October 2025 · Q2
76%
Overall engagement
A strong baseline. Team relationships were our greatest strength. Open responses pointed to a clear need for better development pathways and more structured performance conversations.
Baseline surveyFour surveys. A 12-point rise. One honest account of how far we have come — and what we are building next, together.
From 76% to 88% in less than a year. Each survey tells a different chapter — of challenge met, of feedback heard, of a culture that keeps choosing to grow.
A strong baseline. Team relationships were our greatest strength. Open responses pointed to a clear need for better development pathways and more structured performance conversations.
Baseline surveyThe headline held steady — but the story behind it matters. Membership dipped through the restructure, while every other team grew. Their strength carried the overall score.
→ Held steadyA clear recovery. Leadership confidence returned, values reached their highest point, and people were asking forward-looking questions about communication and strategic direction.
↑ 5 points from JanOur highest result to date — and the clearest proof yet that listening and acting makes a difference. Team and manager scores are exceptional. The conversations now are about the future, not the past.
↑ 7 points from AprChoose one engagement area to see how it moved across the four survey periods.
These insights are grounded in the survey data and the open responses people shared. They are written to be read by everyone in this organisation.
July 2026 is the strongest engagement score in our history as a company. 59% of all scored answers were the maximum rating of 5. What began at 76% in October 2025 has reached 88% through consistent listening, honest action, and a genuine commitment to doing better. This result belongs to everyone.
96% of people say they enjoy working with their team. 95% say they are genuinely happy with their manager relationship. My Team scored 93% and My Manager 92% company-wide. Manager communication on the bigger picture scores 91% and constructive development feedback scores 91%.
94% of people say they know our mission and goals. 96% know our core values. 90% say they are proud to work at Work.Life, and 89% feel they are making a real impact. There is a 13-point gap between mission clarity (94%) and confidence in how leadership will deliver it (81%) — which tells us people believe in where we are going and want to see that matched with more visible progress on how.
43% of written responses named progression and development — the single highest theme in this survey. Role impact scores 89%, but role satisfaction is 81% and 'I know what I need to do to grow' is also 81%. People are not disengaged from their work — they find it meaningful. They want the route ahead to be as clear as the work itself. We are actively building the Mentorship Framework, the Leadership.Life programme, a redesigned EVP, and recruiting across departments to create real space for people to grow.
94% of people know our mission and goals. But belief in leadership's approach to achieving them scores 81% — a 13-point gap between clarity of destination and understanding of the process. This shows us an invitation from a team that cares deeply about where we are heading to share more of the thinking, the decisions, and the reasoning along the way. Something we will be addressing more in the coming weeks.
Drawn from what people wrote in their own words, respectfully paraphrased to reflect the depth and honesty of what was shared.
96% enjoy working with the people on their team — the highest-scoring question in this survey.
95% say they are genuinely happy with their manager relationship. Manager communication (91%) and developmental feedback (91%) are both outstanding.
94% know our mission and goals. 96% know our core values. People are not just aware of what we stand for — they feel it in how they work every day.
90% are proud to work at Work.Life, and 89% feel they are making a real impact — a powerful signal of how meaningful this work feels.
90% feel supported by their manager in their career progression goals — a sign that our managers are doing far more than managing.
Progression and development is the most raised theme, named by 43% of respondents. People want clearer routes, broader internal mobility, and protected time to use the learning opportunities available.
Communication and transparency was raised by 36% of people. The ask is for decisions to be communicated earlier, more plainly, and without being softened in a way that makes them harder to understand.
Cross-team collaboration was named by 36% of respondents. Local teams are exceptional, but cross-functional responsiveness can be slower — a contrast between immediate team experience and wider organisational flow.
Workload, capacity and staffing was named by 21% of respondents. Roles have broadened in some areas while headcount has been tighter, and people want confidence that this will be acknowledged and addressed.
You told us progression, development and team capacity matter most. Here is exactly what we are working on in direct response to that.
A structured, company-wide mentorship programme that connects people across teams and levels — so that experience is shared, growth is accelerated, and no one has to figure out their next chapter alone.
A dedicated development course for our managers, built to strengthen their skills, deepen their confidence, and give them the tools and support they need to keep being the remarkable leaders our people already describe them as.
A fresh, honest articulation of what Work.Life is today — what we stand for, what we offer, and why this is a place worth building a career. Because we have grown and changed, and it is time our story reflected that.
We are actively recruiting across the business to strengthen our teams and spread the workload more sustainably. Because when the right people are in the right places, everyone can do their best work — including you.
A new cadence of clear, honest updates on how our goals are progressing — so that the 94% of people who know where we are heading can also see how we are getting there. Not just what we are working on, but how it is moving the needle.
A new way for everyone at Work.Life to share honest, constructive feedback on each member of our Senior Leadership Team, rating them across seven core dimensions of great leadership. Because the best leaders keep listening and growing too, and your voice helps shape how we lead.
Four surveys. Four honest moments of reflection. Here is what each period told us — and what it means for the road ahead.
The first survey gave us a healthy foundation. Team connection was our single greatest strength — My Team scored 97%. People were proud of the culture. Open responses were clear: people wanted better-defined development pathways, more structured performance conversations, and frameworks that gave a genuine sense of how they were progressing and what came next.
The company-wide score held at 76% — but this holds two very different experiences. Membership navigated the human weight of a restructure and the loss of colleagues. Their scores fell, and that was the honest and right response. Meanwhile, every other team grew. The introduction of the new performance framework was a direct and meaningful response to what people had asked for in October.
April marked our strongest result at the time. Every category improved or held strong. Leadership confidence returned and values reached their highest point. Open responses were forward-looking: communication, workload prioritisation, and visibility into strategic thinking — the marks of a team settled enough to ask bigger questions.
July is a landmark moment. An 88% engagement score with 28 responses represents a 12-point rise from where we began. Team (93%) and Manager (92%) scores are exceptional. People are proud to work here, deeply connected to our values and mission, and genuinely invested in the future. The open conversations now are about growth, transparency and capacity — not uncertainty. That shift is everything.