Why is employee feedback
such a gem?

I’ve been with RELX for nine years. What I enjoy most is the wide variety of customers and products across our four business areas, our clear strategy to deliver tools that help professionals achieve their goals and our ability to constantly adapt to new technologies and market changes.

Although our most recent team’s employee opinion survey results were very positive, there are always areas for improvement. We took specific action around continuous improvement of our communication within the team and ensured that all changes required to improve the way our team operates were frequently followed up and communicated until completed.

On a personal level, I always make sure I am available for my team and adapt the frequency of catch-ups to individual needs. We also provide flexibility for people regarding working hours as we work across different time zones; ensure members of the team are meeting face to face regularly where possible; promote innovation; further empower team members and finally work hard to improve communication transparency. The RELX Manager CORE training I attended was also really helpful to provide some further guidance on creating a supportive environment for all employees.

Every opinion matters within our team. We always make sure concerns are addressed swiftly to avoid misunderstanding and issues building up over time.

My experience has been great working with RELX for 17 years. It’s a perfect work environment that strongly values people. The opportunities we have at RELX to grow everyday help me to develop myself not only professionally but also personally.

The size of my team is over 65 people, organised into six sub-teams. We manage all the business and content processes for multiple business units in different geographies across the publishing workflow.

Making improvements in a team is one of the ways to progress further but what we also do is bring together engagement champions across our teams. This makes sure that we sustain our improvements by sharing best practice and enabling every team to benefit from improvement ideas from other teams. I encourage my teams to openly express their thoughts and feelings, to listen to each other and also to be there for each other. We have created a slot for ourselves in the team meetings to make this happen.

I have worked for RELX for 18 years. I love the culture, opportunity for growth and the level of caring that this company shows for its employees.

My team assists in driving revenue by supporting our sales teams and customers from the point of sale to account activations and billing. We have 33 members - 25 in the US, seven in the Philippines and one in Brazil. Our average tenure is nine years with 23 years the most tenured. Four out of the six leaders in our team have moved up from within.

The first thing we do after sharing the employee opinion survey scores with our team is to set up a taskforce comprising six colleagues. We break down our scores based on things we control and things we don’t. Our leadership team empowers the taskforce to create quarterly objectives and key results designed to focus on areas where we want to see improvement and maintain excellence where we have achieved it. The taskforce holds candid conversations around the topics on which to focus each quarter. At the end, a survey is provided to our team members on how we performed.

We focus heavily on our mental health, career development, environment and culture of our team. Our goal is to achieve a better version of ourselves every day. At any given point throughout the year, we have multiple projects that are led by our employees and designed to assist us in creating a foundation that supports a high performing team.

I’ve been working for RELX for 19 years. I started as a data executive, I was then promoted several times and am now a data director at RX France with a team of nine people. I like to work here because the company is dynamic and full of challenges. Every day is different.

My priority after reviewing our employee opinion survey results is always to focus on the results I initially do not fully understand. I spend time with my team to explore issues in more detail so they can comment on the results. We then try to refine them and identify solutions together whenever it is possible. If the issues are outside of our control, I escalate them.

A better place to work is a place where you can express your talent and be convinced of what you do. I try to give context for members of my team who need it and then figure out what would best suit each member of my team as much as possible, to let them be responsible for their own work. We can have special moments but the most important thing is to be satisfied on a day-to-day basis with our job.

There are two main reasons I like working for RELX. Firstly, the people I work with are great and extremely supportive. Secondly, I find the work challenging as our products are constantly evolving. I have had the opportunity to work on a lot of different projects with a variety of teams. I learn something new almost every day even though I have been in a similar area of the company throughout my 34 years at RELX.

As for my extended team of nine colleagues, in the US and Philippines, the employee opinion survey scores have been consistently strong. One reason may be a focus on psychological safety. Each person on the team has different strengths, so it is critical for the team’s success for everyone to feel comfortable reaching out to each other and taking risks.

My team appreciates working from home and flexible hours when needed. We also meet twice a week and share information and lessons learned. They sometimes tease me about the lessons learned but it is my favourite part of our meetings.   

My team is strong and empowered. If they escalate an issue to me or voice a concern, I know they are at a roadblock or are very frustrated, so I try to make it a priority to address the issue. I want my team to know that I have their back.