State of Engagement 2026 Report |
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Mploy part-funded a senior manager's Master's Degree, which enabled her to further her education while adding value to the business. In turn, these additional skills allowed her to secure a promotion from Regional Director to Commercial Director.
Mploy part-funded a senior manager's Master's Degree, which enabled her to further her education while adding value to the business. In turn, these additional skills allowed her to secure a promotion from Regional Director to Commercial Director.
Mploy believe in being open-minded and listening to all points of view, and that pride, passion and loving what they do creates a supported, committed and focused business, which builds wealth in a driven and fun environment.
Working hours were reduced in 2018, a move that has had a positive impact on productivity and results. Also, a consultant of the week is awarded to recognise the achievements of a member of staff, and invites employees to share their success stories.
Manager performance is reviewed monthly, in line with the rest of the company teams, through completing a Personal Business Review form. The company do not believe in a scoring system and prefer to have an open dialogue on the things that are going well and what could be improved.
Quarterly sales days are held, which take form as a mixture of normal work-day activities combined with team-based tasks, including singing competitions, fancy dress and penalty shoot outs. They focus on creating a culture where people can enjoy themselves.
Make UK run a Customer First Reward & Recognition Scheme, these are quarterly awards and are open to all staff based on nominations by other members of staff, these are held at an annual R&R dinner and celebration. The focus on a range of Customer Care initiatives makes this a very important scheme for a professional services organisation.
Make UK provide a Mental Health First Aider programme covering all locations. In addition, all staff are eligible to use Westfield Health Level 1 benefits. Make UK provide flexible arrangements on a case by case basis and have always provided the statutory minimum arrangements.
At Make UK, home workers use Lync to communicate with each other. There are regular team meetings and away days held for staff to come together. In addition to this, H&S, Customer First and Well Being Champions across work locations / working groups.
The organisation has moved from appraisals to ‘achievement conversations'. There's an Ideas Lab on the blog site to encourage innovation, and board briefings to share information about decisions and milestones with staff. The senior team embraced the recent Summer Challenge, which included the Tour de Yorkshire bike ride and Three Peaks Challenge.
Staff are subscribed to the Health Shield cash plan, offering health and wellbeing initiatives alongside an employee assistance programme. The Summer Challenge is an in-house programme that looks at whole-person wellbeing, including mindfulness and physical challenges.
The organisation has moved from appraisals to ‘achievement conversations'. There's an Ideas Lab on the blog site to encourage innovation, and board briefings to share information about decisions and milestones with staff. The senior team embraced the recent Summer Challenge, which included the Tour de Yorkshire bike ride and Three Peaks Challenge.
Development training and support comes through workshops, roadshows, conferences and area meetings. An annual support day camping trip helps informally reiterate brand characteristics in a fun way through group activities. People get 'add-on roles' to give them extra responsibilities.
Development training and support comes through workshops, roadshows, conferences and area meetings. An annual support day camping trip helps informally reiterate brand characteristics in a fun way through group activities. People get 'add-on roles' to give them extra responsibilities.
Development training and support comes through workshops, roadshows, conferences and area meetings. An annual support day camping trip helps informally reiterate brand characteristics in a fun way through group activities. People get 'add-on roles' to give them extra responsibilities.
Managing Director Paul Barratt spends his time in an open-plan office environment or going on visits with sales representatives. He very much sees himself as ‘one of the team' and can be regularly seen ‘managing by walking around' and making drinks for employees.
Karndean rewards individuals for length of service with the business, and recently introduced a reward for those who have worked at the firm for five years. In 2018, there were 13 people who had worked for Karndean for more than ten years, the largest ever proportion.
Karndean rewards individuals for length of service with the business, and recently introduced a reward for those who have worked at the firm for five years. In 2018, there were 13 people who had worked for Karndean for more than ten years, the largest ever proportion.
Kantar's Manager Toolkit helps senior staff to better understand the key role they play and best practice to achieve the optimum outcome. Their online social media forum also invites team leaders to discuss what they believe makes a good manager.
Kantar's Manager Toolkit helps senior staff to better understand the key role they play and best practice to achieve the optimum outcome. Their online social media forum also invites team leaders to discuss what they believe makes a good manager.
Kantar's Manager Toolkit helps senior staff to better understand the key role they play and best practice to achieve the optimum outcome. Their online social media forum also invites team leaders to discuss what they believe makes a good manager.
Management are on 'the shop floor' and are encouraged to take support roles externally, such as sports club treasurer or committee member. Senior staff sit in sales appointments with clients and lead client transactions. The CEO sits in the middle of the sales office.
A new intranet helps communicate performance, recent deals, new starters, work anniversaries, and more. All managers hold weekly team meetings, weekly management meetings and monthly operational board meetings. There's a suggestions box in the canteen and company-wide trips to Aintree races, walks and nights out.
A new intranet helps communicate performance, recent deals, new starters, work anniversaries, and more. All managers hold weekly team meetings, weekly management meetings and monthly operational board meetings. There's a suggestions box in the canteen and company-wide trips to Aintree races, walks and nights out.
The senior management team cooked a staff BBQ in the summer in the grounds of the hospice, and every member of the leadership team volunteered their time at the annual summer fair and at fundraising events. The CEO engages with everyone daily and eats in the staff kitchen.
Haven House are keen to reduce one-time-only plastics. All staff get a water bottle and one-time-only plastic cups are minimised. Green initiatives include an instant boiling water tap, recycling toner cartridges and sensor lights. The garden is planted to attract bees.
The Haven House 2020 Vision is visible on the website and part of the recruitment process. A competency framework links into the organisation's core values and forms part of the appraisal process.
The company has invested in building a learning and development team that offers cutting-edge training for employees at all stages of their career with Harnham. This includes gamified and action-based learning, alongside regular performance reviews.
The company has invested in building a learning and development team that offers cutting-edge training for employees at all stages of their career with Harnham. This includes gamified and action-based learning, alongside regular performance reviews.
Their management development programme caters for new managers and seasoned leaders alike, and includes a variety of programmes that provide managers with everything they need to succeed in their role.
Since launching the learning and development programme 'Genius', they have reviewed the scheme to ensure it provides structure and consistency. Training sessions include wellbeing, SRA competencies and performance reviews, as well as some of the basic skills required daily, such as time management.
The firm feels strongly that all employees contribute to the organisation's overall success; therefore, their benefits package recognises the contributions of everyone and provides rewards accordingly. All salaries are benchmarked to ensure that they are fair and competitive.
They pride themselves on being 'lawyers you'll enjoy working with', which sets the tone for the firm's approach to workplace stress, as great client service can't be delivered when stressed. Regular meetings help to identify potentially stressful situations linked to workload.
Managers in the business have their performance measured in a number of ways. First and foremost, they are provided with objectives and KPIs, given the opportunity for one-to-one meetings, and invited to attend annual appraisals.
Managing Director Neil Lawrence engages with the business in a number of ways. He is frequently visits every office across the branch network to spend time with employees, and regularly provides video, letter and email updates, including notes in the company newsletter.
Managing Director Neil Lawrence engages with the business in a number of ways. He is frequently visits every office across the branch network to spend time with employees, and regularly provides video, letter and email updates, including notes in the company newsletter.
They take a very mature approach to work-life balance, whereby employees are encouraged to work from home and take some form of exercise throughout the day, such as a 20-minute walk outside to get some fresh air.
The highlight of Fourth's year has been the Achieve More workshops, which got everybody talking about the company's values, purpose and customers. Since then, interdepartmental communication has increased, as well as the number of employee-led projects.
They take a very mature approach to work-life balance, whereby employees are encouraged to work from home and take some form of exercise throughout the day, such as a 20-minute walk outside to get some fresh air.
Extrastaff are looking to expand their branch network further into the Midlands, as well as along the M4 corridor. To fully service these areas, their high street presence will need to increase to around 25 branches.
Extrastaff strongly embrace employee development and empowerment, and empower all employees with the tools and support to succeed in the industry. They believe in promoting internally wherever possible, and at least 30% of the management team were promoted from within over the last year.
Extrastaff strongly embrace employee development and empowerment, and empower all employees with the tools and support to succeed in the industry. They believe in promoting internally wherever possible, and at least 30% of the management team were promoted from within over the last year.
Performance is measured through individual objectives and KPIs, plus delivery of work against company values. Objectives are formally monitored at least twice a year. There's an ‘output-driven' approach to managing performance and staff can choose how and when they deliver these within their role.
Performance is measured through individual objectives and KPIs, plus delivery of work against company values. Objectives are formally monitored at least twice a year. There's an ‘output-driven' approach to managing performance and staff can choose how and when they deliver these within their role.
Performance is measured through individual objectives and KPIs, plus delivery of work against company values. Objectives are formally monitored at least twice a year. There's an ‘output-driven' approach to managing performance and staff can choose how and when they deliver these within their role.
New employees get one-to-one meetings with the CEO and senior management team, and get support from a more experienced colleague. Employees are encouraged to develop leadership skills through shadowing, while the ‘25 ways to say thank you' scheme rewards staff with random gifts and team lunches.
A birthday afternoon tea with senior managers to improve communication has bred trust and connected employees to the overall vision of the organisation. One day a month, senior management work from different sites, which increases engagement between employees and makes the senior team more approachable.
New employees get one-to-one meetings with the CEO and senior management team, and get support from a more experienced colleague. Employees are encouraged to develop leadership skills through shadowing, while the ‘25 ways to say thank you' scheme rewards staff with random gifts and team lunches.
Clearcast run a CSR programme called ‘Clearcast for Better', and, among other initiatives, they have partnered with Haverstock School in Camden, from whom they take on two interns each year as part of the Career Academy programme.
Clearcast are dedicated to creating a working environment that proactively supports staff who may become stressed and make it easier for staff to tell their manager if they are experiencing stress at the earliest opportunity, so this can be discussed, and an action plan put into place.
Clearcast run a CSR programme called ‘Clearcast for Better', and, among other initiatives, they have partnered with Haverstock School in Camden, from whom they take on two interns each year as part of the Career Academy programme.
Employees are measured against CIM's values of being collaborative, passionate, purposeful, relevant and responsible. The CIM introduced a Question Time-style format, so staff can question a panel on business performance and progress. CEO Chris Daly sits with staff at lunch to hear their views.
The Management Fundamentals programme has six modules, covering people management, performance management, leading change and managing as a coach. CIM have also introduced a programme of continuous management that links organisational strategy and goals to personal objectives.
Employees are measured against CIM's values of being collaborative, passionate, purposeful, relevant and responsible. The CIM introduced a Question Time-style format, so staff can question a panel on business performance and progress. CEO Chris Daly sits with staff at lunch to hear their views.
Career Tracks is the company's in-house career progression programme, on which associates harness their key skills and competencies to become a successful leader. In addition to learning the technical and operational skills of their desired role, they also learn about their own development requirements.
The Celebration Times is a weekly associate newsletter distributed from head office, used to celebrate associate internal promotions and guest feedback, and for associates to share pictures of fun and imaginative ways they have launched new products.
All associates are encouraged to become involved in planning fun events for their team, such as potluck dinners, birthday celebrations, or charitable activities, because the company believes that a fun and engaged environment with good work/life balance will contribute to their wellbeing.
BPS World's award-winning Stars programme is a structured embodiment of the company's core mission statement: 'People Can Be More'. It provides employees with a clear development pathway from entry level to board level and has produced numerous success stories since its original inception.
The Shining Stars level of the Stars programme is the start of the organisation's management development programme. At this stage, members must participate in the following courses: brand awareness, presentation skills and advance level persuading and influencing.
Last year BPS introduced sit/stand desks, while one Wednesday each month a qualified massage therapist visits the office and offers 20 minute sessions available to everyone at a reduced rate. A recent wellbeing month was also organised, which included sessions on how to meditate.
The company runs a popular annual award scheme, in which managers in the business nominate those they think deserve recognition and prizes in categories such as: Manager of the Year; Chef of the Year; Unit of the Year; Team of the Year; Rising Star; Unsung Hero and Operations Manager's Choice.
Blue Apple have an Employee Assistance Programme that offers a full range of support to staff, covering finances, family, bereavement and stress. They also carry out regular wellbeing checks and monitor stress informally in one to one meetings.
Co-founder and Chief Executive Brian Allanson is a visible leader in the business. Having grown the business from one contract to 70 in its 20 year history, he was welcomed each new team into the business, personally getting to know their abilities, potential and aspirations.
Their annual incentive trip sees the whole business, from CEO to apprentice, travel to a luxury destination for three days. The most recent trip saw 52 employees from all corners of the UK come together in Palma, Mallorca.
Over 50% of all staff benefit from non-standard work arrangements to improve their work/life balance. For those working in the office, there are Nutribullets to facilitate health-conscious diets, Nespresso machines, acupuncture and homoeopathy sessions, and much more.
Their annual incentive trip sees the whole business, from CEO to apprentice, travel to a luxury destination for three days. The most recent trip saw 52 employees from all corners of the UK come together in Palma, Mallorca.
A proportion of their profits is given to their Charitable Trust, which helps those within the construction industry who fall on hard times. The trust aims to provide financial help for people in times of need, this includes grants towards education, training and retraining.
They have recently introduced 'better with money' financial wellbeing sessions to help employees with their financial worries. These sessions cover a range of topics from preparing for retirement, to getting a foot on the property ladder and general money management.
They offer a three-part management development programme, which was designed with employee feedback in mind. The programme supports the needs of managers at different points of their managerial career. Topics include: manager attributes, developing the right mindset, and building relationships.
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