ENGAGE

Many leaders don’t know what to do with employee feedback – how to translate inputs into outputs. A gap between collecting information and taking action can diminish the value of this feedback over time. Earlier this month, Harvard Business Review published a series of articles on “What Companies Get Wrong About the Employee Experience”, which included an article on “Turning Employee Feedback into Action”. The writers of the article – Ethan Burris, Benjamin Thomas, Ketaki Sodhi, and Dawn Klinghoffer – have done research into how organisations move from feedback to action. This research identified common challenges and how to overcome them. We found three of these particularly relevant to our work at ENGAGE - making sense of large quantities of data, identifying the underlying problems behind employee feedback and providing meaningful follow-up on this. To read about how we help our clients with solving these challenges, see our blog below: Link: https://lnkd.in/erYPKXCJ #Employeefeedback #Actionplanning #Activelistening #Engagement 'Turning Employee Feedback into Action' (https://lnkd.in/gNGq4dXc)

As 2024 comes to a close, we want to take a moment to express our gratitude to everyone who has been part of the work we have done this year. A special thank you to our clients for your partnership. It’s been a privilege to collaborate with you this year and we’re excited about continuing to work together in the year ahead. Wishing you and your loved ones a very Merry Christmas from ENGAGE! Here’s to a successful 2025. #MerryChristmas #HappyHolidays

In a recent Harvard Business Review (HBR, Nov-Dec, 2024) article ‘Reimagining Work as a Product’, Eric Anicich and Dart Lindsley propose treating work as a "product" designed to meet employees' needs, similar to how companies design products for customers. The authors suggest that companies should ask, "What do employees hire their jobs to do for them?". Whilst this is an interesting construct, it’s not, we would argue, wholly conducive to what high-performing organisations need. There needs to be a trade-off from both parties. The key, we believe, is in what drives these decisions. To read more on our view of the topic, see our blog below: Link: https://lnkd.in/dUehpAQy #Engagement #EmployeeExperience #Tradeoff #Insight Article Link: 'Reimagining Work as a Product', https://lnkd.in/gr78yvBS

Great to see our long-serving client Moss moving to a brand-new HQ. The relocation to the new 13,000 sq. ft headquarters, in the heart of Camden, hosts the perfect environment for their recent rebrand. The new office is aiming to be both a functional hub as well as a place for employees to be in an environment where they feel at ease. We’re proud at ENGAGE to have worked with Moss since 2016, under the direction of CEO, Brian Brick, and Head of People, Louise Passey (FCIPD). We have worked closely with Moss to develop a tailored engagement strategy, using smart analytics and linking their engagement data to harder business data, including store-level growth and attrition rates. Congratulations on the move and we look forward to seeing what 2025 has in store for Moss. #Moss #HQ #Engagement #EmployeeExperience

Making engagement a meaningful business tool requires a tailored definition, and a data-centric approach to prioritise what actions to take. That's exactly what Christina Sulebakk knew she wanted for her team when she began working with us in 2017 at HBO Europe. Our team worked alongside Christina to properly define engagement for their business, aligned with the leadership team's immediate and long-term vision and objectives, paving the way for them to navigate periods of change and integration. By leveraging data-driven insights, we supported the leadership team to further pinpoint areas for improvement, and focus their efforts strategically, enabling Christina to foster improved team dynamics and better performance. Looking to make engagement a valuable metric in your business? Find out more about our work with Christina by reading her full testimonial:   Link: https://lnkd.in/eQqZzqUt   #EmployeeEngagement #EngagementMetrics #testimonial #WarnerBrosDiscovery

The UK is set for a surge in merger and acquisition (M&A) activity in 2025, thanks to two key catalysts: the recent budget announcements and the certainty following the US presidential election. The UK government’s recent budget promises an attempt to re-evaluate the CMA's scrutiny so that more tools can be used to ease deal clearance and that only “truly problematic” mergers will be blocked, according to Bloomberg. Meanwhile, the US presidential election has removed much of the political ambiguity that had been weighing on global markets. With US firms sitting on a record $3.8 trillion in cash, according to Korn Ferry, and now having a clearer outlook on one of the world’s largest economies, companies will feel more confident pursuing growth through M&A, both in the US and abroad. Together, these factors are setting the stage for a new wave of M&A activity in 2025. It’s the perfect time for businesses to consider new opportunities for expansion and consolidation. But, despite the opportunities, M&A deals are often fraught with people challenges that can derail the anticipated benefits. Understanding and addressing issues through a leadership, cultural, and employee engagement lens is crucial for companies to navigate the complex landscape of M&A. At ENGAGE, we work in three practice areas, all of which can help organisations continue to drive performance during M&A integration activity. Here are three questions to be thinking about if you are heading into an M&A situation: - Are your leaders aligned and set to perform effectively in the new organisation? Could they benefit from assessment and coaching at either an individual or team level?  - How confident are you that you will have cultural alignment as the two organisations integrate? Could an audit of the cultural drivers of success help, supported by advice on successful integration? - Are you ready to track employee engagement levels through the whole integration period to optimise effectiveness by acting on the key drivers of both engagement and talent retention? To read more on the topic, do visit our website: https://lnkd.in/eUfhcSfV #Mergers #Acquisitions #Engagement Image source: EY Study, Corporate M&A outlook (US)

We were recently joined by Sara Gomez, Chief People Officer, to discuss how she worked with ENGAGE to enhance the strategic value of engagement and deliver value through smart analytics and predictive insights during her time at Lloyd's (the world’s leading insurance market), Direct Line Group (one of the country’s largest insurance firms), and Moss (one of the UK’s top menswear retailers) as well as at a fast-growth fin-tech. To read about the key takeaways from the discussion, see below: Link: https://lnkd.in/eSaxG_te #Engagement #Performance #Insights #People

Read our recent article on moving away from a tactical engagement survey to a strategic engagement programme:

We were recently joined by Sara Gomez, Chief People Officer, to discuss how she worked with ENGAGE to enhance the strategic value of engagement and deliver value through smart analytics and predictive insights during her time at Lloyd's (the world’s leading insurance market), Direct Line Group (one of the country’s largest insurance firms), and Moss (one of the UK’s top menswear retailers) as well as at a fast-growth fin-tech. To read about the key takeaways from the discussion, see below: Link: https://lnkd.in/eSaxG_te #Engagement #Performance #Insights #People

Mergers and acquisitions (M&A) represent significant milestones in a company’s journey. However, with this comes a period of uncertainty and change for many employees. Maintaining employee engagement, motivation, and involvement throughout the M&A process is pivotal to ensuring a smooth transition and, sustaining trust and commitment as a new entity emerges. This can impact everything from maintaining productivity, talent retention, morale, trust and client service delivery. Many employees face uncertainty, communication gaps, a misalignment of their leaders, amidst a number of other factors. Read more below on the importance of employee engagement through the M&A process. Also refer to our other blogs in this series covering effective leadership and cultural integration throughout M&A’s: Link: https://lnkd.in/ejmjCRPK