2013 highly commended: Stephens Scown, employee engagement - case study

Our objective was to transform employee engagement and along with it, the success and profitability of the firm. We wanted to move from a workforce where morale was low, information sharing was poor and staff felt underappreciated to one where staff felt engaged, positive about the firm and had access to all of the information they needed about the firm’s progress, ambitions and the part they could play in its success.

The scale of the task was large, and made more so by our modest budget (£11,000) and small team of two. We undertook a radical overhaul of our internal communications including, introducing:

• A staff away day
• Managing Partner roadshows
• New regular communications from the Managing Partner
• Client service action groups
• Information sharing events
• Positive postcards
• Staff awards scheme

Key results

In all measures, we have exceeded our targets:

• By the end of the financial year 12/13 the firm’s turnover will have increased by 12 per cent (from £10.7 million to £12 million) and profits by 16 per cent (from £3 million to £3.5 million).
• The focus groups after the campaign showed positive change and more of a one-firm feeling. Staff felt that they were more aware of what was happening in the firm and future plans, and that senior staff were more approachable. The fact that so many of the ideas suggested by staff were implemented was appreciated.
• Lexcel audit, which includes interviews with randomly selected staff across each office, highlighted internal communications as an area of good practice. The audit showed that staff reported internal communications had improved and were now considered to be good.
• Improved rankings for the firm in independent guides to the legal profession.

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