Mo's been working with SHL for a year, following a period of significant change and uncertainty. The leadership team wanted to give their people more meaning and motivation at work and we've been supporting in doing exactly that.

Mo has been working with SHL for almost a year now. Following a period of significant change and a level of uncertainty within the company, the leadership team wanted to give their people more meaning and motivation at work. Here, we dive into the challenges that they faced and how a change in strategy helped to bring their people together.

Moments can reduce churn by 8% [CASE STUDY]

Here, we dive into the challenges that they faced and how a change in strategy has helped their people to be more, together.

SHL are an international company that designs personality, behavioural and ability tests. It is one of the largest providers globally and has offices in around 40 countries, with the highest headcount in the US, UK and India. The majority of employees are usually office-based with a small proportion typically working remotely (albeit things are very different for them at the moment).

It's fair to say that SHL has a complex history with a lot of change. Founded 40 years ago, they were most recently separated from CEB Gartner, once again trading independently as SHL and wholly focused on the talent assessment market.

The company went through a fair amount of drastic change in a short period of time which had a negative impact on the workforce. People were left feeling uncertain and demotivated. They didn’t feel they had any clarity during the changes.

Turnover was at an all time high. 75% of employees had been there less than 6 months at one point. Engagement was low and people were seeking out new roles elsewhere. The general feeling was that they weren’t appreciated for their work and weren’t kept informed about the company’s changes, mission and values. Their loyalty to SHL was dwindling fast and action was needed. 

SHL introduced a new leadership team during the change, who brought with them big ambitions to transform the organisation and how the teams operated. 

As with any business, the success of this ambition would be down to their people, the heart of the organisation, they needed the buy-in of their workforce to make those ambitions a reality.

Collectively the HR and the senior leadership team realised that they needed to look at ways to improve the employee experience, to deliver more for their people and ultimately make SHL a place their employees were proud to work.

Culture - they needed to transform the working culture and their employer brand.



Communication - there was a real lack of good communication both from the top down and the bottom up. Staff needed to hear from their senior team to understand what was happening in the business but also needed a voice to share their opinions and ideas.



Recognition - the workforce were feeling really undervalued for their input to the organisation which was resulting in poor engagement and high churn. 

SHL began to prioritise the employee and looked at ways to bring their people together. 

One of the first factors was improving the physical environment. New office spaces were planned with all locations moving across to bright, modern, airy spaces. This would be a creative and collaborative space.  

The workforce at SHL needed to be united to achieve great things together. As a large, global business it can be difficult for staff to feel connected to each other.  Mo provided the platform for employees to share their meaningful moments.


Mo and SHL worked together with a pilot being launched in India for 6 months before going live to the entire organisation. This was a good approach to test the concept and also allow time for some customisation options. For the company wide roll out the leadership team were heavily involved in the communication plan. 

Sulabh Balyan, HR Projects Specialist at SHL

"Employees really appreciate the fact they now have a platform where they can both feel heard by the senior leadership team and also feel connected across the organisation - Mo has bridged the gap between teams."

Employees are building stronger relationships across the organisation and have a wider understanding of everyone’s roles and successes. 

Leadership buy-in has been imperative to the success of Mo with their CEO Andy regularly sending out moments across the organisation and the leadership team setting challenges for ideas.

The staff have been given a voice and not only are they enjoying being heard, they are providing some fantastic ideas to improve the workplace. 

There have been almost 50 ideas submitted by SHL employees and 12 are already being put into practice. Amongst these are ideas on how their CEO Andy can have more presence both internally and externally. There is now a regular podcast series, Talent Talks with Andy as the host and featuring a range of expert guests.

There is also great video and blog content released regularly. 

Social ideas like remote yoga classes have been enjoyed by staff globally and improvements have been made to the recruitment process with the concept of ‘drinking your own champagne.’ SHL now use their own assessments when recruiting.  

Watching their suggestions come to life has brought a new lease of life to the workforce. 

Since the launch of Mo, SHL have reduced staff turnover by 8% and counting. 



“Mo has dramatically impacted our culture for the better. So much so, that ultimately our people choosing to commit more of themselves to the business, for longer. We have made continuous improvements in our employee engagement scores, we can see churn reducing substantially and the positive sentiment can be felt in the offices around the world.”

Senior management continue to roll out campaigns to actively encourage staff to celebrate their successes and suggest new ways of working. Mo has been a strong part of the comms strategy and as more moments are enjoyed face-to-face, they are then regularly shared with the organisation a a group wide celebration. 

During these current difficult times staff have used the platform to exchange messages of support to each other. The amount of unique moments shared has increased by 59% as the workforce continue to stay engaged and celebratory of their successes while working remotely. 

Off of back-to-back awards, I sat down with The Grand Brighton's People Director, to hear more about their strategy, to talk about the moment that they were crowned "Best Employer" at the Catey Awards, and to hear what's next on their people agenda.

Off back-to-back awards, I sat down with The Grand Brighton's People Director, to hear more about their strategy; to talk about the moment that they were crowned "Best Employer" at the Catey Awards; and to hear what's next on their people agenda.

Becoming the Best Employer: The Grand Brighton

It's fair to say that the People team at The Grand Brighton have had an excellent year. Following back-to-back awards, I sat down with their People Director to hear more about their strategy, to talk about the moment that they were crowned "Best Employer" at the Catey Awards, and to hear what's next on their people agenda after all of their 2019 successes.

Andi Hirons - People Director, The Grand Brighton

"Undoubtedly, winning the best employer at the Cateys this year is not only the best moment of my year, it's probably the best moment of my career."

In my discussion with Andi, I learned just how competitive the talent market is within the industry. There are well over 1,000 food, restaurant and hotel outlets in Brighton and Hove and the competition for talent is extremely high. Pay is fairly consistent and businesses have to stand out by doubling down on creating the best employer brand, to see them have a chance of both attracting talent and continuing to retain talent in a very active and competitive market.

Combine this with the fact that a career in hospitality, does not always get the best rep. In fact, it's been reported that only 17% of parents regard hospitality as a positive career.

And with Brexit looming, uncertainty in the labour market brings even more challenges to a business and an industry that relies so much on its people.

Building robust and innovative people strategies, is critical to business success. And there's no doubt that The Grand Brighton are leading the way. In the last few months they've donned their frocks and picked up gongs for "Best Employer" at the Cateys, "Team of the Year" at the HR in Hospitality Awards, and "Best Employee Engagement Programme" at the Caterer.com People Awards.

So, what's their strategy and why is it working? How does an iconic hotel focus on what matters to attract the right people and nurture those people, to ultimately deliver an exceptional customer experience in an already highly competitive market? One where customers care more about the overall experience than the bricks and mortar they call home for a night or two?

First: learning and development is key to the strategy. Making sure that there is a robust L&D strategy that allows their people to grow and progress. 

Secondly: employee engagement. Whilst their recruitment strategy is massively important, you'll see that the awards they've won this year aren't for talent attraction. As Andi, puts it, "it's because our focus is creating the best experience for our employees so that they choose to stay with us."

And finally: Employer brand. Recruitment is the byproduct. The focus is on continuing to build their brand.

Practically there is a lot of advance planning going into preparing for a hard Brexit. But there is generally a level of confidence that the industry will continue to attract EU nationals. 

The hotel is also very active in the community, trying hard to continue to build relationships with parents, with schools and colleges through local events and at career focussed events, to engage with the future local workforce and put the opportunity that exists forward fairly as much as possible.

Andi was also very passionate that in delivering on their people strategy, they continue to do everything possible to put the welfare, well-being and best interests of their people first. 

So, how does this all fit into the business strategy and is it working?

The Grand Brighton is focussed on creating a brand experience that enables their customers to have an exceptional experience when they're there. By exceptional, they mean something that is unusually good and something that is clearly outstanding. In trying to create something exceptional for their guests, they need an extraordinary team and to create an extraordinary team, they have to give their people the same level of extraordinary experience that's being demanded for customers. Or, an extraordinary employee experience that delivers an outstanding customer experience (service profit chain). 

Proof that the strategy is working can be seen in the hotels highest ever level of employee engagement (eNPS results measured through pulse surveys) combined with their best results for customer experience. 

In 2014 the retention rate was 42%. Over the last few years, The Grand has increased this to over 70%.

"I think we won Best Employer because we were genuinely able to demonstrate that we put our people at the heart of the business, through our initiatives and through the results."

Mo has been working with The Grand Brighton throughout 2019 and we've launched a very successful reward and recognition scheme to all employees. I wanted to understand more about how Andi and her team approach considering and launching new initiatives to support their strategy. What is clear, is that before things happen, there are two phases to launching anything. The first thing that needs to be achieved is complete buy-in at an executive level. With this initial commitment comes the next important phase - validation by employees. 

The "Think Grand" team is an internal forum that makes the decision. Leadership buy-in is not enough. 

By getting this validation from a broad group that represents the overall employee voice, the People team is in the best possible position to launch things that not only have top down blessing from the business but also has validation from employees that the initiative is needed, and fit for purpose; giving any initiative the best possible chance of working for both the employee and the business.

In exploring reward and recognition, key to the solution (or scheme design) was the option to have "custom rewards" that focussed on what is meaningful to the different types of people that work at The Grand. They knew that the team didn't just want voucher-based rewards or cash-based rewards. They wanted experiences. The rewards given to employees for exceptional effort and contribution are all experience based. And a large portion of those experiences (and the most desirable) are based within the hotel!

"The most used experiences are those in the hotel. And that makes me really happy! That someone would take the vouchers we've given them and choose to come here for dinner."

The fact that employees are choosing rewards that are based within the hotel demonstrates how connected their people are to the brand. Choosing to come back to "work" to go for lunch or for cocktails shows that they feel part of it and that they're proud of that.

I'm sure many of us have worked at an organisation that once we've finished for the day, the last thing that we'd want to do is return later that day!

The custom reward options are constantly growing. Annual cinema tickets, National Trust membership, gym memberships, new dining experiences in the hotel have all been added. These are constantly reviewed by the team and by the wider employer group. 

"We focus a lot of our time as a leadership team understanding performance, not results. If we focus on delivering performance, the results will follow."

So, a successful people strategy. The highest level of employee engagement. Exceptional customer experience results. Three industry leading awards. Retention right up at 70% in a challenging market and at a challenging time. Does it get any better than this? What are the plans to continue to build on these successes and go from strength to strength?

I asked Andi if things can get any better. Her answer, "yes we can!"

A core value to the business is being "progressive". The aim for them is to be at the forefront of everything they do. This mantra resonates massively with us here at Mo as one of our values is "progress".  We both share the drive to be better. For 2020, Andi are her team are really focussed on diving into the data of everything that they are doing at the moment to make sure that they are getting the most out of everything. This determination to incrementally increase the performance of what they're doing from a people perspective, plays true to the value that their people are determined to live and work by.

"2020 is about really focussing on everything that we are doing to absolutely maximise the impact of our initiatives and what that means for the business."

So, what can we learn from the amazing success seen at The Grand Brighton? I asked Andi for her three tips for anyone else determined to move the needle for their people, regardless of whether they are in hospitality or not...

#1 - Make sure people are at the heart of your culture

Challenge those around you and specifically challenge the leadership team to make sure that people are absolutely at the heart of the culture of your business. A lot of people say it, but words are cheap. And often we hear these words, but they are left wanting when the output demonstrates otherwise. 

It's important to have total confidence that this approach is right. 

Wanting to change things and being able to change things are two very different things. It's vital that to get things done, and ultimately make progress, you need to be in a position that is as equally heard as other voices in the business. If the people function is less heard, challenge this. 

HR can often be about policy and procedure and in a people business, it's important that People are truly on the business agenda.

It's vitally important to always check, going back and always continuing to seek opinion with everyone. It's an ongoing cycle that means that you are consistently trying to understand things and keep improving. Include everyone in this. It's vital that people feel included in the decisions that are made! And it goes an awfully long way in understanding what matters and where things can be better.

A huge thank you Andi and The Grand Brighton for not only being an amazing and forward-thinking customer to work with, but also for lending us more of their time to be involved and share their story with you.

Mo is working with more and more businesses within the hospitality industry. And we've learnt what works well and how social recognition, meaningful rewards and employee-led ideas can play a central role in making work more meaningful for people that work in hotels, restaurants and bars. If you're interested in learning more, we'd love to hear from you. Get in touch.

To find out more about careers at The Grand Brighton, visit grandbrighton.co.uk/careers

Becoming The Best Employer: The Grand Brighton

New government legislation has brought very real challenges to the gambling industry

New government legislation has brought very real challenges to the gambling industry. William Hill looked to their people to see how they could put exceptional customer service at the heart of any solution. Through rewarding staff instantly, William Hill were able to maximise the customer experience in store. Here's how it worked and what was achieved.

[CASE STUDY] Using instant rewards to tackle business challenges at William Hill

In 2001 fixed-odds betting terminals (FOBTs) were introduced in betting shops. There are now over 35,000 of them in the UK. According to the Gambling Commission FOBTs generate £1.8bn in revenue a year for the betting industry. 

Last year, the UK government decided to drastically reduce the maximum stake players could play on one game from £100 to £2. This became a key challenge for the industry as bookmakers felt it could force betting shops out of business, resulting in the loss of thousands of jobs and a market that contributes almost £1bn a year in taxes. 

The £2 stake was implemented on 1st April and William Hill engaged and educated their customers throughout the change, while ensuring employees were on the front foot; answering questions and providing customers with a quality experience. To support this approach, William Hill needed to think about how they were going to encourage their employees to make a marked difference.

Over the past year Mo has been working with William Hill to manage their global recognition and rewards scheme. The scheme covers all areas of the business, and has fostered a culture of recognition, which is no mean feat in a company the size of William Hill.

"We’ve seen a 30% increase in employee recognition across the organisation."

Mo provided the perfect platform to truly motivate more than 12,000 retail employees by providing access to instantaneous rewards. By celebrating the great actions of retail staff and rewarding them on the spot, it would supercharge motivation for the weeks following the change. Overall, there was a real opportunity to create a positive atmosphere in the workplace, which would then reflect back on the customer service. 

Having seen huge success with Mo already, William Hill needed to restructure their reward scheme. Previously, only a small group of high-level management staff could give rewards, and the process was slow and not well used. The focus needed to change. It needed to involve management that were physically closer to customers and shop floor employees - and BPMs (Business Performance Managers) and AMs (Area Managers) were the answer. BPMs manage multiple  William Hill shops within a cluster, and sit directly underneath AMs who report back to RMs (Regional Managers).

The incentive was based around rewarding employees for great customer service with the aim of driving customer retention over a 12 day switch-over period. BPMs played a key role in the scheme. They had their own budget on Mo that they could see and use at any time. 

Area Managers were also given a budget, allowing them to get involved in rewarding the BPMs or working with them to recognise the great behaviours from any employee. This ensured that rewards were on the spot, but most importantly employees were being further recognised for their great actions conducted on the shop floor by AMs, who could issue up to £50 per reward given, in comparison to the £10 the BPMs were permitted per reward.

Employees can redeem these amounts through Mo’s reward store, which includes an extensive variety of gift cards. This was the first time Area Managers and BPMs were given this level of empowerment for direct rewards. Their decision to empower BPMs with the authority to reward employees was a sign of trust, and self motivating in itself, but most importantly it put the spotlight on those that were doing a fantastic job.

William Hill allocated budgets to 371 managers in that 12 day period, with 96% of managers using their budgets effectively. Or in other words, the managers grabbed the opportunity to instantly reward staff with both hands!

Furthermore, out of 12,000 employees in William Hill’s 2,300 shops , 10,054 were instantly recognised! Of the 10,054 employees rewarded, 70% of them received a recognition message attached to their reward, with the majority of them being recognised for "putting the customer first".

Additionally, with the help of Mo’s analytics dashboard, William Hill's leadership team saw an increase in engagement between shop floor employees and BPMs. They did a comparison between the three weeks prior and during the incentive. The results showed that the output of recognition from shop floor employees to BPMs had tripled! Which was an amazing insight - as BPMs really pushed this incentive, and they were being celebrated for it.

Using instant rewards to tackle business challenges

Only 42% of employees responded positively to the question: “I receive regular recognition or praise for doing my job well” in the firm’s second employee engagement survey — spurring action by Horwich Farrelly.

A legal firm of over 750 employees, Horwich Farrelly expanded by over 50% and spread across five sites, in only three years. A leading specialist provider of legal and handling services to the UK general insurance claims sector, Horwich Farrelly has always prided itself on putting its people first, winning an award for a revolutionary approach to performance management in Law and being marked as ‘One To Watch’ by Best Companies.

However, their rapid growth made it harder to retain the connection between management, senior partners and company as a whole, that had, until now, been very natural. The firm’s second annual engagement survey, in 2016, revealed that less than half of their people felt they were regularly recognised for a job well done.

The management acknowledged they still had a long way to go and that it was imperative to evolve their company’s culture and recognition in order to maintain the environment that had created this impressive rate of business growth. This led to reward and recognition becoming one of the seven key areas for the organisation to focus on.

During this time, Horwich Farrelly also launched their first set of corporate values. They were keen to discover a means for their employees to really live these values, to ensure that they helped shape the future of the organisation, becoming more than just ‘posters on the wall’.

"Company culture is fundamentally driven by the values of your brand; you're trying to create a connection between the brand and your people. The values of your people need to connect with the values of the company, to build a more emotional, as opposed to rational, relationship with the organisation. This is heavily influenced by the commitment of the leadership team to the values of the brand."

To scale a great company culture, it was identified that they would need to fundamentally change the actions of appreciation and recognition. This was achieved by creating visibility across the organisation and linking this recognition back to their 15 core behaviours, which were built out of the Horwich Farrelly Values & Competency framework. To achieve this, they sought out Mo — a fast growing engagement platform that prided itself on integrating their customisable and bespoke approach to the business objectives and cultural initiatives of the organisation.

Representing Horwich Farrelly, CSR Manager Eloise Sochanik and Luke Fisher, CEO at Mo, would help empower Horwich Farrelly’s people to drive a fresh and organic, cultural transformation.

Mo's vision is to help organisations create exceptional places to work, so that more people love their job. Through recognising sterling efforts, increasing company wide communication and putting an emphasis on company values, Mo weaves together, repairs and enhances the community’s culture. This makes the working life a more rewarding, encouraging and open place to be.

They provide real time, data driven analytics and feedback to help create positive action and are the only data driven solution tracking employee actions to company values.

Eloise and the firm were eager for Mo to understand the organisational structure, what a working day at the firm looked and felt like, and how recognition was given. An employee steering group was developed to give the personnel a voice in actively shaping the culture of the organisation.

After a successful day of workshops and meetings with HR, the leadership team, managing partners and the steering group, Mo were able to come away with a wealth of user stories and understanding that influenced not just the launch to Horwich Farrelly but impacted the launch process they would take forward to other clients.

Eloise and Mark Davies, Launch Manager at Mo, piloted a new means of launching the program — ‘Mo Champions’.

The new scheme led with peer recognition in order to build a culture of genuine appreciation before financial incentives were introduced. During the pilot, 53 volunteers not only trialled the system to feedback to the cooperative, but were the ones driving further adoption. Sharing messages outside of the test group would instantly invite their colleague to Mo. The exceptional advocacy of the Champions caused a viral adoption and by day two, the user base had grown by 45%. This also ensured that as the system reached all corners of the firm, it was already filled with great examples of recognition — facilitating knowledge sharing of how best to live the culture that was again rooted in the Mo Champions.

The marketing team at Horwich Farrelly prepared an exciting launch campaign featuring the managing partners and board. Introducing a more informal feel, it instantly humanised the managing partners and made them more visible; it also displayed their commitment to the program and created a sense of openness that was in line with the way that people wanted to ‘feel at work’.

The core of the marketing campaign, created by Scott Neal, Marketing Communications Manager for Horwich Farrelly, was a series of photographs featuring the partners, directors and other colleagues wearing a specially designed ‘ThanksBox Head’ (after all we did used to be called ThanksBox); these photos were advertised around the firm and on the day the platform officially launched, all employees received a box of co-branded chocolates.

"I'm really proud to have been part of the launch of Mo, which achieved 82% engagement within six months. It was challenging but great fun to be given the task of creating a launch campaign that enabled our 750 people to be recognised as consistently now, as when the firm was half size."

- Scott Neal, Marketing Communications Manager, Horwich Farrelly

It is important to note that material or monetary based rewards were not included in the program until five months after the system launch; this meant people were organically participating in the cultural shift and recognising one another without the knowledge of any incentive. The staff had bought into Mo, with the real tangible aim to improve recognition and culture amongst peers, before any regular cadence of rewards were brought in alongside it.

After the scheme had been firmly adopted throughout the organisation, and the content observed in Mo had reached a consistently high level of quality, it was time to introduce ‘Mo Thursdays’ — a monthly event bringing a series of fun rewards to the desks of the most outstanding colleagues. The managing partners personally reviewed all of the eligible recognition messages before announcing them to the firm and the rewards could be bottles of fizz, additional annual leave, chocolates or vouchers — a range of rewards to fit the needs of a diverse workforce. The act of delivering these rewards in person, created a fantastic buzz around the office every Mo Thursday.

Line managers saw how effective the new system was among different teams; they became more cohesive and the solicitors felt a higher level of recognition for their efforts. This encouraged management at all grades to become more involved, securing active participation throughout the company’s hierarchy.

The members had a new found voice, which was heard at all levels across Horwich Farrelly. By the end of the first month, the number of active users had increased by more than 300%. Since the launch in Jan 2017 usage steadily grew to 11,000 messages by the end of the year, with a consistent usage of around 92% across the whole year!

The Mo values analytics revealed: Being “A strong team player” is their most recognised behaviour. Their least recognised behaviour “Speaking up”, lead to plans in 2018 to launch Ideas as part of Mo to give employees a forum to speak up to improve the workplace.

With such wide adoption, the question remains: How do people feel? Has the culture and recognition improved? 

The data tells us; the most engaged employees, identified through Horwich Farrelly’s engagement survey a year after this initiative begun, were found to have sent twice as many messages as the least engaged departments.

Horwich Farrelly’s recent engagement survey revealed 68% of people agreed the new reward and recognition scheme has helped to create a more positive culture.

We talk to Mairi Probin who helped Iceland become Best Company (twice!)

In today’s modern working environment, companies that want to keep the best talent working on their brand, product or service, go out of their way to hire employees who fit their company culture and brand values. Or is it the other way around? Do they go out of their way to build a company culture and values around the talent they want to hire?

It doesn’t matter which way a company works, the important lesson is that cultural fit is an all-important requisite for today’s modern employee. Candidates are looking for organisations that don’t just offer a great salary and benefits like a health club membership and annual bonus. They are looking for a company that lets them experiment with innovation and creativity, doesn’t care about job titles and probably doesn’t concern themselves with where they work, as long as they achieve results. A company that believes in regular gratitude and appreciative feedback and not just from the top down, also from the bottom up.

Peer-to-peer recognition systems like Mo are an essential part of the feedback system in a modern organisation. Coworkers recognising each other’s work can be so much more rewarding and motivating than receiving a pat on the back from your line manager.

When your recruitment process concentrates on finding talent that fits your company culture, you can pretty much guarantee that you’ll have less staff turnover, better employee engagement, intrinsic motivation amongst teams and greater productivity.

So how do you find talent that fits with your company culture?

Firstly modern employees are looking for most, or all of the above from their employer. So if your culture doesn’t embrace flexibility, creativity and transparency, you’re unlikely to attract the hottest candidates on the block. You’re going to need a culture and values overhaul to match their expectations. Those companies who successfully put employee engagement and happiness at the top of their priorities are already on the fast track to recruiting great talent.

An interesting article written by Yay for Monday! creator, Sergey Kotlov, suggests that companies create Employee Personas. He suggests that companies select several employees who represent the identity and values of the organisation; interview them on their likes and dislikes and create a persona to look for in future candidates.

Richard Branson published an article on LinkedIn which explained why he recruits for personality, not skillset. He writes that if you get the perfect mix of people working for your company, you are more likely to enjoy success. Most skills can be learned, but you can’t train personality, so finding people who fit with your company culture and team values is the key to a winning team and successful brand.

Try combining Sergey Kotlov’s idea of creating an employee persona with identifying three core values that make up your company culture. Zappos online shoe store include, “Deliver WOW through service” within their core values, Google says, “Focus on the user and all else will follow” and Four Seasons Hotels & Resorts cite, “Supporting sustainability” as one of their core values.

You can see that core values are unique to a company’s product or service, so think about what matters to your business, what is the value of your service? What has got you where you are today, or will get you where you want to be in the future? And what social values are important to your organisation and the people that work in it?

Think about social justice and dignity, the worth of your employees and the importance of human relationship and happiness. These are the principles around which you can start to deliver your core values. It should never come down to money. It’s always about the people, whether those people are your clients or employees – ideally both, and also the environment in which we work.

Here’s a great exercise that will help you work out core values to look for when recruiting that perfect team. It gets coworkers involved in the process .

Ask each team member to share their top 5 core values for:

Now share the results for each grouping and identify those values, which have a stronger importance for team members. You can use these to analyse what values bring your team together and what they agree is important when it comes to working as a team and bringing on board a new team member who will fit in with the company culture. You can find more exercises and a downloadable version of the 250 core value sheet in this article on Value Exercises to Build Vision.

Another method of ensuring new recruits will fit with your company culture is to get your employees involved in the recruitment process itself. At Just Digital in Brazil they have a very unconventional, but successful hiring process. It doesn’t use a recruitment company and is not left to the HR department.

Their first step is to sit down and create a role around the needs of the organisation, or a current project that is missing resources. The whole team gets involved in sharing the role on their social channels and posting on job boards. When they have a good selection of candidate responses, all team members are invited to decide if they agree that a candidate should make it to the interview stage (at least two team members must agree). The team is then invited to take part in interviews. It makes a lot more sense to me that teams working together, should also take part in the decision process of choosing new members for that team. After all, they are the ones who are going to be working together.

Finally, why restrict your employees by giving them a job title? Today’s modern employee is looking for a role that she can grow into and make her own. Forward-thinking organisations understand that if they want teams to innovate, then boxing them into a job title isn’t the answer. The solution is to let their creativity and skills flow out of the box. Trust is a great factor in satisfying the modern employee. Organisations must give their employees enough flexibility to say, “hey, you know what you have to do, you know your objective, we trust you to make it happen using your skills and creativity in the way you wish.”

Let them experiment and they’ll find a greater sense of purpose within the organisation. Your company culture starts here and the best talent for your organisation will find you.

Mo is collaborating with a rapidly growing law firm, with multiple offices across the UK. The organisation has almost doubled in size in 3 years and it was time to formalise processes, boost the sense of involvement from employees and to retain their Best Companies to Work For title at scale.

A case study – how we continued to connect with our people while growing rapidly

A rapid increase in the number of employees meant starting to formalise the culture of recognition and aligning it with their values, which remain central to how they operate, was critical for this growing law firm.

When it came to implementing a solution they were keen for it to not feel like a management tool and instead for recognition to grow as an employee led initiative. This shaped an innovative approach to their launch – working with Mo to introduce to only a small group of employees, and then allowing employees to spread the word virally - by inviting their colleagues via a Thanks message.

Creating an inclusive culture that worked for all of the offices across the UK and allowing the managing partners to be present, even if not physically.

"I wanted to work with Mo due to the appeal of working with a smaller, more agile company who are growing their offering as we grow. They have allowed us to manage the cultural jump through the separation of rewards and recognition and a hands on launch process, helping us build the right initiative right from the beginning."

The organisation had grown significantly and the partners felt they were losing touch with what was happening in the business.

Messages can be shared with managers and the entire organisation, leader boards are available to show who is sending and receiving the most messages and what for. The Partners are using the information generated on Mo to highlight employee contribution and issuing rewards regularly for exceptional performance.

Not only are employees regularly being thanked for their efforts by their peers and management team, the leadership can see all of the great things that happen in the organisation every day.

The organisation were keen for recognition to remain genuine and not feel like a management mandate to use the tools. Mo designed a unique launch process - on boarding a steering group of select employees from across the business and all of the locations, helping shape to rollout plans and personalise the system. Employee’s felt like it was their project and were engaged in the success of the project.

The campaign was a great success and within a month there was a 500% increase in employees using Mo - a success that can be attributed to the understanding of culture and high levels of staff engagement amongst staff.

Mo collaborated with an international multi-brand hotel chain, and their partners to help create a consistent employee experience for colleagues across both the managed and franchised estates in Europe.

Since introducing Mo, the hotels saw a 32% improvement in levels of employee engagement and a 36% improvement in how well recognised our employee’s feel.

“Employee and General Manager feedback has been exceptional and we’ve seen particular success in the UK, Portugal and Russia.” Head of HR Operations

86% of franchise employees had signed up within a week and 6000 messages were sent within the first two weeks – “we always knew that every day employees were going above and beyond but it’s amazing for me and everyone else in the company to see just how much is happening”.

Amongst the 100+ hotels in Europe, many of the challenges were consistent: 

1. Boost employee engagement to improve business performance and guest experience

2. Reduce manual, time intensive processes

3. Create involvement in conversation from both head office and hotel colleagues

4. Demonstrate innovation, create efficiency and gain insights by using technology

Our Recognition tool allows for any employee to highlight the contribution of a colleague and share this with them, the management team or the entire organisation.

Hotel and Head Office staff would show their appreciation using recognition cards, hand written and pass it to their colleague or one of the management team in person when they had time. 

Over 16,000 messages have now been sent via the app and web, helping to boost the awareness of recognition with over 215,000 messages views and 22,000 reactions.

“I’ve been overwhelmed by the level of success, it’s great to see so much recognition happening across our business” Hotel Group Operations Manager

Both time and money have been saved - Mo presents all of the information required by the hotels, requiring no manual effort and the costs saved on printing pays for the service.

Our Rewards tool is a simple way to give digital rewards that are directly linked to behaviour. This can be used in combination with our Nominations tool, for example, allowing for employees to vote for employee of the month.

Hotel and Head Office staff would meet monthly and discuss between them who should receive monthly rewards.

Managers read through recognition messages of their team, and can issue instant rewards within their set budget. Not only does this help managers surface good behaviours but the rewards are directly linked to the actions. In addition to this, head office sends out a monthly survey asking employees to vote for their colleague of the month.

Time and money have been saved. Reward is more closely linked to behaviour and more democratic. Managers are enabled to reward their team directly, building stronger relationships. All the data is collected in our analytics tool so head office can understand how spend is distributed between hotels, job roles, pay grade, gender etc.

Our Ideas tool allows for any employee to propose organisational improvements, share it with their colleagues and have them vote on it to gather opinion rapidly – the topics employees are encouraged to focus on are aligned the KPIs of the hotels. Finally, allocated decision makers can then decide the outcome and communicate this to all employees via the app.

Employees had no clear process to submit their improvements, the hotels had tried physical suggestion boxes but had limited engagement.

Using Ideas, the hotels have received a tonne of great ideas, impacting guest experience, delivering cost savings and creating way to improve the workplace.

Within the first three months 31 ideas and process improvements were put forward gaining 430 votes, 19 of these were then accepted and implemented. It’s still early to judge but they believe the combined effect of these new initiatives could lead to a substantial increase in cost savings and profitability, creating an estimated return on investment of ~500%. Additionally, responses in our employee engagement survey asking employees if they felt like their voice was being heard went up by 34%.

“Mo Ideas is a game-changer, helping to surface great ideas from the frontline, gathering opinion and an understanding of impact quickly and delivering clear ROI.” Head of HR Operations

Anecdotally colleagues are so excited to have the opportunity to be involved in decisions by sharing their opinion along with a clear channel to feedback to the organisation all year round.

Our Analytics tool collates the data gathered from all of our tools, and presents it meaningful ways. We allow customers to import the data important to them, combine it with the activities on our system and use this to generate the reports that deliver real insights into organisational culture.

The corporate values of the hotels were intangible and hard to link to behaviour, they also had no means to measure or understand engagement in a real-time basis.

The Mo data analytics engine processes all of the messages and allows for the values and behaviours to visualised in a simple chart.

Each organisation can now understand from the data; how employees are living their values every day, which behaviours are regularly demonstrated and which groups or individuals are acting in the way that supports the organisations culture.

32% improvement in levels of employee engagement

36% improvement in how well recognised our employee’s feel

34% improvement in how well employees feel like their voice is heard

86% of people using the app within 1 week

“I’ve been really impressed how Mo have considered the commercial and people side of the business and not just built a tool for HR, helping us to have more meaningful conversations and truly engage with our teams throughout the organisation.“ Group Operations Manager

Mo collaborated with a leading retail and events business to help create a consistent employee experience and boost levels of employee engagement across the operation. As a direct result of creating a dedicated and accessible channel to connect with employees record number of nominations were received for the company’s annual awards. Managing the launch of Mo even won the HR team a prestigious Team of the Year award.

Mo collaborated with a leading retail and events business to help create a consistent employee experience and boost levels of employee engagement across the operation. As a direct result of creating a dedicated and accessible channel to connect with employees record number of nominations were received for the company’s annual awards. Managing the launch of Mo even won the HR team a prestigiousTeam of the Year award.

A case study – Boosting engagement and creating a consistent employee experience

With a small head office function serving the needs of nearly 1,000 employees across 6 separately branded businesses and geographical locations, some of which have grown organically and some who have been acquired, it was becoming very difficult to ensure a consistent culture was developing with the same benefits and opportunities for recognition open to all.  

1. Boost employee engagement to improve business performance and customer experience.

2. Reduce manual, time intensive processes and enable team managers to be more efficient while still regularly recognising and rewarding their teams.

3. Create ongoing and open communication between head office and front-line colleagues, when many were ‘in the field’ and not connected to any traditional business communication method.

4. Drive innovation and create efficiency from front-line employees on how the business can do better.

5. Create a consistent and measurable employee experience across all locations that represented the brand values and surfaced insights to head office.  

By using a combination of the Mo tools including; employee recognition, rewards, nominations and ideas, they were able to connect with employees who were previously uncontactable – all delivered via an intuitive app.

Our Recognition tool allows for any employee to highlight the contribution of a colleague and share this with them, the management team or the entire organisation.

The only form of recognition was a reward given by managers to their team. This hugely restricted the amount of recognition given as it was limited by job role and budget. In addition to this, head office had no understanding as to why people were being rewarded.

Reward and recognition are separated. All employees are able to recognise each other through our recognition tool. Head office has full visibility of everything.

Both time and money have been saved. Recognition is more democratic and can be given on the go, rather than just in the office. This also delivered a consistent and manageable cultural experience across all locations.

Our Rewards tool is a simple way to give digital rewards that are directly linked to behaviour. This can be used in combination with our Nominations tool, for example, allowing for all managers to vote for employee of the month.

Managers would hand out on the spot rewards tokens, employees would then have to go to head office to exchange the reward token for a high street voucher. Admin pressure meant these were often not given or redeemed.

Central management of budget and reward relied on managers logging the manual process leading to an inevitable lack of visibility. They also had a nomination process, asking a staff council of fives representatives across the business who their star of the month was.

Managers issue on the spot rewards using the Mo app, the employee can choose to save up their balance or redeem these instantly, getting a high street voucher emailed to them.

Case Studies

Reducing churn one moment at a time

Claire Barrance

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