State of Engagement 2026 Report |
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The organisation’s three core values (Respect, Quality, and Teamwork) sit at the heart of everything it does. It holds quarterly all staff team meetings, off-site, and at all these events it has team awards, one of which being the LOVE Award (Living Our Values Everyday), to acknowledge those who promote the organisation’s culture and values.
CIMSPA has put together a list of resources that people working in sport and physical activity can use to help people who have fled the war in Ukraine. Chief executive Tara Dillon says: "I believe sport and physical activity can be a lifeline for many who have arrived in the UK."
CIMSPA’s wellbeing committee (Welbots) supports employees with signposting, awareness activities, and creating the opportunity for social interaction. Employees have access to a range of benefits including a healthy living allowance, access to the CALM app for themselves and up to 5 family/friends, an employee assistance program, and initiatives to get them out at lunchtime.
It has now established a training team with its Learning and Development Lead and in-house Training Manager. They are dedicated to support the learning requirements of employees and teams. As it continues to build its learning culture, it has launched a number of learning platforms including LinkedIn Learning and Webshield Academy.
The Learning and Development Team are soon launching its new Management Development Academy to enable Trust Payments’ managers and leaders to develop the knowledge, skills, and attitudes to bring personal, team, and business success. It covers several modules including planning and organising, project management, problem solving, decision making, communication, and objective setting.
Its attraction and retention strategies revolves around the importance of creating a workplace that is positive and purposeful and that fosters engagement. One way in which it secures such environment is to have strong leaders that are coached and developed to listen to people and to recognise and exploit their full potential.
The organisation offers strong and consistent mentorship, from other senior managers and very open and transparent communication. It promotes within the organisation, to allow for internal development opportunities - however provide full support and transition processes when doing so.
All new starters are assigned a buddy in their team who they can go to for asking questions or an informal chat. Everyone is taken for lunch on their first day, either with their buddy or along with other new starters and a couple of members of the team.
With a largely young workforce, TFS keeps them engaged by keeping things lively and sociable, arranging gatherings and activities inside and outside of office hours where possible. It promotes its EAP to all employees so they can seek external support if preferred. It also supports employees’ personal missions, especially with charitable causes and keeping fit.
With invitations to social events, new recruits are part of the Tees team before they even start. They get a thorough induction schedule to make effective connections from the get-go, and IT training is standard. A team lunch also supports them to have the best onboarding experience.
The new 'Tees Better Future Fund' offers grants of up to £5000 for projects that support learning and education and promote good health and wellbeing in Cambridgeshire, Essex and Hertfordshire. It builds on the good work the firm and its employees regularly undertake, whether charitable Pro Bono work or sponsoring community events.
A new wellbeing team of reps from across Tees' offices is looking at ways to improve the firm's approach to health and wellbeing. There are regular internal and inter-business sporting events, and employees get a day off for their birthday and enjoy deals and discounts through the company's benefits platform.
The organisation has a committee dedicated to creating fun for teams to energise and engage them. It organises a monthly drinks event at its own bar on site which is themed differently depending on events, as well as organising an annual team sports day and team awards such as "the values champion".
Everyone in the Sipsmith team sets an annual Sustainability KPI for themselves working with their manager to deliver tangible improvements on their commitment to craft a better future. This means Sipsmith’s teams are actively rewarded through its pay and bonus model for meeting its environmental goals.
Sipsmith hosts deep dive workshops led by HR and their managers on their specific team results and with the leadership team to better understand the results and develop an action plan for what improvements could be implemented. The actions taken enabled each team to manage their own engagement improvement plan to their specific needs.
Employees are selected based on their values and personal qualities. Having made this selection, it has extensive training opportunities to ensure they develop the necessary skills. All group leaders complete a 6-week induction training course before they take sole charge of any groups of children, during which they are supported by a buddy.
The centre runs a travel to work scheme which incentivises either walking or cycling to work. Staff can raise money for charity by either walking or cycling to work and entering details of this on the staff website. Robinwood make donations which amount to several thousand pounds each year.
Robinwood Activity Centres develop children as individuals and as members of a team, with safety, enjoyment, and learning are priorities. It aims to respond to customer feedback to provide the best customer experience and to respond to staff feedback to create the best place to work.
New starters get a corporate induction on their first day supported by a comprehensive handbook with information on structure, training, IT systems and what to expect during their probationary period. The HR team checks in with recruits at two and six weeks to ensure they're settling in and to address any concerns early.
Small changes are helping reduce PICS' carbon footprint. Everything from writing to toilet paper is now recycled, plumbed-in water coolers have replaced bottle systems, a Net Zero lead has been appointed, and it's working with Sherwood Forest Trust to plant hundreds of trees – committing to doing it every year on the organisation's birthday.
PICs' health and wellbeing forum supports staff with services such as clinical psychology. It's training more Mental Health First Aiders to help employees organisation-wide, and there are plans for an Employee Assistance Programme. Staff are encouraged to take advantage of health service discount schemes and boost their health through the Cycle to Work scheme.
All lower-paid employees got a winter cost-of-living salary increase, with all employees getting a higher-than-usual rise in the spring. Performance-related bonus awards are on offer, and staff get £500 once a candidate they've successfully recommended for a role passes their three-month probation.
A new performance management platform supports staff with their development goals. It includes a feedback function allowing employees to give or request feedback from each other, with ‘Feedback Fridays’ encouraging staff to participate. Colleagues can also nominate each other for monthly awards, using the system to select which value they demonstrated.
Medicheck's VIBE team is tasked with arranging social events, from those celebrating Pride Month to exercise challenges and fundraising events. There are also the staple Summer BBQs and Christmas parties. And staff are encouraged into the office on wellbeing day for activities like wellness walks or a massage.
As well as feedback to line managers directly and an employee survey, the organisation has two dedicated email accounts for employees to make suggestions and express concerns anonymously. All questions are read out and answered by the MDs every two weeks to maintain transparency and openly share concerns that other employees may also have.
HSO has an internal Learning Management System in place for all employees to access training courses. It uses the LMS to stay abreast of new enhancements to technologies, soft skills and industry updates. The LMS gives employees the flexibility to be able to learn on the go by accessing it on their desktops or mobiles.
Managers can give a gift voucher to any employee they feel has gone above and beyond. Employees are recognised and rewarded for their long service with the company from 5years+. The employee is allowed to choose a gift or voucher of their choice for the value of £150-£900 depending on their long service milestone.
Regular learning sessions and opportunities to share successes, including a post-probation period celebration event, connect new recruits with their fellow new starters. There's also a new employee onboarding hub and a checklist managers can customise to ensure they have the right information and can meet the right people to set them up for success.
Mentoring schemes are big at England Netball. Employees can develop their leadership skills as mentors or mentees for underrepresented groups across the sporting sector. And a second scheme pairs mentors with mentees to support specific development goals to help them take the next step in their careers.
Everyone gets two volunteering days a year, working together as a team or individually, for a local cause close to their hearts. And there's always something to do socially, whether its staff netball sessions to build social connections or lunchtime celebrations for sporting events or festivals such as Eid.
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.
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