Engagement with a distributed workforceCase Studies

Engagement with a distributed workforce

5 min read, by Luke Fisher

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

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.


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.

As an organisation they wanted to:

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.

How Mo Helped

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.

So what?

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.

Reward & Nominations

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.

For nominations, they now send a digital survey to all the team leaders throughout the organisation asking them to nominate their Star of the Month. HR in head office then award £150 voucher for the most popular nomination.

So what?

Both time and money have been saved, for both the company and the employees. In addition to this, they monitor all the reward spend through ourAnalytics tool, ensuring budgets are kept to and diversity targets are met. The whole process is more democratic and the staff say they feel like they have more input in the process.

Ideas and challenges

The Ideas tool allows for any employee to post an idea or suggested 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. Finally, allocated decision makers can then decide the outcome and communicate this to all employees via the app.


An employee forum was used to capture ideas but expected people to be there in person and to have spoken to colleagues before attending, which rarely happened.


Using Ideas, the management and HR teams, along with employee representative group can see suggested improvements to the company and the workplace. Impact can be assessed on all employees, across different locations through the voting mechanism and a decision can be clearly communicated to all via the app.

So what?

A much more inclusive culture is created, with all employees now able to contribute and participate to making the organisation a better place. Return on investment is expected with ideas to make money, save money and creative efficiency, all shared via the app.


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.


There was limited or solely perceptive understanding of what was happening in the organisation, how initiatives were affecting engagement and how much Return On Investment was generated.


The Mo data analytics engine processes all activities on the services, allowing for contribution to be evaluated by demographic or diversity grouping criteria or against employee performance or talent data. The organisation is also able to understand which of their values are most lived and which behaviours are dominant from the cultural framework.

So what?

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.