State of Engagement 2026 Report |
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Blackstone employees are encouraged to start the week on a high with 'Blackstone TV' – a global call in which the leadership team shares valuable insights and updates to connect, motivate and inspire. The team also regularly posts videos, podcasts and newsletters and visits regional offices to host town hall meetings and invite questions.
Volunteering is big at Blackstone. It includes mentoring and career guidance for at-risk young people, renovating buildings for those in need and volunteering at food redistribution centres. During 2022, the Blackstone Charitable Foundation donated £336,000 to UK charity partners. Its London employees raised a further £228,500 through their own initiatives.
All Blackstone staff are encouraged to hone their leadership skills. The firm doesn't view them as specific to certain job positions; it wants all employees to be able to convince others of their ideas and make them happen together. All staff are evaluated on their leadership and managerial qualities during the annual 360 review process.
Managers at Vaculug are supported in their development through various avenues, including: Training and Development Programs, Coaching and Mentoring, Leadership Development Programs, Performance Feedback and Reviews, Workshops and Seminars, Employee Assistance Programs, Networking and Communities of Practice, and Work-Life Balance Initiatives.
Vaculug believes in fostering a culture of appreciation and recognising employees for their efforts. To create a unique and effective rewards programme, it has implemented the "Appreciation Adventure Program." This program goes beyond traditional rewards to provide employees with memorable experiences and opportunities to pursue their passions.
The organisation encourages employee growth through a number of initiatives, including: Individual Development Plans, Mentorship Programs, Internal Training and Workshops, Tuition Reimbursement and Learning Stipends, Job Rotation and Cross-Functional Projects, Internal Promotions and Succession Planning, Feedback and Performance Reviews.
Ontic is committed to creating an open and supportive culture. It wants employees to feel comfortable speaking about how menopause-related symptoms may be affecting them at work and be able to ask for the support that they need to help manage their symptoms. Managers have been provided support to help them have conversations about menopause.
The company continues to see considerable growth in the business through acquisitions. However, this means that it has inherited a lack of female representation at all levels. To tackle this, Ontic employed 30 new starters, of which 17 were female, and it has seen increased numbers of women joining its Early Careers Programme.
Ontic has a dedicated People Managers' Communication channel - a monthly, action-driven communication platform with clear expectations of what managers are expected to read/understand and share/do with their teams. This is backed up by a dedicated Managers Hub which provides managers with all the information they need to do their job effectively.
The healthcare provider has implemented Menopause Support initiatives to raise awareness, with the hope to erase the stigma around this topic. Additionally, it has created a social and wellbeing committee to engage employees in more social activities as well as activities to promote physical health.
With a desire to increase the personal engagement of the Head of Departments, it equips leaders with the ability to lead change positively and recognise their role in establishing a healthy culture within their direct span of influence and beyond. This program will enable relationships between departments to strengthen and drive home company values.
The company launched its Leadership Academy last year aiming to empower its junior and first-line manager cohorts to maximise their potential and bring about positive change within their departments. Additionally, it released a digital skills programme, providing comprehensive training opportunities across many subjects including Microsoft Teams, Advanced Power BI, and Project Management.
Employee wellbeing is a key focus for Vindis Group’s Board of Directors; and, as such, the implementation of many initiatives has been supported. These include: a robust internal wellbeing programme, including optional ‘Welfare Meetings’; access to Occupational Health Therapists, funded by the Company; four Mental Health First Aiders; and mandatory mental health training.
The Vindis Group offers access to leadership development programmes – accredited by the Institute of the Motor Industry. ‘Aspire’ seeks to further develop individuals who are beginning to demonstrate the mindset and behaviours intrinsic to potential future leadership roles. It has a comprehensive application and enrolment process, and welcomes 30 individuals each year.
The Vindis Group launched a new 'Vision Cube' for the organisation, to provide clarity and direction with respect to the vision and values of the Company. The Vision Cube has six distinct elements: Pioneering Mindset; Sustainable Process; Outstanding Outcomes; Customer Obsession; High Performance Culture; and Exceptional People.
Company Directors and the Senior Management Team provide an open and honest approach by regularly visiting different locations so that all the team can benefit from consistent communication and support. All team members are kept up to date on news and achievements through the company intranet and monthly team newsletter.
Verdant Leisure encourages supportive peer management, and for all managers to talk to each other and communicate across teams. Verdant Leisure managers have an open door policy and their culture encourages managers to talk directly with the Directors if they have any concerns. The organisation continues to train Mental Health First Aiders across every location.
The organisation is committed to promoting from within, ensuring that team members feel supported and understand the development opportunities available to them. Team members are encouraged to make training requests on a regular basis, and to support external training that will allow them to develop in their existing role or future.
Employees at The Pedder Group have a clear pathway mapped out that demonstrates how progression can be attained and how the organisation will provide the tools and support to do this. It has established a ‘Fast-track to Manager’ programme which provides year-round training and clear targets to help the employee towards management positions.
Giving back to the community is a core value of the organisation. It has continued to support multiple charities and community causes such as through its local schools’ sponsorship; Cancer Research UK fundraising; its pledge to its local hospice, St. Cristopher’s; Peckham and Dulwich festivals; and clothes and supplies donations to Ukraine.
The organisation values communicating clearly to employees who it is, what it does, and how it does it. To achieve this, it maintains open lines of communication from the top to the bottom through its Brand Book and Corporate Brochure. These resources are regularly updated ensuring employees have access to the latest organisation information.
Partners at Schillings are encouraged to attend business development meetings with a colleague from another part of the organisation – this could be a Partner or another senior fee earner. Its wellbeing, EDI, and social committees work together to ensure the work they are doing is complementary to and enhances the work of the others.
Schillings listens to its employees and has teams called Partner Engagement Teams. These are small teams of ten people, led by a partner. These teams are cross discipline and a mix of grades and roles. They provide the firm with a 2-way feedback loop and allow them to address and consult new ideas and changes.
Schillings runs a bespoke leadership skills development programme in development that reflects its values of culture and purpose. This develops its leaders to find their authentic leadership style and voice, alongside their ability to flex and deploy other relevant leadership styles as needed in different situations.
Every month, Durhamlane hosts a performance incentive day with the intent to increase employee motivation, morale, and productivity. The company also hosts themed days, i.e. in June there was a Pride day. Durhamlane celebrates employee successes and rewards them for all the hard work every quarter.
The organisation has charities which it supports such as Tyneside and Northumberland Mind; if anyone in the company is fundraising the organisation will match whatever they raise. It also asks staff what charities they want to support throughout the year and holds ad-hoc charity days to raise money for causes close to employees’ hearts.
Durhamlane supports its managers with externally accredited programmes. Every employee has their own personal development plan that outlines the forthcoming opportunities available. The majority of managers started off as lower-level staff but were promoted to managerial positions off the back of their development and training plans.
Baylis has employed an in-house skills coach that has developed an 'Aspiring Managers' course. This twelve-month course will take selected employees keen to progress through several key managerial disciplines with a presentation to the board at the end of the course, it also employs designated skills coaches.
As well as offering bonus payments for productivity, Baylis also offers a £1,000 referral bonus to existing employees. Agencies have become a mainstay in attracting new staff, and salaries have risen due to skills shortages coupled with the cost of living.
The organisation is committed to visible charitable efforts that align with the company’s strong values. Throughout 2022, the company supported the Pied Piper Appeal, with the proceeds from all related events being donated to the charity. Where possible, it agrees on an amount that will be donated or matched.
Barbon Insurance Group use a bespoke Training and Competence scheme called ‘Pathway to Success’ as a framework to support development. The organisation also uses its Learning Management System (Build) as an intranet to house an array of information and where team members can go to access mandatory and elective learning, and to track CPD.
The organisation has set a 5-year plan for growth, collaborating with team members, customers, and shareholders. This plan was shared with all colleagues and the leadership team, led by the CEO. The seven key objectives of the plan are discussed weekly in senior meetings and summarised for all employees in weekly updates from the CEO.
The organisation runs a management development programme call BIG leadership aimed at existing managers and aspiring leaders within the business that provides a strong understanding of the management role and develops the core skills that will help them to be a successful leader. Managers can earn their ILM Level 3 Team Leader and MBA qualifications.
Mental Health First Aiders are on hand across the organisation for any employees who may need a listening ear. National awareness days are used as a focus for wellbeing activities, such as stress management webinars, and positive wellbeing is encouraged through charitable giving, volunteering, team socials and exercise challenges.
Node4’s Trans4mation Leadership Development Framework is an internal five-level training programme for all tiers of management and leadership across the business, from helping new managers navigate policies and processes to boosting senior leadership experience, including the option of an ILM Level 5 qualification. The principles of ‘Exceptional Service as Standard’ (ESaaS) are embedded throughout.
Almost one in five new hires have come via Node 4’s generous employee referral scheme. Staff get £1200 if they successfully recommend a candidate. An initial £500 is awarded when they complete their three-month probationary period and the remaining £700 after they’ve been employed for six months.
Reduced mental health-related sickness has saved the organisation more than £90,000 thanks to a range of wellbeing initiatives, including the We Care employee healthcare portal, which provides services including 24/7 GP access and counselling. There's also a dedicated month-long initiative championed by Mental Health First Aiders, a bi-monthly HPG Wellbeing newsletter and an intranet mini-site.
The Group's Homes Plus My Community Fund provides grants of up to £30,000 annually for grassroots organisations looking to make a difference to communities. This has included sponsoring the Best Kept Village Community Competition in Staffordshire, helping young people make music in a Scout and Guide Band and supporting a group of women taking-up football.
New managers – new to management or new to the organisation – are supported through a bespoke management induction, including toolkits to get them up and running quickly. And the Group offers two management development programmes – one for aspiring managers and one for new or future heads of service focused on leadership and strategy.
Teams have been holding meetings, one-to-ones, quizzes and celebrations over MS Teams. Using the broadcast feature, the new CEO held a meet and greet with all employees. Over 100 colleagues participated in the organisation’s live Q&A, reflecting how engaged its people are. It received extremely positive feedback and Target Group has held more since.
Current and aspiring leaders are supported by Target Group through access to: Leadership Management Development and Performance Modules, which cover leadership soft skills, self-awareness, and interpersonal skills; High Potential Programmes, set over a 9-month period; and external qualifications through the organisation’s access to courses from The Institute of Leadership & Management.
Its Aspire programme is designed to develop the capability of its future Leaders ensuring a smooth transition and enhanced performance in their future roles. The course principles are to create development opportunities, prepare employees for future opportunities, and increase the talent pool within the organisation. 50 individuals have completed the Aspire Development Programme.
The Board and Senior Leadership completed a course on the ‘human iceberg’, and conscious and unconscious motivators to better understand each other, improving communication and team dynamics. This has been extended to all managers in 2023. The organisation host team building events throughout the year, including BBQs, online get togethers, and Christmas celebrations.
All managers at Nicholas Associates Group are provided with specialist training through its Management Academy. Modules covered include leading self, leading others, coaching and mentoring, and leading a team. It also offers online training that provides structured development pathways for managers, to support their ongoing development.
As part of the onboarding process at Nicholas Associates Group, its three Board Members and Directors host a session for all new starters where they share information on the organisation’s history, vision and values. Its bi-monthly newsletter provides information to all employees about priorities and initiatives that are happening across different departments.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
To help with living costs, a staff travel loan allows staff to borrow up to £250 at a time to cover costs such as new tyres, repair costs or a multi-trip travel ticket. It allows staff to spread big costs over six months. A season-ticket loan scheme of up to £3,000 is also available.
To further its aim of reaching net zero by 2030, the trust carried out energy audits of venues and provided energy-management training sessions to help staff build the skills and knowledge to implement energy reduction. It also undertook a biodiversity study to identify opportunities to manage sites with green space in a nature-positive way.
The trust launched its first management development programme last year. It also piloted a line-manager induction and development scheme. The training introduces key processes line managers are accountable for, as well as developing capabilities in the areas of coaching, feedback and development.
Regular support sessions reflect real workplace concerns thanks to input from the employee voice Partnership Council, the organisation's four Inclusion Networks and the latest absence and turnover trends. Recent sessions have included a myth-buster on vaccines and infection control, and balancing work and family commitments.
Midland Heart is an early adopter of the Sustainability Reporting Standard for Social Housing to benefit its communities and the wider environment. It also looks to recycle wherever possible, whether that's the maintenance team separating waste before disposal or its development partners reusing old roof tiles when building new homes.
There are development opportunities for every stage of leadership. These include courses for aspiring managers in partnership with University College Birmingham, front-line manager training and a 12-month Cranfield University training programme for senior leaders. Managers also benefit from ongoing support through coaching, mentoring and cross-functional management meetings.
Employees can recommend candidates for advertised positions, receiving £2000 if the person is successful and passes their three-month probation period. It benefits EMJ as it sources great-fit candidates via people who know the roles and the skills required. And staff feel trusted and valued by supporting the company's growth and success.
A dedicated Charity Board organises fundraising events for the team, including those for its community charity Kids Inspire, which awarded EMJ' Corporate Supporter of the Year' for raising more than £20,000 in 2021. Fundraising activities have included the 100k Thames Path Challenge and a fancy dress Halloween event.
New and existing managers are supported through the new Manager Skills Toolkit. It involves monthly sessions with an HR professional, and covers a variety of content in bite-sized chunks, including handling difficult conversations, situational leadership, managing performance and personal effectiveness. The company also runs a Future Leaders Programme focused on building successful teams.
Last year, chief executive Adam Stroud had mini-exchanges with each employee across the globe and the chats provided a platform for staff to ask questions and be answered directly. The move improved engagement with staff across the company. Breakfast with directors sessions are run virtually via Microsoft Teams.
Paxton aims to have an all-electric car fleet next year. All new company cars ordered last year were electric or hybrid and the fleet is now 87% hybrid or fully electric. Biodegradable packaging is used in the company cafe and a "green team" looks for new environmentally friendly ways of working.
Sessions that are run as part of the managers’ network allow leaders to bring a challenge to share with their peers and support one another to find creative solutions that drive consistency across the company. The sessions include training on topics such as salary-review conversations.
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