The State of Engagement:
Sarah Rae, Telegraph Media Group (TMG)
Sarah works in a high-stakes, 24/7 media environment, where keeping people engaged requires more than a few well-placed perks.
For Sarah, it starts with listening. Really listening to what makes individuals feel connected to the organisation, giving people the opportunity to do their best work, and creating a sense of pride in what they contribute.
That sense of purpose is particularly relevant at the Telegraph. Its brand carries an incredible responsibility, with its journalism influencing lives, communities, investments and governments. For the people behind that work, being part of that process can provide a genuine sense of purpose and impact.
I spoke to Sarah about what engages people, what attracts talent, the different things employees need at different stages of their careers, and how culture helped TMG protect its talent and maintain business resilience through a prolonged three-year sale process.
What engages employees?
“In all honesty, there is no silver bullet,” admits Sarah, “but the most important thing is to listen.
That can sometimes be hard to do in high-stakes 24/7 media environment, but demonstrating that you have truly listened and understood what makes each individual feel connected to something within the organisation, that can then lead to true engagement. By empowering every individual to do their best work, feel a sense of pride and that they connected to something will mean we get the very best out of our employees.”
What do you believe gives the Telegraph the edge in attracting talent?
“The uniqueness of our brand and the incredible responsibility that comes with that.”
The Telegraph’s team are there to report, analyse and comment on society and the world around us. Sarah understands that what they do and say influences lives, communities, investments, governments and everyone involved in the company is a part of that process.
“That is an exciting and higher purpose calling for many and something we do not take for granted. Working at TMG can open so many doors and opportunities whilst being part of such an iconic and innovative brand.”
In your experience, what are employees looking for most?
For the first time, we have five generations in the workplace, so what employees are looking for, according to Sarah, differs hugely depending on an individual’s life stage. She believes pay is still important no matter what stage you are at, but outside of that, it varies.
“The benefits and flexibility that I need as a working mum of two young children are very different from those needed by an 18-year-old apprentice just starting out or someone nearing retirement age. But ultimately, I think feeling like you are making a difference and contributing to success, having true purpose & impact, being part of an inclusive culture where you can grow and develop is what everyone is looking for, not matter what stage of their career they are at.”
Which part of EVP matters most to you personally?
EVP, or Employee Value Proposition, is the balance of what people give and what they get back. I like to break it down into seven pillars:
Brand & Purpose, Culture, Environment, Monetary, Prospects, Relationships, and Wellbeing.
Another guest listing Culture number one.
“Culture is what holds everything together for me. At TMG, our teams have worked through a prolonged three-year sale process, but prioritising a high-engagement and high-trust culture has helped us to protect our talent and sustain business resilience”
What do you see are the biggest people challenges businesses are facing right now?
“Now that the sale process has concluded and our new owners have joined, our focus is shifting. It is an exciting new era which requires strong leadership, talent who understands emerging trends and innovative engagement that shifts with the needs of our workforce.”
Takeaway? Listen!
Sarah’s answers highlight something that can be easy to overlook when we talk about employee engagement: people are individuals.
With five generations now in the workplace, what someone needs from their employer can vary significantly depending on their life stage. But underneath those differences, Sarah sees some common ground: purpose, impact, inclusion, growth and the feeling that you are contributing to something that matters.
During a prolonged three-year sale process, prioritising a high-engagement, high-trust culture helped protect talent and sustain business resilience. Now that the sale process has concluded, The Telegraph enters a new era. The challenge is to keep that culture strong while continuing to respond to the changing needs of its workforce.
For me, Sarah’s biggest takeaway is simple: listen to your people, understand what connects them to the organisation, and then create the conditions for them to do their best work.
Connect with Sarah on Linkedin
Visit the Telegraph Careers Site.
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