State of Engagement 2026 Report |
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Employees enjoy regular events, campaigns and activities thanks to the employee-led and award-winning health and wellbeing group 'Hapus.' It's organised 'Brunch & Babble' sessions, wellbeing walks, online bingo, men's mental health breakfasts and 'Walk in My Shoes' learning lunches to help people find out about experiences and backgrounds different to their own.
Staff now find it easier to identify and request training. They can highlight opportunities at any time rather than having to wait for specific points in the year. RHA supports technical and leadership development and encourages employees to attend networks and conferences. It's investing in training provision to increase the number of courses available.
Staff are involved in numerous projects and fund-raising initiatives. These include walking more than 20 miles to Cardiff to raise money for tenants' Christmas hampers, working with a local organisation to help young people learn construction skills and involving more than 400 people in health and wellbeing sessions, from community walks to chair yoga.
Quanta’s leadership encourage employees to live by company values through its rewards and recognition scheme ‘Qudos’. This recognises employees who exemplify the organisation’s values and is celebrated throughout the business. The senior management team live and convey the values through internal communications and employee reviews of gathering feedback on themselves.
It has introduced LinkedIn learning for those employees who have requested training in specific areas. It has also recently launched a new mentor programme where employees are paired with senior members of the business to mentor and guide them with professional advice, development, and or within a specialist subject matter.
During the last year, it has run collections for the local children’s ward – including an Easter egg hunt. Employees held a number of bake-off events in the office as well as taking part in the dragon boat race for its local hospice.
In April, it hosted its first Financial Wellbeing Week, highlighting the benefits it offers such as Westfield Health, Aviva Digicare, and its EAP. It has also hosted 'in-office' events such as Time to Talk Day and Brew & a Biscuit sessions to encourage people to come together to check in.
Peel provides a training library of events open to all employees to upskill within their role, from emotional intelligence to developing self-esteem and assertiveness skills. It also provides a Personal Development Plan (PDP) which are tailored to each individual, supporting their specific development needs. This reinforces its commitment to the growth of its people.
Employees took on the Great Manchester Run raising a total of £1,682 for Once Upon a Smile. Employees also took part in a special volunteering day to mark World Environment Day - encouraging worldwide awareness and action for the environment. It also plans to raise money at Tough Mudder and MacMillan Coffee Mornings.
Following feedback, the charity's top team are doing more to keep their employees in the loop. This includes monthly live Q&As, quarterly video updates on organisational priorities, regular emails and site visits. There's also a quarterly presentation to the leadership group cascaded to all employees via the 'TeamTalk' meeting pack for line managers.
Clinical teams get in-house CPD delivered by PDSA's own clinical experts, providing learning opportunities for subject matter experts and attendees. The charity offers around 20 placements for newly graduated clinicians, with staying on in permanent roles. And there are also apprenticeship opportunities for staff to develop their skills.
Around 400 managers and leaders are enrolled on a six-month leadership development programme covering practical and theoretical topics to help them better understand their teams and feel more equipped to lead them to success. Participants are encouraged to 'buddy up' to create a support network across the organisation once the training is complete.
Its holistic therapy service offers colleagues an opportunity for physical and mental wellbeing. All staff are supported and enabled to take time out within the week to access time for a range of therapies, which promote both physical and mental health agendas. Staff feedback from a short course of massages has been universally positive.
The organisation has introduced 'team in the spotlight' at its membership meetings. Open to all staff and community members, it encourages a deep-dive into a department and service to greater showcase and understand the work of the team along with challenges and good practice they have faced and developed.
As the company supports placements for healthcare professionals, an education and learning environment is evident across its services. Individual development requests are also encouraged. These are peer reviewed by managers, over 90% of personal study leave requests are supported immediately. In the last year, it has appointed two new roles of 'Professional Development' leads.
A dedicated health and wellbeing programme includes webinars, promotes awareness days, and shares healthy living tips on topics from finances to menopause and prostate cancer. Staff and their families also have private health care provision, including a 24/7 support line.
All employees can access a wide range of courses through the online learning management system, allowing them to learn at their own pace and at a time that suits them. There's a Future Leader Programme for managers, and each department has a training budget supporting staff to take courses aligned with their specific job roles.
All employees are given reusable coffee cups to help reduce the number of cups ending up in the ground. And the company has a dedicated 'ReUse shop' with items saved from landfill. It also uses the many donations of cutlery, cups and glasses in its own departments to keep them from buying new ones.
CEO Jamie and the leadership team regularly send out updates to the business outlining any changes. Additionally, every month in its Global Review meeting, there is a section called 'ask the CEO'. Employees can anonymously submit questions and have those answered and addressed in the meeting providing clarity for everyone.
InterEx Group has a generous commission structure and career pathways with reward schemes and incentive criteria for individual contributors and people managers in contract, permanent and delivery roles, as well as pathways for Talent Acquisition and Business Support Teams. It also prides itself in delivering world-class incentives, including trips abroad, monetary bonuses and vouchers.
Its own development program, ‘InterExcellence’, consists of 4 learning pathways. Engage ensures a smooth onboarding process. Enhance focuses on refining the initial skills needed to succeed. Excel is designed to equip those going through their first steps in mentoring. Elevate is a management development program, focusing on supporting managers to help the next generation.
Managers can give a gift voucher to any employee they feel has gone above and beyond. Employees are recognised and rewarded for their long service with the company from 5years+. The employee is allowed to choose a gift or voucher of their choice for the value of £150-£900 depending on their long service milestone.
As well as feedback to line managers directly and an employee survey, the organisation has two dedicated email accounts for employees to make suggestions and express concerns anonymously. All questions are read out and answered by the MDs every two weeks to maintain transparency and openly share concerns that other employees may also have.
HSO has an internal Learning Management System in place for all employees to access training courses. It uses the LMS to stay abreast of new enhancements to technologies, soft skills and industry updates. The LMS gives employees the flexibility to be able to learn on the go by accessing it on their desktops or mobiles.
The organisation runs a process: "SKIPs". The principle is that employees skip their line manager and provide feedback on the business to the next level up. This process was undertaken by the board of directors and every member of the organisation met with a director where they were asked for feedback related to its vision.
The organisation runs a Living Leader programme. It also provides bespoke training tailored to individuals, such as professional finance qualifications and technical training. One leader at Excalibur Communications is on an external leadership programme and the People Director is training in executive coaching.
Excalibur Communications has a charity committee called "Excalibears" who drive its charity fundraising, donations, and volunteering activity. The organisation recently participated in some grounds maintenance at a local hedgehog sanctuary. The organisation also matches any contributions made via the payroll on a monthly basis.
Staff can share how they’re feeling with monthly wellbeing workshops covering topics like mental health and menopause. They also have access to counselling services, massages, yoga sessions and a dedicated wellbeing app. And everyone gets private healthcare after two years. There’s also a ‘helping hand fund’ offering interest-free loans to anyone struggling to fund necessities.
Based on their feedback, staff now benefit from a revised bonus structure, with the personal performance element, which everyone got, now part of their basic salary. This has allowed for a boost in pension contributions and helps employees with mortgage applications. The bonus is now 100% based on company profit.
The company has reinvigorated its Diploma Academy to tackle a shortage of candidates – particularly paraplanners. The two-year course with a qualification at the end is open to school leavers, graduates and those who want to retrain. All exams and study materials are paid for, and they also get paid time off to study.
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