State of Engagement 2026 Report |
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Employees enjoy a morale-boosting 'office dog day' where one owner brings their pet to meet the team. Staff also benefit from a health cash plan, employee assistance programme and full health checks from a local gym. The team is scheduled to return before year end to check progress and celebrate employee achievements.
From meals out to charity challenges, meet-ups are planned in advance to ensure everyone can make them. There's a Town Hall every quarter for business updates, staff awards, food and social time. And Christmas and summer events, including a ball, encourage colleagues and their partners to catch up and let their hair down.
There's a generous annual budget for learning and development, and employees are encouraged to request any training they believe would benefit their roles, from degrees to professional courses. And the company works with staff with specific career aspirations to formulate career pathways and development plans.
Employees benefit from regular communications and opportunities for feedback. 'The Loop' is sent out weekly, and there's a dedicated employee forum and monthly' virtual coffees' where the leadership team gives updates and answers questions. The Chief Executive leads an annual Town Hall reinforcing key principles, thanking colleagues and celebrating successes.
Employees who recommend a successful hire get £250 three months after the new recruit starts – £500 if the starter is in a more senior position. And awards are also made to team members who successfully recommend somebody for a temporary or fixed-term vacancy. They get £50 in shopping vouchers.
All employees get dedicated time with their line manager for two annual performance development reviews. All staff have access to online learning, and the organisation is undertaking a learning needs analysis to capture CPD for each directorate and any informal coaching needs. It also plans to introduce an accredited management development programme.
Its new Consultus Way of Working (WoW) encourages proactive communication between teams. It is a collection of tried and tested tools and techniques to help its business encourage continuous improvement. It covers everything from first-time managers struggling to set their team objectives to implementing RACI as part of project delivery.
Consultus has many success stories such as Alison’s. Since starting as a receptionist, she has had several promotions, and she now holds a director position at the company. "Working for Consultus provides huge opportunity for its employees and I am living proof that through hard work, focus, and determination the sky is the limit.”
Consultus supports many charities such as Hope Against Cancer. More recently, it became involved in clean and green schemes in Leicester city centre and became a sponsor of Maidenhead United Football Club and attends match days to raise more money for Hope Against Cancer, raising over £500.
It has action groups such as S.H.E Champions, a charity committee, and a wellness group which actively engage employees in activities and projects aimed at promoting wellbeing, diversity, charitable endeavours, and overall health. It also provides access to Medigold Occupational Health Support, offering employees valuable resources for managing their health.
Employees are encouraged to create a Personal VTO (Vision Traction Organiser), outlining their personal and career aspirations for the next one to five years. This document serves as the basis for a discussion with their manager, and any necessary training opportunities or flexible work arrangements required to support their personal objectives are identified and prioritised.
Voted for by staff, Dura’s local, environmental, and national charity partners are close to employee hearts. For 2023-2024, it has chosen to fundraise to support the work of EACH (East Anglia Children’s Hospices), Essex Wildlife Trust, and MIND. It also holds regular upcycling days and other well-publicised events to raise awareness of these charities.
Staff have highly rated the company's wellbeing and coaching service in supporting their mental health, resilience and stress management. Almost half have returned for a second session. Pax8 UK also offers wellness rooms to help with work-life balance and chat about personal issues. And for peace of mind, staff get private medical cover.
A dedicated 'Talent Enablement and Development Department' supports staff to achieve their ambitions. Monthly competency workshops empower employees to understand the skills they have and the ones they want to develop. An e-learning platform gives access to 88,000 courses, and an internal jobs board helps staff quickly identify opportunities for moves and promotions.
There's a 'Principals of Leadership' course for anyone interested in stepping up. It includes collaborative decision-making and building team pride and purpose. And those already in leadership positions benefit from a 'Transformational Leadership' programme aligning with the company's 'Culture Canvas' principles. Topics include psychological safety, self-awareness and a leadership mindset.
Slack is the agency's heartbeat, with team members interacting on projects and industry developments to 'rate my plate' lunch sharing and parenting support. The office hosts' Crowded House' every Thursday to encourage social catch-ups, winter and summer company parties, and three work showcases a year to inspire and celebrate jobs well done.
Employees benefit from two bonus schemes. 'Made Born Bigger' is a performance-based annual cash bonus set against revenue goals, and 'Made Born Better' offers top-performing employees, voted for by the team, the chance to choose from a prize list including vouchers, new trainers, hotel stays and extra holidays.
Employees get time every week, month and six months to discuss their development. There's a clear progression framework so everyone can see the opportunities available and what they need to do to succeed. All staff have a learning and development budget and access to a learning library. There're also regular events on wellbeing and diversity.
Personal Development is a huge part of life at G3, with all employees encouraged to learn and develop both new and existing skills through a hands-on training programme. This aims to develop the next generation of G3 employees, whether straight out of high school, recent graduates or current employees looking to progress within their roles.
Colleagues can look forward to quarterly team events, as well as half-year 'all expenses paid' parties and regular Friday feasts. On the last Friday of each month, one team is given the chance to choose an activity of their choice, whilst those seeking sport can join in on Tuesday's 5-a-side football matches followed by beers.
G3 works closely with the Prince of Wales Hospice in Pontefract, participating in a number of fundraising activities whilst also donating a portion of its profits to the charity too. Since 2019, the company has also worked with chosen charity partner, Martin House Children's Hospice, donating £1 for every car sold.
The organisation asked its teams to have some fun and make videos to show how proud they are of what they do and the impact they have on our customers experience. It had a huge response with videos parodying Bake Off, M&S adverts, ABBA, game shows, Johnny Cash, and fairy tales.
VIVID’s internal talent programme targets non-managers who have a desire to develop into management. It has a rigorous selection process involving online tests and an assessment centre. It also has a job mentoring and rotation feature in the programme as well as virtual delivery of management skills by our own trainers.
The senior management recognise and reward employees across VIVID for living the values. Monthly winners of its Values Awards are communicated at the Let’s Talk VIVID monthly events and receive ‘love to shop’ vouchers. It also details the behaviours that the organisation wants all levels of staff to demonstrate in order to live its values.
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.
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.
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.
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.
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