State of Engagement 2026 Report |
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The Leadership team set the standard in terms of conducting 1:1 meetings with all direct reports every month, part of which relates to values, which include accountability and open lines of communication. Additionally, the MD and directors meet with all new starters as part of their induction framework to illustrate and instil the company values.
As a business, Quill Pinpoint hosts quarterly meetings with all employees to bring people together remotely, it also has annual meetings, bringing everyone together face to face. These meetings include a summer social event with families and friends and regular quizzes via teams.
The organisation is committed to reducing its energy consumption, water usage, waste disposal, and carbon footprint practically and cost-effectively. Through initiatives such as recycling waste, lighting sensors, smart power switches, transitioning to paperless offices as well as energy-efficient air conditioning units.
Managers are encouraged to develop through formal training and feedback. Following the employee survey, managers of three or more people receive a personalised report against the key factors of management excellence, feeding it into their personal development plans. They can also access three-level management training programmes from first-line management to senior leadership.
In 2022, employees raised over £490,000 for charities worldwide – £335,000 during the global annual ‘Move for Charity’ fundraising week. ISG also procures responsibly to maximise spending with social enterprises. And its teams get involved with local schemes, from virtual reading sessions with primary school children to donating coats for vulnerable families.
ISG is broadening its talent pool, helping people into a career whatever their experience. It has a strategy to get more women and people from different ethnic backgrounds – under-represented in the industry – aware of opportunities and able to access them. It’s also keen to welcome ex-military, ex-offenders and those returning to work.
All employees can access a full-skill development platform via the HiB Academy. And every team member gets two hours a week during work time for their learning and development, recognising how tricky and burdensome it can be to juggle study with work and home life.
HiB supports charitable and community initiatives through its community panel. It uses its annual budget for various initiatives, from providing fencing and gates to boost security at a Warwickshire recreation ground to sponsoring kits for local sports teams. And it's provided complimentary products for homeless accommodation in Birmingham.
Employees working from home can expect regular check-ins to ensure they're working within their contracted hours and not using home working to manage their sickness. There are also open discussions on workplace loneliness, and celebrations always include remote workers, whether lunch allowances or virtual quizzes.
All managers at FluidOne goes through several training programmes internally and externally to ensure that they are equipped with the necessary tools to be a great manager. During their first 3 months, they follow a specifically designed programme to help them to understand internal management policies and procedures.
FluidOne conducts regular pay benchmarking and pay reviews to help it to identify and eliminate any disparities in pay based on protected characteristics. It also has a transparent pay policy that outlines the factors used to determine pay, such as experience, education, performance, and job responsibilities.
Each new employee at FluidOne receives a welcome pack that includes a water bottle, mug, pads, pens, and a printed copy of the organisation’s values. The induction course includes health and safety training, company structure, policies, procedures and wellbeing benefits, and initiatives are available to employees from day one.
Employees are recognised for their efforts and hard work with rewards and incentives. There are bonuses for passing exams and team nights out for hitting targets. And if staff recommend a candidate for a role, they can get £500, £1000, or more (depending on the seniority of the position) if they’re appointed.
Charity and community are part of the fabric at Fitzrovia IT. In the last 12 months, employees have participated in two 10k runs and raised £2000 for the MS Society. The company is always happy to match the donations or sponsorship raised by its employees.
Employees now have access to a workplace health programme with annual health checks, online GP appointments, counselling sessions and other benefits, including health screenings and gym memberships. The company is also happy to pay if employees want to take a gym class together or hire a venue for a game of football.
The college recognises that all employees play a vital role in its success. Its Emerging Leaders programme, led by the CEO, usually has a cohort of around 15 staff members who aspire to become leaders. The programme focusses on self-awareness and development alongside core competencies in areas such as people management, including employment law.
All managers have the opportunity to participate in the management degree apprenticeship run by the college in conjunction with University of Suffolk. The college also runs Mental Health First Aid training each term for all staff and Emotional Awareness training for managers, teaching wellbeing intervention support.
East Coast College have produced pulse surveys with action plans based on the responses to provide a better workplace for its employees. It has further implemented a suggestions and feedback form on the intranet which is reviewed by Management termly, and the CEO conducts listening groups each term with groups of staff.
The ‘Yellow Dip’ induction (reflecting the uniform colour) includes the company history, mission, vision and values and a ‘walk and spot’ around the park. All new starters get a bespoke four-week plan, a ‘buddy’ to ease them in and branded items to make their lives easier, including water bottles and keyrings.
Employees are encouraged to suggest professional development opportunities to support their ambitions. Team members can benefit from bespoke learning courses like project management certification and Excel skills. There are also English classes for non-native speakers. The management team has external support to develop the skills and knowledge to build cohesive, results-focused teams.
Every team member can nominate colleagues who’ve gone the extra mile through the EW Allstars reward and recognition programme. It celebrates staff in four categories – 'Be Great', 'Be Amazing', 'Be Extraordinary' and 'Be Kind'. On ambassador approval, the nominees get money in their prize fund to spend with a host of retailers.
During the past 18 months, Warner’s has invested in supporting personal growth through promoting self-awareness in preferred ways of working and discovering any potential blockers by using the Myers-Briggs Type Indicator. It has also run team days with a guest speaker.
The company focuses on positive biodiversity impacts in line with its "nature positive" mission. Initiatives include Operation Honeybee, a campaign launched with its Honeybee gin that aims to educate and engage stakeholders to join the company in finding ways of alleviating some of the pressures facing pollinators.
Warner’s introduced “change agents” to ensure that actions based on feedback from staff were implemented. One team member from every area of the business was enlisted and progress was shared at monthly town-hall meetings. Another new initiative is giving paid half-days off to staff to give something back to the community.
All new recruits receive an in-depth starter pack before they join the company, with everything they need to get started. They're allocated coaches, and there are plenty of opportunities to ask questions with meetings with their peers, managers and all Managing Partners arranged for their first few weeks.
Managers are only ever hired from within, having already benefitted from internal training in areas such as copywriting, client servicing, confidence training and building rapport. They also get internal training with the Managing Partners and external training when they're new to post and as they develop.
The company describes its socials as "second to none" with "amazing turnout." Its monthly get-togethers are always fun-focused, with activities such as mini golf and visits to street food markets. And there are wellness ones too, including a trip to Kew Gardens and one to see Romeo & Juliet at the theatre.
The company takes a flexible, hybrid approach to office and home working. At the same time, it also recognises that more junior team members learn best from physically being around those with greater skills. As a result, staff at Account Manager level or below generally spend four days a week in the office.
Some employees have been with the business for more than 20 years, and others just a few months. This diversity creates a willingness to teach, train and share. With four of the five-strong management team promoted from within, there are plenty of opportunities to progress.
The agency’s values are fundamental to every activity. One of the key ones, “to leave the world in a better place than we found it,” can be seen in the Christmas party planning, where meals were donated to Crisis for every company one purchased. Agency profits have also supported a school build in Ethiopia.
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