees.
Eildon hold the Healthy Working Lives Bronze Award and they are currently working towards Silver. Eildon appreciates the health and wellbeing of staff is important. There is free fruit in the staff room and various health initiatives are promoted through the monthly newsletter and displays on notice boards. Staff can choose to join an in-house staff walking group or book club.
Eildon acknowledge and praise for work well done in 121s or team meetings. The working conditions are good, remuneration is benchmarked above average, there is flexible working, there is a Final Salary Pension Scheme, a Westfield Health Cash Plan and subsidised Christmas Party for all staff.
Eildon acknowledge and praise for work well done in 121s or team meetings. The working conditions are good, remuneration is benchmarked above average, there is flexible working, there is a Final Salary Pension Scheme, a Westfield Health Cash Plan and subsidised Christmas Party for all staff.
The council takes a proactive approach to services such as counselling and physio before staff are off sick therefore balance costs with less occupational health referrals and reducing sickness absence costs. Health and wellbeing is a permanent agenda point on Staff Matters therefore always remains a key priority to the organisation and Chief Executive who chairs the group.
After a recent restructure all Heads of Service and Directors attended an away day/ team building day. The primary aims of this away day was for managers to build as a team, open up communications channels and establish a basis of trust. The event started with a team building activity that involved four seperate teams to achieve a common goal of building a physical bridge. This was followed by a presentation by the Chief Executive on Chorley's challenges and an exercise to identify expected behaviours in line with these challenges and Chorley's values of ‘Forward Thinking', ‘Respect', ‘Professional', ‘Pride' and ‘One Team, One Council'. The event finished with a 360 exercise where every manager and their service area were scored on each of the values.
After a recent restructure all Heads of Service and Directors attended an away day/ team building day. The primary aims of this away day was for managers to build as a team, open up communications channels and establish a basis of trust. The event started with a team building activity that involved four seperate teams to achieve a common goal of building a physical bridge. This was followed by a presentation by the Chief Executive on Chorley's challenges and an exercise to identify expected behaviours in line with these challenges and Chorley's values of ‘Forward Thinking', ‘Respect', ‘Professional', ‘Pride' and ‘One Team, One Council'. The event finished with a 360 exercise where every manager and their service area were scored on each of the values.
British Red Cross recognises performance annually through National Awards and every 10 years employees earn 4 weeks extra additional annual leave. The Distinguished, Outstanding, Devoted and Queen's Badges of Honour are awarded by the board, through the National Awards Panel, to volunteers and staff to recognise achievements that warrant special appreciation. The Dunant is a form of recognition for teams within the British Red Cross to recognise the one off achievements of teams who have gone over and above the call of duty.
British Red Cross matches funds raised by their employees for charity with no set upper limit. They protect their local community by; Providing community based first aid projects educating people in life-saving skills, enabling them to respond to emergencies in their communities and providing first aid cover at public events and Working with the schools and community education department to develop children and young people's confidence, ability and willingness to help those in need, to be more resilient and support the principle of everyone getting the help they need in crisis. They have networks across the UK, and work with area youth managers and territory youth managers in their local delivery.
British Red Cross recognises performance annually through National Awards and every 10 years employees earn 4 weeks extra additional annual leave. The Distinguished, Outstanding, Devoted and Queen's Badges of Honour are awarded by the board, through the National Awards Panel, to volunteers and staff to recognise achievements that warrant special appreciation. The Dunant is a form of recognition for teams within the British Red Cross to recognise the one off achievements of teams who have gone over and above the call of duty.
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