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How People Insight helped Ebiquity create stronger links between employees and the company

Phil Bevan

HR & Marketing Director


One of the most pleasing things recently has been the increase in the number of people just raising their hand and saying ‘Can I talk to you about this?’. That’s a huge positive for us.
Phil Bevan

Engagement through transition

Ebiquity provides independent data-driven insights to the global media and marketing community. Formed by the coming together of a number of businesses including Billetts, Xtreme Information, Thomson Media Control, Echo Research and Fairbrother Lenz Eley, Ebiquity employs over 750 people across the world with 21 offices in 14 countries.

Ebiquity turned to People Insight following a period of strong growth and acquisition in order to ensure its workforce weren’t forgotten during the transition. Phil Bevan, HR Director of Ebquity, explains:

“Our business had grown a lot over the last three years through acquisitions and it was important we took a step back from this acceleration to look at what effect it was having on the business.”


“I turned to People Insight because we needed to understand what impact this had had on our workforce and we needed them to be more engaged than ever to help us through this period of enormous change.

“With new offices and new staff coming on board all the time it was imperative we created a common identity. We needed to creative a consistent whole of a new business from lots of constituent parts.

“Of course, when a company goes through rapid growth there are parts of the business that will do very well and other parts of the business less so. When I joined in 2010 it was clear work was needed to improve people engagement and management skills, to enable the company to continue its success and growth.


In a business such as ours which is all about analysing data, a huge value is placed upon the people we have. Yet the first set of results from People Insight showed us just what sort of task lay ahead.


“One of the primary reasons people were here was because of the work they were doing, not necessarily because of the organisation. In an acquisitive company, you employ a lot of people who didn’t make a conscious choice to join that employer. I’m sure the first set of results came as something of a shock to senior management but instead of burying their heads in the sand they set about implementing measures to create stronger links between employees and the company.”

While Phil rightly points out that similar results would be found in the majority of businesses across the globe, it was important to do something about them.

“We are an analytics business and we deal with data every day so in many ways we were perfectly placed to use these figures as a benchmark we could all understand and set about improving them each time.

“A lot of the issues we faced were about internal comms. We have 750 people but they are spread across lots of offices and they have come from lots of different companies. They wanted to be more involved in what was going on and needed to feel part of the change rather than it being something that was simply happening to them.”

We also needed to address career development and training and while we have only just scratched the surface on this it is an important area we are continuing to work on.


Phil was candid when revealing scores from a follow-up survey which showed a minimal increase in employee engagement.

“It’s going in the right direction, even though we thought the score would be higher. But if you dig into the data you realise that we’ve actually made huge improvements in a short amount of time.”

One of the most pleasing things recently has been the increase in the number of people just raising their hand and saying ‘can I talk to you about this?’. That’s a huge positive for us.
Phil Bevan