September 2025
Written by Nicola Forshaw, Group Director of Talent and Culture, The Landmark London.
When The Landmark London was named the UK’s number one hotel to work for by Best Companies and subsequently featured on The Sunday Times Best Places to Work list in 2025, we were, of course, proud and delighted. More importantly, we took it as an opportunity to reflect on what brought us to that point, and to share the strategies that other leaders can use to retain talent, strengthen culture, and future-proof their workforce.
As HR professionals and senior leaders, we understand that talent retention is not a one-time initiative, it’s an ongoing mindset. At The Landmark London, we’ve made retention a central pillar of our people strategy. Here’s what that looks like in practice, and why it works.
1. Culture Begins with Leadership — and It Must Be Lived, Not Laminated
Organisational culture isn’t something that emerges by chance. We’ve intentionally embedded a values-led approach from day one, consistently driven by our leadership team. Every new team member is welcomed by our CEO, Fergus Stewart, and the executive leadership team during their induction. We don’t delegate culture to middle management, we lead it ourselves.
The result is trust, loyalty, and alignment from the very beginning. In our latest engagement pulse, 91% of employees agreed that the organisation is run on strong values and principles. That’s not a coincidence, its leadership in action.
2. Listening Is a Competitive Advantage — Not a Courtesy
Today’s workforce expects to be heard. We’ve developed comprehensive internal communication channels to ensure this, including anonymous pulse surveys, monthly “Communication Teas” (all-staff meetings), and regular cross-departmental task forces and forums.
These channels aren’t symbolic, they drive real decisions. We also have active internal committees, such as our Giving Something Back team focused on social and charitable impact, and our network of wellbeing champions. These groups operate without hierarchy and feed ideas directly into senior leadership discussions. Employees see the tangible results of their input, which fosters engagement and a strong sense of ownership.
3. Recognition Should Be Consistent — Not Just an Annual Event
Recognition remains one of the most effective and underutilised tools for retaining talent. At The Landmark London, our VIPerks programme allows team members to nominate peers for outstanding contributions. Points are awarded and can be converted into cash or memorable experiences.
More importantly, 97% of our employees report that their managers regularly express appreciation for their work. Recognition doesn’t always require a budget, but it does require consistent intention. When employees feel seen and valued, they are more likely to stay.
4. Wellbeing Must Be Holistic and Authentic
Work-life balance is no longer a luxury, it’s a business imperative. That’s why we’ve implemented a comprehensive 360° wellbeing strategy that addresses mental, physical, financial, and emotional health.
Key initiatives include:
- On-site yoga, Zumba, running club, softball and football teams
- Mental Health First Aiders and 24/7 Employee Assistance Programme (EAP) access
- Financial wellbeing tools and guidance
- Four-day workweeks for some teams
- Annual health checks and private medical coverage
We’ve also earned recognition through the London Healthy Workplace Award for our commitment to disability inclusion and mental health. When wellbeing is prioritised, we see returns in employee loyalty, energy, and performance.
5. Practical Benefits Matter — Support the Everyday
Small, thoughtful perks can make a significant difference in day-to-day employee satisfaction. At The Landmark London, we offer:
- A fully subsidised on-site restaurant providing fresh daily meals
- Free uniform laundry services
- Discounts at local shops, salons, and transport providers
- Access to discounts at over 900 retailers
These practical benefits alleviate everyday stress and demonstrate that we understand and care about our team’s real-world needs.
6. Career Development Must Be Intentional — and Expected
Our internal academy and apprenticeship programmes are key to our retention success. We actively invest in learning, career development, and cross-functional pathways. Many of our current managers and leaders began their journeys with us in junior roles.
We view our employees not as a labour force, but as a talent pipeline. They stay because they see a future here- and we work hard to ensure that future is visible and attainable.
7. A Data-Led, People-Focused Approach
All our efforts are supported by consistent data analysis. We monitor key indicators such as length of service, engagement levels, feedback trends, and turnover, and adjust our strategy accordingly.
In an industry known for high employee turnover, The Landmark London boasts an average tenure of more than five years. That’s not just rare- it’s a clear signal that our approach is delivering meaningful results.
Final Thoughts: Culture Is Strategic — Not Soft
Any leader in today’s C-suite understands that people are a company’s greatest asset. Yet too often, culture and retention are seen as secondary to growth, profit, or operational efficiency. At The Landmark London, we’ve flipped that logic: culture is the driver of everything else.
And here’s the good news- you don’t need to be a luxury hotel to adopt these principles. Whether you’re leading a tech start-up, a manufacturing company, or a retail chain, the fundamentals apply:
- Lead by example
- Listen actively
- Recognise consistently
- Prioritise wellbeing
- Invest in career growth
- Use data to inform decisions
Retention isn’t a mystery, it’s good management. With the right mindset and strategy, any organisation can become not just a good place to work, but a landmark one.
If you’re interested in learning more about our retention journey or exploring opportunities for shared learning, I’d be delighted to connect, my door and inbox is always open!
The Sunday Times Best Places to Work, powered by WorkL
Entries for 2026 Sunday Times Best Places to Work are open!
Awards are given across categories – recognising the best small, medium, large and very large organisations, as well as top workplaces for women, LGBTQ+ employees, disabled employees, ethnic minorities, younger and older workers, and for overall wellbeing.
Get instant employee insights – through a dynamic dashboard with industry benchmarks, flight risk analysis and net promoter scores.
Enjoy added benefits – including a 12-month subscription to The Times and The Sunday Times.
Entries will close on Tuesday 31st March 2026.
WorkLife Business News
This article was originally featured in the September 2025 edition of WorkLife Business News which you can view here!
Subscribe to receive future editions of WorkLife Business News here!
