State of Engagement 2026 Report |
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Since 2016, they have introduced strategies to improve communications between Operational Managers on key issues such as health and safety, HR matters, information security, IT and feedback from SMT meetings. This has enabled improved communication with their teams.
Since 2016, they have introduced strategies to improve communications between Operational Managers on key issues such as health and safety, HR matters, information security, IT and feedback from SMT meetings. This has enabled improved communication with their teams.
They believe that every person is different but equal and that everyone's unique needs should be recognised and supported. One of the guiding principles for their staff and volunteers is to make the best use of all their resources, enabling them to deliver high quality care.
In 2017, the Trainline launched a quarterly pulse survey that asks all employees to provide feedback and rate their manager. By setting internal benchmarks, the company is able to identify which of their managers are on track and those who need support.
In 2017, the Trainline launched ‘Trainline Connect', an internal mentoring programme that will enable the company to develop mentors and mentees. In addition, Trainline Connect provides these mentors and mentees with a community to share best practice and understanding.
In order to reward employees for their efforts, staff members are encouraged to nominate colleagues and/or teams each quarter as part of their formal recognition process. Nominations are judged against the company's values.
Their aspiration is to be a ‘good company', which means being a great company to do business with and a great place to work. This is underpinned by their values of empowerment, excellence, fairness, innovation and teamwork.
TMK is an active member of ClimateWise, the insurance industry initiative through which members aim to work together to respond to risks and opportunities of climate change. They practise sustainable claims where possible and have a representative on the ClimateWise Sustainable Claims Group.
TMK is an active member of ClimateWise, the insurance industry initiative through which members aim to work together to respond to risks and opportunities of climate change. They practise sustainable claims where possible and have a representative on the ClimateWise Sustainable Claims Group.
In Tobermore's mission statement, they recognise that their staff are their most important asset and, as a result, the management team meet monthly to discuss succession planning, talent planning and further training and development of staff.
Due to large external sales teams, they introduced regular regional team meetings and encouraged three types of sales executives - commercial, merchant and specification - to communicate more regularly and so support one another. This has helped motivate and encourage team work.
In Tobermore's mission statement, they recognise that their staff are their most important asset and, as a result, the management team meet monthly to discuss succession planning, talent planning and further training and development of staff.
In 2016 they introduced Fika, a Swedish concept, when people take a break from work in order to get together informally over coffee. These cross-team sessions offer time for personal and professional chat. Fika is status free and very levelling.
In 2016 they introduced Fika, a Swedish concept, when people take a break from work in order to get together informally over coffee. These cross-team sessions offer time for personal and professional chat. Fika is status free and very levelling.
Through JACK, (the company's new intranet, the name standing for Just Ask: Communication and Knowledge), they will launch a light-hearted recognition scheme that allows everyone to allocate points to their colleagues for ‘going the extra mile'.
Their HR Director runs a selection of short management training sessions on topics such as managing performance, recruitment, reward and recognition and delegation. They also run external courses in delegation, management theory and practice.
CEO Daniel meets all new starters for a coffee. He feels this is very important part of the induction process and finds real value in finding out what particularly interests each new employee. He also attends staff events when he is in the office.
CEO Daniel meets all new starters for a coffee. He feels this is very important part of the induction process and finds real value in finding out what particularly interests each new employee. He also attends staff events when he is in the office.
Events are regularly held to include not just staff but the wider community, encouraging collaboration in the area as a whole. The university also hosts the Festival of the Mind, which attracts 50,000 visitors, including employees from across different teams and members of the public.
Events are regularly held to include not just staff but the wider community, encouraging collaboration in the area as a whole. The university also hosts the Festival of the Mind, which attracts 50,000 visitors, including employees from across different teams and members of the public.
‘We want to understand the world and make it better' is the university's mission and their motto is ‘to discover and understand'. The organisation was founded by individuals and groups who have profound belief in the public value of universities for the economy, health and community.
Core values are to inspire, involve, inform and improve. These are regularly communicated to all employees, including in the weekly staff email update - Weeder's Digest - and by the leadership team at the quarterly business update roadshows that take place at each site.
All areas hold monthly team meetings to discuss projects and raise questions. There are also offsite team days that help them to build relationships, such as one held at RHS Garden Wisley, where attendees could learn more about what their colleagues do and identify any challenges.
All areas hold monthly team meetings to discuss projects and raise questions. There are also offsite team days that help them to build relationships, such as one held at RHS Garden Wisley, where attendees could learn more about what their colleagues do and identify any challenges.
Their online performance system gives employees the opportunity to tell the company how they think they are performing and how they feel at work. Scores have increased this year in relation to freedom to make decisions, meeting individual needs and how happy staff are at work.
Every employee receives on the job training and coaching. They get regular feedback through their annual appraisal and three coffee chats throughout the year. A number of their senior manager's are mentors to employees and students within the hospitality industry.
Their online performance system gives employees the opportunity to tell the company how they think they are performing and how they feel at work. Scores have increased this year in relation to freedom to make decisions, meeting individual needs and how happy staff are at work.
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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