State of Engagement 2026 Report |
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The organisation is a charitable housing association providing a wide range of housing and support services for the families and single people including those with special needs. They are a well-established provider of support to people with complex needs, both in the community and living in their own supported housing schemes, supporting people with learning difficulties, mental health issues, young people, women and the homeless. Their aim is to provide appropriate support to each person living in their own home to enable them to develop independent living skills, be involved in decisions regarding their life and participate in their local community. They also run charity shops.
The organisation is a charitable housing association providing a wide range of housing and support services for the families and single people including those with special needs. They are a well-established provider of support to people with complex needs, both in the community and living in their own supported housing schemes, supporting people with learning difficulties, mental health issues, young people, women and the homeless. Their aim is to provide appropriate support to each person living in their own home to enable them to develop independent living skills, be involved in decisions regarding their life and participate in their local community. They also run charity shops.
Employee development is fully supported and the Association has become an accredited City and Guilds Centre and has a dedicated Learning and Development Team to ensure that qualifications are offered for most roles within the association. It is also an approved centre for the Institute of Leadership and Management, offering a variety of levels of management qualifications for staff wanting to go into management or improve their management skills.
Gallions have been working with Bexley Council since 2009 to deliver REGULAR Well@work programmes to staff. These programmes invite staff to take part in a free 10 week programme of activity and (optional) education. Activities vary from week to week (e.g. circuits, aerobics, zumba, salsa, yoga, body pump) and are held in the Association's offices. Gallions' Well@work champion works closely with the council to promote and deliver the programme of events and has already arranged additional activities for staff in addition to the scheduled programme (e.g. Badminton classes as subsidised rates).
Gallions offer an excellent foundation for all new members of staff. On the first day with the Association they undertake an introductory meeting with HR and are presented with an Induction Plan and Induction Guide, which includes background information about the growth of the Association, their structure, aims, values, purpose and how they fit into this. The organisation helps employees develop a better awareness of their stock and challenges managing it. They offer a Neighbourhood Warden Tour where employees spend an afternoon with their Wardens, walking and driving round the estate, again gaining an understanding of their stock, residents and the challenges. They also do CCT Awareness so employees listen to the variety of calls that come into Gallions' Customer Contact Centre to understand the issues from their residents and how Gallions deal with them.
GHA runs a contribution based pay scheme which is quite unique to the sector in which they operate. This was introduced for the 2010-2011 performance year following an extensive review of their reward strategy practices. The Association's new Reward Strategy aims to pay upper quartile salaries for upper quartile performance, ensuring that pay is aligned with the market and internal relativities ensuring that the Association's salary bill is affordable and rewards the achievement of objectives in the year of performance via the bonus. As part of this strategy the Association introduced the contribution based pay scheme.
Employees are rewarded for their efforts. Those who have shown a dedication and commitment beyond expectation are rewarded through nominations such as Team and Teacher of the Year at the College's Annual Awards Ceremony. This prestigious event acknowledges the award winners for their outstanding commitment to both the customer and organisation as a whole. Their success is fed back to all College staff at both the ceremony and within articles published in the monthly newsletter 'Eastleigh College Matters'.
Managers have an open door policy, which really works and "walk to job”, ensuring that staff see them and are able to talk to them. They set key performance indicators and targets for their staff which are negotiated and closely monitored and amended as necessary. Recognition is therefore given to the work expected of that member of staff. The workloads are negotiated and revisited at least twice a year and are also scrutinised by the Senior Management Team to ensure that there is fairness and transparency. Every manager has 1:1 meetings with the staff in their teams weekly, which provides opportunities for issues to be raised. Following the Communication and Consultation Group Meeting, managers have an "Onward briefing" with their teams which involves open discussion and consultation where staff openly express their views which are then taken back to the Communication and Consultation Group. They express thanks publicly and privately when staff perform well and the Senior Management Team is copied in on these communications. Annually an award is presented to the College Team of the Year and Teacher of the Year which are valued enormously.
Employees are rewarded for their efforts. Those who have shown a dedication and commitment beyond expectation are rewarded through nominations such as Team and Teacher of the Year at the College's Annual Awards Ceremony. This prestigious event acknowledges the award winners for their outstanding commitment to both the customer and organisation as a whole. Their success is fed back to all College staff at both the ceremony and within articles published in the monthly newsletter 'Eastleigh College Matters'.
To impact employee engagement, in the last 12 months face to face briefings have been provided to staff about the current stock options appraisal process to answer concerns and questions that staff may have. The Chief Executive has personally delivered the briefings and has made an on-going commitment to ensure that regular staff briefings take place during this period of uncertainty.
A race night was held in January 2011. This was a social event but was also used as an occasion to raise money for the chair's charity. 70 staff attended and £800 was raised for charity. They also held an away day which included staff representatives from their staff forum, union reps and Board Directors. The event was an excellent way of building relationships between the staff and the Board and they received excellent feedback.
A race night was held in January 2011. This was a social event but was also used as an occasion to raise money for the chair's charity. 70 staff attended and £800 was raised for charity. They also held an away day which included staff representatives from their staff forum, union reps and Board Directors. The event was an excellent way of building relationships between the staff and the Board and they received excellent feedback.
By supporting people in making changes to the way they live their lives. This can be powerful and positive, not just for the individual concerned, but for their children, their families, their friends and their communities. CAN's Mission statement ‘Touching lives and changing futures by inspiring people to make positive choices' therefore creates a ripple effect that reaches far beyond their immediate remit to support people with drug, alcohol and homelessness problems.
CAN seek to enhance the wellbeing of their employees. Their Staff Support Service offers staff one to one counselling on a range of issues to support them in their personal and work life. Feedback from staff has been very positive about this service.
Individual supervision sessions are held with a line manager every 4-6 weeks where agenda items include a review of any work/personal issues affecting their work and identification of effective/ineffective competencies. Managers are explicit about what high performance looks like and focus on the results required from actions and tasks. They meet regularly with staff as a team to create a clear vision for their project area. They attend to individuals within the team, to ensure they understand their role in the performance of the organisation and feedback is provided regarding service level key performance indicator. They meet with their team regularly to share information and respond to staff questions and suggestions. They also take the time to relay information that could be confidential or impact in particular roles or individuals in the most sensitive way possible.
Antrim Borough Council provides a holistic and innovative Wellbeing Programme aligned to their Health, Safety and Wellbeing Strategy. This includes a wide range of options for individuals including Individual Wellbeing Action Plans, Healthy Lifestyle Schemes, Cycle to Work Schemes, 'Quickfit' Health Checks, Health Surveillance Checks, Work Life Balance Policies, Carecall Counselling and a number of special events. Individual action plans are tailored to suit the needs of an individual at a point in time as the Council recognise that personal circumstances change over time and the programme is flexible enough to accommodate this.
Antrim Borough Council are an accredited Employer of Choice and a working group comprising representatives from across the Council meets monthly to ensure that relevant action plans are developed and implemented. The Council survey employees regularly on work life balance issues and incorporate the Health and Safety Executives Stress Management Standards within the survey. The results demonstrate that employees believe Council values staff and that relationships are good in the workplace. They use a 'Talkback' system to enable staff to forward ideas or ask questions but the primary method of listening to employees is through the line manager and their latest survey results showed that 89% of employees confirmed that their manager has an 'open door' approach. Line managers have also been fully trained to adopt a coaching style which focuses on listening to employees and encouraging them to fulfil their potential.
Antrim Borough Council are an accredited Employer of Choice and a working group comprising representatives from across the Council meets monthly to ensure that relevant action plans are developed and implemented. The Council survey employees regularly on work life balance issues and incorporate the Health and Safety Executives Stress Management Standards within the survey. The results demonstrate that employees believe Council values staff and that relationships are good in the workplace. They use a 'Talkback' system to enable staff to forward ideas or ask questions but the primary method of listening to employees is through the line manager and their latest survey results showed that 89% of employees confirmed that their manager has an 'open door' approach. Line managers have also been fully trained to adopt a coaching style which focuses on listening to employees and encouraging them to fulfil their potential.
Employee development is supported at Affinity Sutton and they are committed to ensuring that everyone has the opportunity to grow and their learning and development programme reflects that. They are passionate about continuous improvement and seek to ensure their people have the resources and working environment that promotes job satisfaction and employee wellbeing. There is targeted internal training supported by on the job coaching, regular one to ones, annual appraisals, an E-learning provision and ILM management programmes and there is also high level management support and endorsement.
Employee development is supported at Affinity Sutton and they are committed to ensuring that everyone has the opportunity to grow and their learning and development programme reflects that. They are passionate about continuous improvement and seek to ensure their people have the resources and working environment that promotes job satisfaction and employee wellbeing. There is targeted internal training supported by on the job coaching, regular one to ones, annual appraisals, an E-learning provision and ILM management programmes and there is also high level management support and endorsement.
Managers allow time for 1:1's to take place with members of their team every 4-6 weeks and ensure that this is structured to discuss work, work life balance, Health and Safety and any other issues. Part of this process is allowing for an open conversation to take place between the manager and members of staff. They are encouraged to discuss any recent training their team have been on during team meetings and individual 1:1's and through these and appraisals managers should be working with individuals to determine training that will be useful in the future to help them grow and develop. Managers attend training themselves to identify possible signs of stress or workload issues to help prevent this occurring in their members of staff. Managers are the key to driving the direction and vision of the organisation to their team, this is done through team meetings and on an individual level at 1:1's.
In the last 12 months the Senior Management Team have introduced "Back to the floor"; an initiative that sees all Head Office employees go back to work in restaurants for a day, from CEO downwards. The impact has been fantastic and the initiative has improved communication and enhanced understanding of both sides' job roles. The CEO is extremely down to earth, personable and 100% people focused. He will happily listen to any ideas from any member of the YO! Team and implement initiatives quickly if he agrees there is value in doing so.
The organisation sets clear restaurant KPI's with General Manager's agreement and rewards through a profit related bonus scheme available to all restaurant employees. Managers cascade targets to their team through team briefs and a daily follow ups, rewarding and recognising achievements. They hold appraisals twice yearly on all staff, reviewing actions and agreeing focus areas for development. They hold coffee chats and one to ones coupled with an open door policy which encourages feedback and two way communication. Managers also motivate staff with daily meetings to encourage and set the scene for every shift. Every manager sees their restaurant as a theatre and the team as the actors when they are open.
The organisation sets clear restaurant KPI's with General Manager's agreement and rewards through a profit related bonus scheme available to all restaurant employees. Managers cascade targets to their team through team briefs and a daily follow ups, rewarding and recognising achievements. They hold appraisals twice yearly on all staff, reviewing actions and agreeing focus areas for development. They hold coffee chats and one to ones coupled with an open door policy which encourages feedback and two way communication. Managers also motivate staff with daily meetings to encourage and set the scene for every shift. Every manager sees their restaurant as a theatre and the team as the actors when they are open.
As well as providing free fruit and reduced cost gym memberships to employees, Wolters Kluwer has launched 'My Benefits'; a flexible benefits programme designed to fit in with employee's lifestyles. Covering Health & Wellbeing, the programme includes Dental Insurance, Health Assessments, Private Medical Insurance, a Medical Cash Plan and a cycle to work scheme. They also provide a free and confidential Employee Assistance Programme (EAP). This service offers expert advice, information, specialist counselling and support for employees and their immediate family. The service is available 24 hours a day, seven days a week and can provide wide ranging information and guidance on topics such as buying a new home, having children, relationships, managing money, retirement personal and family crisis and staying healthy to name but a few.
The Executive and Senior Management Team have actively improved communication methods to engage employees with the Company's mission and values. Cathy Wolfe, CEO, and the senior managers deliver regular road shows at the two main head office sites in the UK. At these they give a business update on the different businesses, outline the main priorities for the present and future and offer employees the opportunity to ask questions to the Executive and Senior Management Team. In addition to these employee road shows the organisation has developed monthly newsletters and blogs from senior managers to keep employees up to date with business activity. These newsletters are also used for more informal updates such as introduction to new starters in the business, announcement or marriages or births and so forth. There has also been the recent addition of social media communication tools. Yammer has proven to be a successful way of engaging employees to have informal business conversations with colleagues from across the business. The Senior Management Team proactively encourages these online conversations.
As well as providing free fruit and reduced cost gym memberships to employees, Wolters Kluwer has launched 'My Benefits'; a flexible benefits programme designed to fit in with employee's lifestyles. Covering Health & Wellbeing, the programme includes Dental Insurance, Health Assessments, Private Medical Insurance, a Medical Cash Plan and a cycle to work scheme. They also provide a free and confidential Employee Assistance Programme (EAP). This service offers expert advice, information, specialist counselling and support for employees and their immediate family. The service is available 24 hours a day, seven days a week and can provide wide ranging information and guidance on topics such as buying a new home, having children, relationships, managing money, retirement personal and family crisis and staying healthy to name but a few.
Over the last 12 months, the Senior Management Team has been broadened and now includes a representative from all parts of the organisation and meetings are held monthly. This has enhanced communications between departments and also from the top down and has been driven by a desire to make sure that everyone in the business is informed about the decisions that are being made and developments within the business. The chairman, Tom Bloxham MBE is committed to hard work, fresh ideas and building relationships and he is well known and respected across the company for these reasons. He is open and available to all staff. One of the things he always tells new recruits is that no question is trivial and if a question is important to them then it is important to him. From his open door policy, induction presentations, staff lunches or quarterly staff meetings, he is open to ideas, feedback, criticism and questions.
In 2008, they set up the Urban Splash Charitable Trust. The overall ambition for the trust is to be involved with local organisations and charities that are poorly funded. It was set up to fund projects related to deprived communities, the arts and urban regeneration. The trust is funded from the profits of the Urban Splash Group. At the moment, the main activity of the trust is the operation of a scheme whereby each member of staff can nominate his or her favourite charity to receive a donation of up to £100 in any one year. Staff often request help with sponsored events in which they are personally taking part.
Over the last 12 months, the Senior Management Team has been broadened and now includes a representative from all parts of the organisation and meetings are held monthly. This has enhanced communications between departments and also from the top down and has been driven by a desire to make sure that everyone in the business is informed about the decisions that are being made and developments within the business. The chairman, Tom Bloxham MBE is committed to hard work, fresh ideas and building relationships and he is well known and respected across the company for these reasons. He is open and available to all staff. One of the things he always tells new recruits is that no question is trivial and if a question is important to them then it is important to him. From his open door policy, induction presentations, staff lunches or quarterly staff meetings, he is open to ideas, feedback, criticism and questions.
The Leader is approachable and makes very open and honest communications. He actively seeks input to decisions from all levels of the organisation and he takes a personal interest in issues of importance to even the most junior staff. He is able to adapt his style depending on who he is communicating with depending on whether that is ashop floor employee or senior manager. He regularly takes the time to walk around the offices and factory, visiting all departments and stopping to get an update on how the various teams are doing.
Managers often mentor high performing employees from other departments in the business, providing support guidance and a sounding board to support employee development. As part of the Enhancing Service Excellence training, Trend Control run an additional module for managers called "crediting". This is where they train managers on how to recognise their employees with words so that they can understand the impact their work has had on others and the wider business.
Trend Control runs an "Attitude Apprenticeship Scheme" that currently has 65 apprentices enrolled and 60 Apprentices graduated. They are undertaking training to become a Building Energy Management Engineer. Trend Control employs a scheme manager and a scheme administrator to devise the training schemes, oversee apprentice progress, providing mentoring where necessary. This is the only scheme of its kind in the industry. The scheme is available to everyone in Trend Control and they have had a number of internal employees, several from the factory who have joined the scheme and have developed into qualified engineers.
The Toolbank News Letter which is sent out every 3-4 months in the year has worked really well as employees are constantly informing them of any fund raising they have been doing, welcoming new staff, congratulating colleagues on their nuptials or new arrivals. The news letter has allowed employees to get involved and the feedback from employees has been that the news letter has been very well received as it is great to know what is going on in the other branches.
The Toolbank News Letter which is sent out every 3-4 months in the year has worked really well as employees are constantly informing them of any fund raising they have been doing, welcoming new staff, congratulating colleagues on their nuptials or new arrivals. The news letter has allowed employees to get involved and the feedback from employees has been that the news letter has been very well received as it is great to know what is going on in the other branches.
The Toolbank News Letter which is sent out every 3-4 months in the year has worked really well as employees are constantly informing them of any fund raising they have been doing, welcoming new staff, congratulating colleagues on their nuptials or new arrivals. The news letter has allowed employees to get involved and the feedback from employees has been that the news letter has been very well received as it is great to know what is going on in the other branches.
Quarterly Core Values Awards: The company ask for peer nominations of employees who uphold their Core Values. They recognise winning nominees in their newsletter and in company meetings. They give winning nominees a small reward, such as a gift voucher to Amazon.
The company organises bi-weekly 'retrospective' meetings where employees collectively look at what they have been working on - what went well, what could be improved and any other areas that employees would like to discuss. The company gives quarterly Core Values awards to staff members who demonstrate behaviours that are consistent with their Core Values.
The company provide staff with access to gyms at a discounted rate via PruHealth, their medical insurance provider. They have enrolled their company in the PruHealth ‘well-being' programme, through which staff can accrue points for living a healthier life-style. Staff can use these points to get discounts for holidays, cinemas, etc. The company also have a relationship with Occupational Health professionals and if appropriate will refer staff to these professionals at company expense (for example, to assist staffing in receiving specialist assistance relating to difficult-to-diagnose medical conditions).
Three years ago, Sterling Insurance Group set up a staff suggestion scheme called "Bright Ideas" which encourages employees to submit ideas on ways in which they can improve the organisation. The scheme is a brilliant success with the ideas being judged on a quarterly basis by a cross sections of individuals within the organisation. The ideas are voted for based on a number of criteria i.e. profitability, efficiency, motivational and the winners receive shopping vouchers and company recognition. Many ideas the company have received have been implemented, resulting in greater efficiencies across working areas. Sterling Insurance Group also encourages total collaboration from employees. Through the MD's weekly update, individuals are encouraged to email any ideas on improving communication specifically to the MD.
Sterling Insurance Group operates a bonus plan for all of its employees. The bonus plan is based on two factors, company profitability and an employee's individual performance.
Sterling Insurance Group operates a bonus plan for all of its employees. The bonus plan is based on two factors, company profitability and an employee's individual performance.
Managers at Skrill hold bi-weekly performance reviews, personal introductions based on skills, regular team lunches, bi-weekly feedback sessions, weekly team meetings and weekly team reports in order to support, encourage and develop staff members.
Once a month Skrill has a "Beer & Chips" event in each office where new joiners and new departments are invited to take part in the "CEO Hot Chair", giving them opportunity to ask the company's leaders any kind of questions.
Managers at Skrill hold bi-weekly performance reviews, personal introductions based on skills, regular team lunches, bi-weekly feedback sessions, weekly team meetings and weekly team reports in order to support, encourage and develop staff members.
Roke has a Sports & Social club which offers access to wide variety of sporting activities. Onsite, Roke has a gym, tennis court and sports field. The Sports & Social club organises an annual rounders tournament, summer tennis league, yoga, Pilates and circuit exercise classes. Mountain bikes have also been purchased to allow employees to cycle at lunchtimes. Most recently, Roke has hired a personal trainer to help improve the fitness of their employees by having a weekly training sessions and offering advice on healthy eating. With regards to health, all employees can have access to the Company Counsellor/Occupational Health and the majority of employees are entitled to non-contributory BUPA (options of single, couple or family cover available). Health Assessments are available for Senior Management.
Roke has a Sports & Social club which offers access to wide variety of sporting activities. Onsite, Roke has a gym, tennis court and sports field. The Sports & Social club organises an annual rounders tournament, summer tennis league, yoga, Pilates and circuit exercise classes. Mountain bikes have also been purchased to allow employees to cycle at lunchtimes. Most recently, Roke has hired a personal trainer to help improve the fitness of their employees by having a weekly training sessions and offering advice on healthy eating. With regards to health, all employees can have access to the Company Counsellor/Occupational Health and the majority of employees are entitled to non-contributory BUPA (options of single, couple or family cover available). Health Assessments are available for Senior Management.
Roke's "Next Generation" programme sets out to inspire the next generation of engineers and scientists through direct contact with experts developing exciting new technology. Part of this scheme involved a ‘teach the teachers' session where teachers from across Hampshire were invited to Roke to be trained in new engineering techniques so these could be passed onto students.
Quest create new teams and new offices based on people's abilities and personal needs. Examples are Manchester, Sri Lanka and Dubai. In all these cases the company had an employee who strongly wished to or needed to relocate. Where there was a business case Quest created an office and in two cases promoted the people at the same time (in the third example of Sri Lanka they couldn't promote the manager because they had reached the highest level as their Financial Controller). All these new offices resulted in extra local employment with several significant benefits such as retaining great staff, expanding their markets, saving costs. The staff that opened these offices have experienced and enjoyed huge jumps in their learning curves, career development and at all times this has worked alongside their personal needs and balanced their work-life /home-life needs.
Managers at Quest communicate consultant responsibilities and targets to their teams regularly. This is done through weekly one-to-one and team meetings, and quarterly appraisals. In these meetings, managers will discuss performance against target, and make recommendations to consultants who need extra guidance.
Quest create new teams and new offices based on people's abilities and personal needs. Examples are Manchester, Sri Lanka and Dubai. In all these cases the company had an employee who strongly wished to or needed to relocate. Where there was a business case Quest created an office and in two cases promoted the people at the same time (in the third example of Sri Lanka they couldn't promote the manager because they had reached the highest level as their Financial Controller). All these new offices resulted in extra local employment with several significant benefits such as retaining great staff, expanding their markets, saving costs. The staff that opened these offices have experienced and enjoyed huge jumps in their learning curves, career development and at all times this has worked alongside their personal needs and balanced their work-life /home-life needs.
Pure Recruitment Group holds a Quarterly Communications meeting where the company provides employees with information about the business and staff are actively encouraged to submit items for discussion and new ideas.
Last year's AGM was held at the Raceway and following the formal communications meeting, the entire company was split into teams for Go Karting. Races were held with the winners of each race being put forward to the final at the end of the afternoon.
Pure Recruitment Group holds a Quarterly Communications meeting where the company provides employees with information about the business and staff are actively encouraged to submit items for discussion and new ideas.
Managers at Pricoa Relocation hold regular team meetings where they encourage open discussions and conversations about how the team are doing and if there are any concerns or feedback that needs to be given. Management arrange ETM sessions where employees are trained on the system and outline their personal objectives. Positive Organisational Scholarship sessions were introduced to encourage positivity in the work place. Management have run Customer Service Training for all employees and introduced a customer service pledge with 9 main principles.
Pricoa Relocation has bought in ECO buttons - this means that computers switch themselves off and the amount of money saved on printing can be recorded. This was an initiative bought in by the EOC to be more environmentally friendly.
Pricoa Relocation has bought in ECO buttons - this means that computers switch themselves off and the amount of money saved on printing can be recorded. This was an initiative bought in by the EOC to be more environmentally friendly.
Plusnet Plc offer Specsavers vouchers, free Flu Jabs, they provide taxis for unsociable hours, they have encouraged employees to participate in a 10k race corporate team for the Great North run. Plusnet Plc have an on-site gym, provide free fruit, and in December 2011 the company held a heath and Well Being Fair, where NHS staff are visiting to provide information on how to: stop smoking/blood pressure & cholesterol testing/bmi check/information on substance misuses/information about sexual health testing/provide information on risk taking, safe drinking units etc.
Managers at Plusnet Plc hold quarterly reviews of objectives on top of regular 121s to ensure business changes don't create issues for employees. Managers also encourage open forums, team meetings and open door policies.
Managers at Plusnet Plc hold quarterly reviews of objectives on top of regular 121s to ensure business changes don't create issues for employees. Managers also encourage open forums, team meetings and open door policies.
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