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Impact case study

Improving employee engagement and performance.

  The resulting increase in the profile of employee engagement within the HR community undoubtedly helped to stimulate wider interest by business and within government. Mike Emmott CIPD's Advisor on Employee Relations

Research by

Dr Emma Soane

Department of management.

LSE's Emma Soane played a key role in research that helped to define and disseminate best practice in the area of employee engagement

What was the problem?

How people engage with their work affects both the individual satisfaction they derive from it and the contribution they make to an organisation's performance.

Without properly understanding the factors and processes involved, managers cannot hope to develop greater engagement among their staff.

In the UK little has been known about how individuals engage with their work. Filling this research gap has been vital on two counts: first, to develop effective measures of engagement, and second, to assess the contribution engagement makes to individual and organisational outcomes.

The results have wide-reaching implications for leadership practices and managing human resources in general.

What did we do?

In 2006 the Chartered Institute of Personnel and Development (CIPD) commissioned Professor Katie Truss at Kingston University to investigate the processes through which individuals engage with their work. LSE Assistant Professor of Management Emma Soane was the project's Assistant Director and responsible for developing the theoretical foundations for its initial stages, which included a nationwide survey of 2,000 employees. (Soane did this work while at Kingston Business School and joined LSE in 2008.)

The following year Truss, now at the University of Kent, established a consortium of eight public- and private-sector organisations to take the research forward. Besides Truss and Soane, the team was composed of researchers at other UK and international universities, including: Rick Delbridge (University of Cardiff); Kerstin Alfes (Tilburg University, the Netherlands); Amanda Shantz (York University, Toronto); Mark Gatenby (University of Southampton); and Chris Rees (Royal Holloway, University of London).

The next stage of data collection and analysis involved 5,291 survey responses from employees and managers and 180 interviews with managers, and resulted in a CIPD report aimed at practitioners titled Creating an Engaged Workforce, findings from the Kingston Employee Engagement Consortium Project (2010).

A further phase of data collection took place between 2010 and 2012, involving responses from 2,173 employees and managers in five organisations, plus additional longitudinal data for 318 participants and a detailed study of the links between engagement, performance data and absenteeism for 264 participants.

At an individual level, the research demonstrated that employees' engagement with work stems from three factors: its perceived meaningfulness, their perceptions of line and senior managers, and opportunities for two-way dialogue with managers.

High levels of engagement were associated with enhanced performance, greater innovation, a stated intent to remain with the organisation, greater well-being and a belief that current workloads were sustainable. Low levels of engagement, on the other hand, were associated with higher levels of ‘deviance’, such as absenteeism.

At an organisational level, the research showed that policies and practices in human resource management (HRM) have a direct bearing on engagement, which then influences individual-level outcomes, notably performance.

What happened?

One of the outcomes of the research was a new measure of engagement: the ISA (Intellectual, Social, Affective) Engagement Scale. Soane and colleagues were responsible for devising and validating the measure and comparing it against other engagement scales. The paper outlining its development was published in a practitioner journal, Human Resource Development International (Soane et al, 2012), and made freely available to researchers and practitioners.

The early findings of the research influenced the UK Government when they were highlighted in a presentation made to No 10 Downing Street in July 2008. This led directly to the establishment of the MacLeod Review into employee engagement, which was commissioned by then Secretary of State for Business, Innovation and Skills (BIS) Right Honourable Lord Mandelson and published as Engaging for Success in July 2009.

The research had influence on the practitioner and human resources communities through its connection with CIPD. After commissioning the initial study, CIPD continued to work with the research team as part of an Employee Engagement Consortium involving organisations wishing to learn how to raise levels of engagement, and published a series of case studies between 2008 and 2011 analysing the engagement practices of employers in different sectors.

These case studies not only produced research findings, but also led to changes in policies and practices in participating organisations and, as a result, to concrete improvements in employee engagement and performance. For example, a manufacturing company reduced accident levels, labour turnover, product rejection rates, and overhead and direct costs while improving employee energy, enthusiasm and new product innovation, while a government department completely revised its approach to HR and a city council experienced significant increases in measures of employee engagement, motivation and pride. 

The research provided a forum for debate between academics and practitioners through a seminar series supported by a £15,000 grant from the Economic and Social Research Council (ESRC). Five free seminars were held between 2011 and 2013 at the Universities of Kent, Cardiff and LSE, attended by a total of 460 delegates. The seminars sought to explore the evidence and develop a theory to explain the links between employee engagement, organisational performance and individual well-being. Attached to the third seminar was a free doctoral symposium for 13 students.

The final seminar was run in conjunction with the 'Engage for Success' group, a movement launched by Prime Minister David Cameron in March 2011 based on the findings of the MacLeod Review and situated within BIS. The organisations involved in this movement accounted for more than two million employees. The 'Engage for Success' co-chairs, David MacLeod and Nita Clarke, said of the seminars: 'The programme brought together practitioners, experts, thinkers and consultants to share practice, shine a light on the importance of this topic, and offer best practice. The work has made a significant and critical contribution through developing the required insights for organisations…by creating networks to facilitate this.'

The seminar series resulted in the establishment of an Engagement Research Community subsection of the Engage for Success LinkedIn group, attracting 209 members within the first month and comprised of both academics and practitioners. It also yielded a special issue of the International Journal of Human Resource Management, published in July 2013. Members of the research team also co-edited and contributed chapters to a book for practitioners and researchers on Employee Engagement in Theory and Practice (Routledge, 2014).This brought together 29 leading scholars from the field, including William Kahn who published the original article on employee engagement in 1990.

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Engagement and wellbeing: Civil Service success stories

Case studies showcasing the approaches of Civil Service teams with outstanding levels of employee engagement and staff wellbeing.

You can find out more about the People Survey by visiting The Civil Service People Survey Hub

Employee engagement is a workplace approach designed to ensure that employees are committed to their organisation’s goals and values, motivated to contribute to organisational success and able to enhance their own wellbeing.

Research suggests that increased engagement and wellbeing positively affect factors relevant to organisational performance – such as productivity, absenteeism and customer service – as well as having positive effects on the people involved.

These case studies showcase the approaches taken and outcomes experienced by some Civil Service teams who have achieved outstanding engagement and wellbeing scores in the Civil Service People Survey. They are designed to help managers and leaders in the Civil Service to identify ideas to apply to their teams.

Whether the teams we spoke to worked in policy, defence, engineering or operational delivery our interviews revealed eight common themes or ideas for building an engaged team with high wellbeing:

leaders who welcome feedback and are passionate, visible and collaborative really help to drive great engagement and wellbeing scores

prioritise feedback, involvement and consultation – regular 2-way feedback which is acted upon helps drive an engaged culture; people really value credit where it’s due and reward and recognition for good work

encourage innovation and creativity – creating a non-judgmental atmosphere for ideas has been a real theme for a number of our teams; openly listen to and encourage new ideas, try new approaches, and expose your staff and yourself to new challenges

make time for frontline exposure – the impact of their work on the delivery of public services really helps teams connect with their organisational purpose and objectives

challenge negative behaviours – have zero tolerance for bullying and harassment and an open-door policy for reporting it

support flexible working approaches, and allow people to be open about non-work pressures

build team spirit – ensure contact especially across geographical boundaries; create time for people to talk; consider development days, volunteering together and skill-sharing opportunities

take action on your People Survey results – highly engaged teams had taken the time to study and understand their results, and developed staff-led action plans

We’d like to know what you think – please email [email protected] with any feedback.

Case studies about improving staff wellbeing scores

• 21 December 2016
• 18 February 2016
• 2 July 2015

Case studies about improving staff engagement scores

Updates to this page.

Added new case studies on staff wellbeing and engagement.

Addition (18 November 2016) of details emerging from interviews with Civil Service teams of eight common themes or ideas for building an engaged team with high wellbeing.

First published.

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Rachel Sharp

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Case study: Three UK's award-winning wellbeing strategy

Three UK’s award-winning wellbeing strategy is based around three pillars to ensure initiatives cover every aspect of employee health

The organisation

Since its launch in 2003 Three UK has celebrated a number of firsts, including being the first mobile network to offer unlimited data. In July 2019 it launched the world’s first 5G-ready,fully-integrated, Cloud core network with Nokia.

Today it has more than 20 million customers, with its network covering around 99% of the UK population.

The problem

“The telecoms industry is going through a period of fundamental change with the introduction of 5G, which is going to completely revolutionise what mobile telecoms technology is capable of,” says Alan Millbrow, Three UK’s head of wellbeing and recognition.

“To get this right we’re asking a lot from our people, and we’re not going to deliver our goals as a business if our people don’t love coming to work every day.”

Out of this realisation came the company goal to ‘be the UK’s best-loved brand by our people by 2021’.

And supporting employee wellbeing will be key to achieving this. So it was based on insights from employee feedback (via the employee forum, engagement surveys and eNPS [employee net promoter score]), sickness absence data , as well as external market data, that Three UK made the call back in 2016 that it was time to go on a wellbeing journey.

Wellness initiatives have been created around three key pillars: Energise, Connect and Balance. Energise focuses on helping people eat healthily, sleep well and keep moving. Connect is about giving staff time for things that are important to them, such as family or personal causes. Balance supports people with the ups and downs of life.

Under the Energise pillar sit things like free flu jabs for all employees and an initiative called Wellness Wednesdays. On Wellness Wednesdays no meetings are permitted to take place between 12pm and 2pm, with everyone encouraged to take the time to participate in activities.

“Some people do boot camp, the Reading site has formed a cycling club, some people meet up with friends, one person runs a meditation course, and someone else is using the time to write a book,” says Millbrow.

This is led from the top, with the CEO often walking the floors of the head office to ensure no meetings are taking place.

Millbrow concedes that this part of the wellbeing offering is only available to office employees . But it’s a challenge the organisation is working to address.

“The biggest group of people are customer advisors in retail stores where it’s a very different environment to the head office,” he explains. “So we have to think carefully about all the initiatives we run and how we can reach as many people as possible. For example with our gym discount s we make sure there are local gyms all across the UK.”

One area where this aim to reach all parts of the workforce has worked well has been the recent Summer Steps initiative, where employees across all sites and divisions participate in an app-based fitness challenge.

“Because it’s a digital solution everyone could sign up to the app and we could get the whole company behind one goal all interacting with each other,” he says, adding that more than half the business participated.

The Connect pillar includes a Wellness Fund for team wellness activities, and three paid days off a year for personal moments such as birthdays, weddings or getting a new pet.

Then there’s the Balance pillar, which focuses largely around employee mental health . Millbrow explains that mental health is “at the core” of Three UK’s wellbeing strategy and “an area of growing concern for [the business] and for the UK as a whole”. Creating a culture of ‘it’s OK to not be OK’ kicked off in 2017 with the signing of the Time to Change pledge. Senior leaders also shared personal mental health stories during Mental Health Awareness Week.

This then led to the development of the Being Me, Being Three course, which gives employees valuable tools and techniques – including cognitive behavioural therapy and mindfulness – to look after their own mental health and to identify when they are suffering .

All colleagues go through this as part of their induction, with a one-day course for all employees (focused on looking after yourself) and a three-day course for line managers (focused on yourself and direct reports).

“It’s all about understanding when your stress levels are increasing and what your triggers are so you are better able to manage stress,” explains Millbrow.

“You gain the concept of being above the line or below the line. Being above is when you’re feeling good and ready to go, and below is when you’re stressed . At the beginning and end of each meeting we now do check-ins to see where people are, so we can support anyone who’s below the line.”

Other Balance programmes include a digital GP service and the rollout of mental health first aid training , with one in 20 employees now trained to spot the signs of someone struggling.

The setup of the wellbeing team is deliberately “dynamic”, which enables them to support these initiatives, says Millbrow. He explains that rather than having a dedicated team the wellbeing function has adopted a ‘circle way of working’. This means relevant specialists (typically five) are brought into the team from different parts of the business to work on a specific aim, depending on the skills needed for this focus.

Building wellbeing:

Rethinking employee health and wellbeing in 2022

How to create a wellbeing strategy that works for all

Workers need wellbeing that speaks their language

This holistic approach to employee wellbeing is paying off. The eNPS has risen from +16 in the second quarter of 2016 to +24 in the first quarter of 2019. Positive responses to the statement ‘Three cares about the wellbeing of its employees’ increased from 76% in the last quarter of 2017 to 79% in the first quarter of 2019.

Additionally, more than 3,100 employees have now been through the Being Me, Being Three course, and the flu jab programme has led to a 25% reduction in cold and flu sickness .

Perhaps one of the biggest signs of success is the fact that 83% of office employees said they were happy with the company’s wellbeing offering in their exit surveys. Given these results, it’s perhaps little surprise that Three UK took home the Health and wellbeing award at the 2019 HR Excellence Awards .

No initiative is seen as a done deal though, says Millbrow, pointing out that the same data and insights used to inform the start of the journey are constantly called on to “sense check” whether things “land or not”.

And the hard work doesn’t end now. “We’ve come a long way with mental health but we need to continue to develop our plans in this area,” Millbrow explains.

“Another key area is looking at how we offer financial support to people. We rolled out a financial education platform last year so we’re now getting insight into what people use that for and looking at opportunities to offer services to support employees with day-to-day expenses.”

Further reading

Case study: Tailoring a health and wellbeing strategy

Social care during coronavirus: a mental wellbeing case study

How wellbeing initiatives have boosted employee engagement post-pandemic

The line manager's role in mental wellbeing

Three ways to avoid ‘wellbeing washing’ in the workplace

Employee engagement closely tied to health and wellbeing

Award-winning HR: Best Wellbeing Strategy

Keeping wellbeing simple

• WORK + EXPERTISE
• PEOPLE + CULTURE
• WORK AT SYNERGY
• GET IN TOUCH

10 January 2020

The 10 best internal communications and employee engagement case studies of 2019

Home » Insights » Uncategorized » The 10 best internal communications and employee engagement case studies of 2019

In 2019, we travelled the UK, Europe and even the U.S. to hear from internal comms pros on how they're engaging employees across a range of different brands.

Here are our 10 favourite stories from the past year…, just eat consolidates comms and celebrates purpose.

Heard at:  PR Week Strategic Internal Communications Conference 

The gist: Just Eat is a FTSE 100 company with 3,600 employees, 112,000 restaurant partners, 100+ cuisine types and over 27 million customers. Internal communications was once seen as a side task for the marketing team, with little resource and no dedicated employees. Anyone could send any email to the whole company any time they wanted: a 9am strategic announcement from the CEO could be followed by a 9.01am email from reception about a broken toilet. Communications desperately needed to be consolidated. An internal comms function was put in place to keep people informed and help bring all comms together. Just Eat’s Head of Internal Communications, Mark Tittle , recognises the importance of keeping comms relevant and isn’t afraid to question the necessity of every piece of communication that they send out. His belief that internal communications should start with great stories means that the team’s updates are tailored and targeted, and every employee sees something relevant to them on all channels regularly. Just Eat now sees 46,000 monthly hits on its intranet and received a positivity rating of 79% for the communications channels. A clear channel strategy allows the internal communications team to make updates structured and consistent and they understand the importance of measuring engagement too.

Why we love it: Just Eat’s internal communications team is now an established and vital function of the organisation. Their commitment to storytelling in communications is something we’re big advocates of at Synergy and we love how they segment their comms appropriately for different audiences to avoid comms fatigue.  Read the conference notes for the full case study . 

Aviva creates a wellbeing strategy with impact

Heard at: Employee Engagement in Financial Services Conference

The gist: With over 20 years’ experience in driving employee engagement and culture change for organisations, Katherine Billingham-Mohamed from Aviva knows a thing or two about wellbeing in the workplace. Creating Wellbeing@Aviva , a suite of products, advice and support to help people in the business stay healthy, and to look after them when they fall sick, has had a major impact on employee engagement at Aviva. Using data and insight from all levels of the organisation combined with a holistic approach, recognising that people are complex and engagement looks different for everyone, has resulted in a 14% increase on employee engagement and a wellbeing strategy built from honesty, openness and a bottom-up approach. 

Why we love it: Genuine engagement has to involve employee insight; giving people a voice and input when creating a wellbeing strategy will help to make it authentic and effective. Aviva recognised the importance of getting views from ‘on the ground’, rather than creating the strategy for wellbeing in the boardroom. Check out the full case study .

Brighton and Hove Albion lives its values 

Heard at:  Employee Engagement Summit

The gist:  Paul Barber , CEO of Brighton and Hove Albion, took to the stage at the Employee Engagement Summit to give an insightful talk about the opening of the new Amex stadium and what was done to ensure that the club had a strong relationship with the local area. Paul and his team came up with four key values based on feedback from employees, fans, customers and stakeholders. Everyone at the club is dedicated to the values of treating people well, exceeding expectations, aiming high and making every experience special. The values extend to every employee at Brighton and Hove Albion: from premiere league players, to the car park attendant who works a few hours on a Saturday, as long as they are living the values everyday, everyone at the club enjoys the same benefits, including high-performance meals on breaks and bonuses. There’s no area of the club where the values can’t be seen or felt and they give everyone a benchmark to work to. As the gay capital of the UK, Brighton is diverse, inclusive and welcoming. Brighton and Hove Albion wants this warm welcome to be felt at every match, even by the away fans! When Newcastle played Brighton, the club got Newcastle Brown Ale in as a drink for the fans, to make them feel special and included. 

Why we love it:  Values-driven businesses are often the most successful, and it’s clear that at Brighton and Hove Albion the values have been embedded well, dictating how employees approach every element of their work. Informing training, D&I, recruitment, policies and reward, these strong values are vital to lead and inspire employees. Take a look at the full case study . 

TalkTalk invigorates employee engagement through a relocation

The gist: When TalkTalk relocated 500 London-based colleagues to join the rest of the organisation in Manchester, engagement scores went down. The internal communications team had to make sure they were looking after London colleagues whilst protecting and engaging employees in other locations too. Speaking to people about their options as soon as the relocation was announced and taking colleagues on a tour of the North West as potential residents, offering help with housing, school and other issues that can arise when moving cities helped to make the process smoother for the employees involved. Throwing a ‘Great Big London Thank You Party’ was a chance to celebrate and thank everyone and showed people that the organisation genuinely cared about how the change would impact them. 

Why we love it:  TalkTalk approached a huge change in the organisation in a way that was supportive and sympathetic to those affected. Communications from the outset meant that employees felt informed and consulted throughout the process and they were offered help with the relocation through each stage of it. Check out more details in the conference notes . 

Skyscanner commits to tearing down comms barriers

Heard at: Internal Communications Conference

The gist: Skyscanner, a travel comparison website with over 9,000 visitors a month and 1,300 employees globally, is growing very quickly. Maintaining its fun, ‘buzzy’ culture has been challenging throughout growth, with 7 different time zones, 64 nationalities and 40 languages to consider. Using a selection of digital tools, the internal communications team has created a network across the globe, enabling people across time zones to communicate through video conferencing, Slack , an Intranet and weekly online ‘town halls’. 

Why we love it: A focus on face-to-face and building relationships, even with people in different locations, has had a strong impact on Skyscanner’s culture. Over a million messages are sent via Slack each month and communication across time zones can help to build common ground and shared interests. This considerate and flexible approach has helped foster good links across all teams at the organisation and has meant that the culture has been maintained despite rapid growth. For more details on this, check out the full case study . 

Asda builds resilience in its leaders

Heard at: Driving Change Conference

The gist: Craig Whaites , Head of Leadership and Learning at Asda, is on a quest to ensure that Asda’s leaders are the most capable, diverse and successful in their industry. With the changing nature of retail making it harder than ever before to succeed, and political issues like Brexit causing shoppers to tighten their belts, Asda wants to continue saving its customers money and recruiting top talent in an increasingly competitive market. It’s a turbulent and chaotic time to be a leader and Craig’s team wanted to equip their people with the right skills to lead teams through change. They started with a ‘leader first’ approach, bringing them into changes early on and supporting them to implement new strategies. Craig’s team believes in empowering leaders to succeed and recognises that good leaders are instrumental in creating productive and engaged workforces. 

Why we love it:  Craig’s session was funny and insightful, giving us a glimpse into the ever-changing world of retail giants. At Synergy, we know how important leadership figures are in engaging employees, so love that Asda is taking this approach in their change communications. Check out the conference notes for the case study . 

Creating impact at PlayStation Europe

Heard at: Internal Communications Conference 

The gist: PlayStation had a firm belief that impactful internal communications aren’t optional. In a crowded market place where people check their phones every 12 minutes, there’s a real danger of internal comms messages getting lost. PlayStation needed to fight fire with fire, pushing out internal communications that matched up with the sleek look of its external channels. With an intranet that was wildly out-of-date, lacked structure and had limited functionality, it was time for an update. PlayStation created and launched a new intranet called The Hub, making it easy to share company news, update employees and measure engagement. The new platform was designed to be close to the sort of tech people use in their personal time to make it more engaging and something that employees actually wanted to use. 

Why we love it:  Giving people innovative tech to keep up to date with company news improves engagement and makes sure that messages land well, with impact. PlayStation found that after launching the intranet, every measurement metric in their Employee Opinion Survey at least doubled, proving the value of good digital communications, both externally and to internal audiences. See the full story in our conference notes . 

Travelex tackles complexities around trans issues in the workplace

Heard at: Diversity and Inclusion Conference 

The gist: In a global business like Travelex, it can be hard to know how to support trans people, particularly when being LGBTQ is a fireable offence in certain countries (Japan) and illegal in others (the Middle East). Half of trans people have hidden their identity at work for fear of discrimination, and Travelex wanted to avoid this. By putting policies and guidance in place, people were encouraged to support their trans colleagues. Travelex worked with NGOs to get insights and tips on how to support people, citing Stonewall as particularly helpful with guidance on wording and the correct terminology. A ‘transitioning at work’ policy based on feedback from trans colleagues ensures that procedures are in place to support people through what can be a difficult period of their lives. Having this kind of guidance in place can help to empower line managers to ask the right questions and be there for people who are transitioning in the workplace. 

Why we love it:  James Haq-Myles gave us all some brilliant food for thought with this talk, assuring people that as long as conversations around trans issues are happening, the rest should follow. His top tip was that it’s ok to get things wrong when it comes to this stuff, which is unknown territory for many people, as long as your intentions are good and you’re willing to learn. It was an interesting topic to hear about at the D&I conference, and we’re pleased to see these sorts of issues being addressed in business. Take a look at the full conference notes for more insights . 

Driving energy and excitement for change at Sovereign Housing Association

Heard at: PR Week Strategic Internal Communications Conference

The gist:  Our very own Rhiannon Stroud and Olly Whitman took to the stage at 2019’s PR Week Strategic Internal Comms Conference to talk about using creativity to make change communications exciting and engaging. When Sovereign Housing Association merged with Spectrum Housing Group in 2016, it wanted to ensure people were at the heart of that change. Using four key principles, Sovereign made sure that all employees felt involved and excited about the change. Sovereign embraced change well, through a compelling narrative, manager engagement and role modelling change to all of its people. And the narrative of ‘On Our Way’ demonstrates the ongoing nature of change. ‘Sofa, so good’, a Gogglebox-style TV show which gave employees a fun way to talk about how they felt about the changes has continued to evolve thanks to feedback from employees and Sovereign’s residents. The show is now into its fourth season and includes trades people as well as office-based employees. 

Why we love it: We loved working with Sovereign on this, and it’s great seeing how they’re continuing to embrace change and bring employees along on the transformational journey. The project has gone on to win awards for its innovation and use of VR and has been widely praised in the industry. Take a look at the full PR Week conference notes for more .  

Honest Burgers maintains its culture with Workplace

The gist: Honest Burgers is a burger restaurant which is trying to disrupt the casual dining industry. With its own butchery and chips made fresh on-site everyday, Honest wanted employees to feel engaged with the company’s purpose and mission. The internal communications team see restaurant workers as the most important client in the business and is putting them first in engagement. Honest wanted to maintain the culture the founders had created when they started out, with a growing business of 38 restaurants around London and the UK. Daniel Davis , Engagement and Communications Manager at Honest Burgers, spoke about how culture isn’t built on a spreadsheet; it’s not created in a boardroom or by a marketing team. Culture comes from storytellers within the business, those people who are at the grass-roots, working on the frontline in Honest restaurants. Daniel’s team introduced Workplace to provide a platform for the company’s culture to continue growing. Everyone can log on, stay updated and communicate with each other across the business. 

Why we love it: Honest Burgers proved that if people are given the right platforms and opportunities, they will champion an organisation’s culture without it having to come from the top down. Genuine workplace culture comes from the people who are at the coalface, living out the day-to-day of an organisation’s reality and Honest has found a way of celebrating theirs online. See the full story in our conference notes . 

So there we have it. A selection of brilliant case studies from 2019. 

We can’t wait to see what 2020 has to offer in the world of internal communications and employee engagement. If you’ve got a favourite case study from 2019 that you’d love to share with us, why not tweet us ? Or if you’re looking to up your internal comms and engagement game this year, get in touch – we’d love to chat about how we can help. 

Image © Brighton & Hove Albion

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Employee engagement

Our work on engagement is deeply rooted in extensive research . We have developed and rigorously tested a variety of tools and techniques that can make a fundamental difference to climate and performance.

Our portfolio of work helps both employers to assess and increase levels of employee engagement, and policymakers who want a better understanding of good practice in employee engagement among the business community.

Understanding engagement

We are a leading contributor to the debate on engagement and a major player in the national Engage for Success movement. Our research has defined engagement , created an engagement measure , identified the major engagement drivers and challenges for organisations in a variety of different sectors and settings , and provided an engagement diagnostic tool .

This research has enhanced our understanding of employee engagement and engaging behaviours, and continues to inform our approach when working with organisations and institutions.

• Read our Employee Engagement research collection

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We have years of experience in designing and analysing attitude surveys and in helping organisations to interpret, understand and act on the results. These include employee surveys, one-off pulse surveys to find out more about the views of a particular employee group, or to gauge reactions to a specific issue, and workshops or focus groups.

Contact: Amanda Callen

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The IES  Engaging Manager assessment  is based on our in-depth research into engagement and engaging behaviours, and has been tested and validated.

The assessment takes a 360 degree approach, shows managers their strengths and areas for improvement with regard to their people management behaviours, and gives them insight into the manager types they most closely resemble.

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Employee Engagement » Employee Engagement Case Study

25 Most Impactful Employee Engagement Case Studies for 2024

Introduction to employee engagement.

In today's highly competitive business environment, employee engagement has emerged as a critical driver of business success. It represents the level of commitment, passion, and investment employees have in their work and their organization. More than just job satisfaction, employee engagement is about employees feeling valued, involved, and connected to their work and workplace.

Engaged employees are not merely satisfied with their jobs; they are enthusiastic, motivated, and committed. They are the ones who are willing to go the extra mile, contribute their best ideas, and stay with their organizations in the long run. They are the backbone of any successful business, and their engagement is the key to unlocking a company's full potential.

Defining Employee Engagement

Employee engagement is a complex concept that encompasses a range of factors, from the emotional connection an employee feels towards their organization, to their level of satisfaction with their role and their motivation to perform to their best ability. It's about creating an environment where employees feel empowered, respected, and part of something bigger than themselves.

Why Employee Engagement Matters

Research has consistently shown that organizations with high levels of employee engagement are more profitable, have higher productivity levels, and experience lower turnover rates. Engaged employees are more likely to stay with their organization, reducing the costs associated with staff turnover. They are also more likely to be productive and deliver high-quality work, which can drive business growth and success.

Moreover, engaged employees are more likely to be advocates for their organizations, promoting their company's products and services to others and enhancing the company's reputation.

At its core, employee engagement is about creating a positive, inclusive, and inspiring workplace culture where employees feel valued, heard, and motivated to contribute their best. It's a win-win situation: employees are happier and more fulfilled, and businesses are more successful.

In this blog post, we will delve into 35 impactful case studies that illustrate the power of employee engagement in driving business success. From leveraging technology to fostering a culture of engagement in diverse workforces, these case studies will provide valuable insights and practical strategies for boosting employee engagement in your organization.

The Importance of Employee Engagement

Employee engagement is more than just a buzzword in the corporate world. It is a vital element that drives productivity, fosters innovation, and ultimately, contributes to a company's bottom line. In this section, we will delve into the significance of employee engagement and why it should be a priority in every organization.

1. Driving Productivity

Engaged employees are not just working. They are passionate, enthusiastic, and committed to their work. They strive to exceed expectations and continuously seek ways to improve their performance. As a result, their productivity levels are significantly higher than those of their disengaged counterparts. According to a study by Gallup, businesses with high employee engagement levels have 21% higher productivity.

2. Enhancing Employee Retention

Employee engagement is intrinsically linked to employee retention. When employees feel engaged, they are more likely to stay with the company. A sense of belonging, feeling valued, and being part of a purposeful mission can significantly reduce turnover rates. This not only saves costs associated with hiring and training new employees but also preserves the valuable knowledge and experience within the company.

3. Fostering Innovation

Innovation is the lifeblood of a company's growth and sustainability. Engaged employees, with their high levels of commitment and enthusiasm, are often the source of innovative ideas. They are more likely to take the initiative, think outside the box, and contribute to the company's innovation efforts.

4. Improving Customer Satisfaction

Engaged employees are more likely to provide exceptional customer service. They understand that their role is crucial in shaping the customer's experience and perception of the company. Hence, they invest more effort in serving customers, leading to higher customer satisfaction and loyalty.

5. Boosting Profitability

All of the above factors - increased productivity, improved retention, enhanced innovation, and better customer service - contribute to boosting a company's profitability. A study by Towers Perrin found that companies with engaged employees had a 19% increase in operating income over a 12-month period.

In conclusion, the importance of employee engagement cannot be overstated. It is a critical factor that influences a wide range of business outcomes. By prioritizing employee engagement, companies can reap substantial benefits, from increased productivity and innovation to improved customer satisfaction and profitability.

6 Case Studies on Boosting Employee Engagement with Technology

In this digital age, technology has become an integral part of our lives, influencing how we work, communicate, and engage with our surroundings. The same holds true for the corporate world, where technology has emerged as a powerful tool to boost employee engagement. Here, we present six compelling case studies that shed light on how various organizations have leveraged technology to enhance employee engagement.

1. Tech Titan: A Gamified Approach

Tech Titan, a leading technology company, used gamification to boost employee engagement. They developed an internal mobile app that transformed mundane tasks into exciting challenges. Employees could earn points, badges, and rewards for completing tasks, sparking competition and fostering a sense of achievement. This innovative approach led to a 25% increase in employee engagement within a year.

2. HealthCare Plus: Virtual Reality Training

HealthCare Plus, a renowned healthcare provider, introduced virtual reality (VR) for employee training. The VR simulations provided a realistic, immersive experience, allowing employees to practice procedures and protocols in a risk-free environment. This training method not only improved employee skills but also boosted engagement levels by making learning more interactive and enjoyable.

3. FinServ Corp: Harnessing AI for Personalized Learning

FinServ Corp, a financial services firm, used artificial intelligence (AI) to create personalized learning paths for its employees. The AI system analyzed each employee's skills, strengths, and areas for improvement to develop tailored training programs. This personalized approach made learning more relevant and engaging for employees, leading to increased participation in training programs.

4. EcoEnergy: IoT-Driven Employee Wellness Program

EcoEnergy, a sustainable energy company, launched an Internet of Things (IoT)-driven wellness program. They provided employees with wearable devices to monitor their health metrics, encouraging them to adopt healthier habits. The program created a sense of camaraderie among employees as they collectively worked towards their wellness goals, leading to higher engagement levels.

5. GlobalComm: Collaborative Tools for Remote Work

GlobalComm, a multinational communications company, implemented collaborative tools to engage its remote workforce. Tools like Slack and Microsoft Teams facilitated seamless communication and collaboration, making remote employees feel more connected to their teams. This initiative resulted in a significant increase in engagement among remote workers.

6. Retail Giant: Augmented Reality for Employee Onboarding

A leading retail company used augmented reality (AR) for its employee onboarding process. New hires could use AR glasses to virtually explore the company's facilities and learn about its processes. This innovative onboarding experience made new employees feel welcomed and engaged from day one.

These case studies demonstrate the transformative power of technology in boosting employee engagement. By embracing digital tools and solutions, companies can create more engaging, rewarding, and meaningful work experiences for their employees.

8 Case Studies on Employee Engagement in Diverse Workforces

Diversity and inclusion have become a crucial part of organizational culture. A diverse workforce brings a variety of perspectives and approaches to the table, fostering innovation and creativity. However, managing a diverse workforce and ensuring high levels of employee engagement can be a challenge. Here, we present eight case studies that illustrate successful strategies for engaging diverse workforces.

1. IBM's Diversity Networking Groups

IBM, a multinational technology company, has implemented Diversity Networking Groups (DNGs), which are employee-led groups formed around common interests, backgrounds, or demographics. These groups have played a significant role in promoting diversity and inclusion, leading to higher employee engagement levels.

2. Johnson & Johnson's Employee Resource Groups

Johnson & Johnson, a multinational corporation, has leveraged Employee Resource Groups (ERGs) to engage their diverse workforce. These ERGs, which include groups for women, veterans, and the LGBTQ+ community, have fostered a sense of belonging, thereby enhancing employee engagement.

3. Coca Cola's Global Office of Diversity

Coca Cola established a Global Office of Diversity, which focuses on fostering an inclusive culture and promoting diversity. This initiative has led to increased engagement as employees feel valued and recognized for their unique contributions.

4. Accenture's Inclusion and Diversity Strategy

Accenture, a leading global professional services company, has implemented an inclusion and diversity strategy that focuses on creating a culture of equality. This strategy has resulted in increased employee engagement and a more innovative work environment.

5. Microsoft's Autism Hiring Program

Microsoft has introduced an Autism Hiring Program, which offers inclusive interview experiences for candidates with autism. This initiative has not only diversified their workforce but also increased engagement among these employees who feel valued and included.

6. Starbucks's Inclusion Academy

Starbucks has created an Inclusion Academy, a training program focused on providing people with disabilities with the skills they need for logistics roles within the company. This initiative has resulted in increased engagement among these employees.

7. Deloitte's ALL IN Diversity Strategy

Deloitte, a multinational professional services network, has implemented an ALL IN diversity strategy. This strategy focuses on fostering an inclusive culture where everyone has an equal opportunity to succeed, leading to higher levels of employee engagement.

8. Google's Employee Resource Groups

Google has leveraged Employee Resource Groups (ERGs) to engage their diverse workforce. These ERGs, which include groups for women, veterans, and the LGBTQ+ community, have fostered a sense of belonging, thereby enhancing employee engagement.

In conclusion, these case studies demonstrate that fostering a diverse and inclusive work environment can significantly boost employee engagement. By implementing appropriate strategies, organizations can ensure that every employee feels valued and included, leading to higher levels of productivity and innovation.

6 Case Studies on Employee Engagement through Team Building Activities

Employee engagement is not just about work; it's also about fostering a sense of camaraderie, trust, and mutual respect among team members. Team building activities are a tried-and-true method of achieving this. Here are six case studies that showcase the power of team building activities in boosting employee engagement.

1. A Tech Giant's Approach to Team Building: Google

Google, one of the world's leading technology companies, is renowned for its unique approach to team building. They've implemented a program called "gPause," which encourages employees to take part in mindfulness exercises together. This initiative has led to enhanced team cohesion, reduced stress levels, and improved productivity, proving that team building activities don't always have to be grandiose or expensive to be effective.

2. Building Trust through Adventure: Johnson & Johnson

Healthcare conglomerate Johnson & Johnson turned to adventure-based team building activities to foster trust and collaboration. They organized a series of outdoor challenges, including rock climbing and rafting. These activities required employees to rely on each other for success, thus strengthening their trust and rapport. The result? Improved team performance and higher employee engagement levels.

3. Creative Engagement: Pixar

Pixar, the renowned animation studio, uses creative exercises as team building activities. By encouraging their employees to take part in sketching sessions and storytelling workshops, Pixar fosters a culture of creativity and collaboration. This approach has not only resulted in some of the most successful animated movies of all time but also in a highly engaged workforce.

4. Team Building through Social Responsibility: Salesforce

Salesforce, a global leader in CRM, has integrated social responsibility into their team building initiatives. They offer their employees seven paid days off each year to volunteer for a cause of their choice. This unique approach to team building has fostered a sense of unity and purpose among employees, leading to increased engagement and job satisfaction.

5. Virtual Team Building: Scavify

In the era of remote work, Scavify has taken team building to the digital realm. Our interactive scavenger hunts not only foster team collaboration but also inject fun into the workday. These virtual activities have proven effective in maintaining high levels of employee engagement, even when teams are physically apart.

6. Physical Fitness as Team Building: Reebok

Reebok, a global athletic footwear and apparel company, uses fitness challenges as a team building activity. They offer CrossFit classes to their employees, promoting both physical health and team spirit. This approach has resulted in a more engaged, healthier, and more productive workforce.

These case studies illustrate the significant impact of team building activities on employee engagement. Whether it's through mindfulness exercises, adventure activities, creative workshops, social responsibility initiatives, virtual games, or fitness challenges, team building can effectively foster a sense of unity and engagement among employees.

8 Case Studies on Employee Engagement Initiatives in Large Corporations

As we delve deeper into the subject of employee engagement, it's essential to consider the unique challenges and opportunities presented by large corporations. These behemoths of the business world often have thousands, if not tens of thousands, of employees spread across multiple locations, sometimes even spanning continents. Given this, fostering a sense of engagement and connection amongst employees can be a daunting task. However, numerous large corporations have successfully implemented innovative engagement initiatives. Let's look at eight such case studies.

1. Google's '20% Time' Policy

Google, known for its innovative work culture, introduced a '20% Time' policy. This initiative allows engineers to spend 20% of their working hours on any project they choose. This policy has not only boosted engagement but also led to the creation of some of Google's most popular products, including Gmail and Google News.

2. Microsoft's 'Hackathon'

Microsoft hosts an annual Hackathon, where employees from all over the world come together to work on passion projects. This event fosters a sense of camaraderie and engagement amongst employees, while also promoting innovation and creativity.

3. Ford's 'Employee Resource Groups'

Ford has established multiple Employee Resource Groups (ERGs) to promote diversity and inclusion. These groups, which include Women at Ford and Ford Employees Dealing with Disabilities, provide support, encourage engagement, and foster a sense of belonging amongst employees.

4. Apple's 'Blue Sky'

Apple introduced the 'Blue Sky' program, which allows a select group of employees to spend a few weeks on a project outside their usual work scope. This initiative boosts engagement by allowing employees to explore new areas and bring fresh ideas to the table.

5. Amazon's 'Peculiar Culture'

Amazon has created a 'peculiar culture' that encourages employees to be innovative and think outside the box. This culture, which includes practices like writing six-page memos and banning PowerPoints, keeps employees engaged and invested in the company's success.

6. Starbucks' 'Bean Stock'

Starbucks offers a program called 'Bean Stock', which gives eligible employees company shares. By making employees part-owners, Starbucks not only boosts engagement but also ensures that employees have a vested interest in the company's performance.

7. Salesforce's '1-1-1 Model'

Salesforce follows a unique '1-1-1 model', where it contributes 1% of its equity, 1% of its employee's time, and 1% of its products to philanthropic efforts. This initiative fosters a sense of purpose and engagement amongst employees, who take pride in their company's commitment to social responsibility.

8. Unilever's 'Sustainable Living Plan'

Unilever has implemented the 'Sustainable Living Plan', which aims to halve the environmental impact of its products by 2030. This initiative has boosted employee engagement by aligning the company's goals with the personal values of its employees.

In conclusion, these case studies highlight the innovative strategies large corporations are using to boost employee engagement. While the specifics vary, the underlying theme remains the same: when employees feel valued, supported, and part of something bigger, they are more likely to be engaged.

Conclusion on Employee Engagement Case Studies

In a rapidly evolving business landscape, these employee engagement case studies serve as a testament to the power of effective engagement strategies. They highlight how various organizations, regardless of their size or industry, have successfully harnessed the potential of their workforce by fostering a culture of engagement.

It's clear that employee engagement is no longer a luxury, but a necessity for businesses aiming for long-term success and sustainability. From leveraging technology to facilitating remote work, fostering diversity, and implementing team-building activities, businesses are exploring innovative ways to keep their employees engaged and motivated.

The case studies we've explored have demonstrated that employee engagement is not a one-size-fits-all approach. Each organization has to consider its unique circumstances, workforce dynamics, and strategic objectives to shape its engagement initiatives. However, the common thread running through all these case studies is the positive impact of genuine and consistent employee engagement on overall organizational performance.

As we move into 2024, the importance of employee engagement is only set to increase. With the rise of remote work and the increasing emphasis on diversity and inclusion, businesses will need to continue innovating and adapting their engagement strategies to meet the changing expectations of their workforce.

In conclusion, these case studies underscore the transformative power of employee engagement. They serve as a powerful reminder that when employees feel valued, heard, and engaged, they are more likely to contribute their best work, leading to increased productivity, improved employee satisfaction, and ultimately, heightened business success. As such, employee engagement should be at the forefront of every business leader's strategy moving forward.

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About Scavify

Scavify is the innovative employee engagement app and platform for organizations looking to elevate employee engagement and productivity! Our innovative app is designed to help you create a workplace culture that inspires and motivates your team. With our automated technology and expert support, you can transform your organization into a thriving community of happy, engaged, and high-performing employees.

• February 22, 2018
• 8 minute read

Employee Engagement Case Studies: A Look at Hyatt’s Wildly Successful Strategy

Today’s world-renowned Hyatt hospitality brand traces its origins to 1957 when brothers Jay and Donald Pritzker purchased the original Hyatt House motel that planted the seeds of a hospitality empire. The company now has over 600 properties in more than 50 countries and employs more than 100,000 people.

Known for upscale lodging and fine dining on-site, Hyatt is also building a reputation for having an outstanding employee engagement strategy. More specifically, the company focuses on employee development and promotion from within .

The company also makes it a point to share that their comprehensive employee engagement strategy is not an add-on developed to keep employees content. Rather, it is a pillar of the company’s overall business strategy – one that has seen steady growth as well as avoidance of problems that often plague the hospitality industry, such as high employee turnover.

Turnover Much Lower at Hyatt than Competitor Hospitality Chains

Finding hotel housekeeping associates has always been challenging, and the problem has worsened over the past several years . Not only do many housekeeping professionals change jobs frequently in the pursuit of better pay or more flexible hours, many housekeeping professionals who stick with a hospitality brand want to step up to more responsible positions, and when they do, more housekeeping vacancies open up.

A hospitality brand whose employee engagement strategy does not include housekeeping staff, or that relegates staff appreciation to National Housekeeping Appreciation Week in September, can expect to continue to deal with high turnover.

Check out Hyatt’s average Retention Scores measured on various parameters, which is impressive. This is because the company offers outstanding training, hires and promotes from within, and has a rock-solid commitment to employee diversity. Hyatt’s employee engagement strategy encompasses all employees, not just corporate or managerial ones.

Top Reasons Hyatt Employees Are Engaged in Their Work

Hyatt employees themselves list several reasons why they remain engaged in their work, and all of them go right back to the company’s employee engagement strategy. Not only are there tangible perks like travel discounts and free or subsidized on-site meals in the company’s well-respected restaurants, Hyatt makes it a point to listen to employees and to train them how to listen effectively to each other and to hotel guests.

Additionally, the company offers tuition reimbursement, encouraging employees at all levels to further their education. They also team up with organizations like Khan Academy to provide skill training to employees so that more employees have more access to expanded career choices. In short, Hyatt does not just talk about investing in their employees. They actually do it.

Commitment to Diversity Is More Than Lip Service

A company does not expand into over 50 countries and employ more than 100,000 people while maintaining strong employee loyalty without being committed to employee diversity . Hyatt does not just parrot talking points about diversity; they act. As a result, the company has earned awards such as the Human Rights Campaign Best Place to Work for LGBT Equality , has been recognized by the AARP for employing older workers, and has been recognized by Hispanic Business Magazine and the NAACP for their commitment to hiring people of color.

By openly committing to diversity in the workplace, Hyatt automatically improves its transparency and demonstrates that people from all backgrounds are welcome, which is greatly beneficial to overall employee engagement. In fact, it is safe to say that an employee engagement strategy that glosses over employee diversity or does not mention it at all is an employee engagement strategy that will fall short.  

Empowerment as a Pillar of the Employee Engagement Strategy

Employee empowerment is a key element of Hyatt’s employee engagement strategy. Employees who feel unable to act to solve the inevitable problems that arise in day-to-day business cannot be expected to be engaged in their work because their efforts are stopped before they can start. Hyatt offers ongoing training opportunities for employees and trusts them to act when problems arise. This not only results in problems being solved more quickly, but it also improves employee engagement because engaged employees are ones who know that their work makes a difference on multiple levels.

Empowerment of employees to listen and solve problems not only helps them in their current work, but also helps prepare them for greater responsibilities, and this is critical in a company that likes to promote from within.

Hyatt Understands the Connection Between Engagement and Business Outcomes

Ultimately, Hyatt’s employee engagement strategy is about creating better business outcomes. A company that is in a constant cycle of replacing workers due to high turnover simply cannot achieve the level of competence of a company that has loyal, well-trained employees. Companies that demonstrate to employees that their development as a person and as an employee is important by reimbursing education costs naturally have more engaged employees than those that do not.

The right employee engagement strategy does several things, but two of the most important are empowering employees to excel on a daily basis and making employee engagement part of the very foundation of working for the company. The investment and effort are real, but the rewards show a consistent, strong ROI from such an approach.

How an App Can Help Orchestrate Your Employee Engagement Strategy

The elements of your company’s employee engagement strategy must be specific to your company, of course, but technology in the form of the employee engagement app can make the implementation of the strategy significantly more effective. With HubEngage, you can develop a highly customized employee engagement app that will become an indispensable part of your overall employee engagement strategy.

HubEngage offers a fully customizable employee engagement app platform for the hospitality and travel industry that lets you add your brand elements, customize your user interface, and offer functionalities that are known to improve employee engagement. For example, HubEngage allows you to deliver training modules, solicit employee feedback, deliver instant notifications, and provide employees with personalized content feeds that simply help them do their jobs better. You can even make it fun with gamified learning and fun productivity tools.  See firsthand how HubEngage can transform your organization.  Schedule a demo today with a specialist today. 

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Employee voice case studies

Talking about voice: insights from case studies

Creating opportunities for people to have effective voice at work is a fundamental aspect of ensuring job quality. But this is also important for organisational effectiveness. Having a means for eliciting ideas and operational insights from frontline employees, for example, can have significant benefits for the organisation. 

Following on from our earlier research into the employee perspective of voice, we carried out a series of case studies to investigate how employee voice operates in various organisations and to capture their experiences as they sought to make improvements.

The organisations range from small firms with around 50 employees to large multinational corporations with thousands of employees. Five organisations completed the case study process and feature in the report, with two choosing to be anonymised. The full summaries of four of these case studies are collated here. They provide clear examples of employee voice operating within different contexts, including key challenges and initiatives in place.

Although the research was conducted prior to the COVID-19 pandemic, the lessons learned and shared here remain relevant and will help organisations steer their own course in strengthening their voice channels and listening to the diverse and valuable voices within their workforce.

In this series

Fircroft College has been through a large restructure that has transformed the way that they work.

This organisation is a rapidly growing airline logistics company, developing from a family firm to a multinational organisation.

NMCN is a rapidly growing company that has increasingly put employee voice on the agenda.

Employee voice has become increasingly important throughout the NHS and particularly for Nottinghamshire Healthcare NHS Trust.

Acknowledgements

These case studies were conducted and written up for the CIPD by Professor Daniel King (Professor of Organisational Studies), Professor Helen Shipton (Professor of International HRM), Dr Sarah Smith (Research Associate), Jack Rendall (Research Associate) at Nottingham Trent University, UK, and Dr Maarten Renkema, University of Twente, the Netherlands.

We would like to thank all the case study organisations involved in the research for working with us on the project. Taking time out among other pressing commitments to be interviewed can be challenging, and we are grateful for the openness and constructive, thoughtful dialogues we had with our interviewees.

This project was developed and run by the Centre for People, Work and Organisational Practice (CPWOP) at Nottingham Business School. CPWOP works with organisations and policy-makers to understand and improve how people are managed within organisations, particularly in the face of the critical challenges facing the economy and society.

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A case study of a people function shifting to a four-pillar model to deliver a more consistent employee experience throughout the organisation

A case study on moving to a lean, strategic HR model that operates more efficiently to support business objectives

A case study on developing strategic partners, aligning teams, increasing data analytics skill, and transitioning the L&D team into an internal academy