New Possible’s British HR Awards sets out to discover and celebrate the teams and individuals who are truly passionate about delivering a world-class people experience.
Continuing with our Sharing Success series, we interview British HR Awards 2026 Winners to shine a light on the inspiring projects that are improving workplaces across the UK and beyond. In this article we chat with Kathryn Allen from DGM Growers, winners of the ‘SME of the Year’ category.
Introducing Kathryn Allen
Kathryn is Head of People at DGM Growers. She joined nearly four years ago as the organisation’s first on-site HR professional. Kathryn describes her role as supporting and guiding senior and frontline managers, coaching them to build happy, productive teams.
About DGM Growers
DGM Growers are growers and innovators of niche and specialty vegetables, looking for new and unique ways of offering a comprehensive basket of delicious fresh produce. They strive to do so in the most environmentally sound way and investing in the latest growing technology. They are proud employers representing all demographics in the Lincolnshire region.
Creating a Culture of Belonging and Wellbeing
At DGM Growers, creating a culture of belonging sits at the heart of the organisation’s people strategy. The business is committed to ensuring employees feel valued, supported, and connected from the very beginning of their journey, recognising that engagement, wellbeing, and long-term success are closely linked.
In 2025, recruiting managers were trained in recruitment and interviewing, earning a ‘Recruitment Licence’ upon completion - demonstrating both capability and accountability in selecting the right talent.
We asked Kathryn what inspired the introduction of the Recruitment Licence for hiring managers, she commented:
“We recognised the need to support our managers to consistently select and interview in the right way. Some managers were more skilled than others, and we were seeing mixed levels of success in appointments. To support our managers, we wanted them to feel proud of this skill, so expert recruitment training was provided, and all participants were awarded a licence. This means they are approved to interview for any role on behalf of DGM.
A glossy guide with 19 competencies, each with four example interview questions, was also provided upon completion. Our managers are now fully invested in being ‘qualified’ DGM recruiters, and the standard of candidates coming through is much better.”
From day one, DGM prioritises creating a welcoming experience through both practical support and thoughtful touches, such as site maps, branded items, and accessible ‘how-to’ guides. New starters are supported by clearly identifiable buddies, helping them settle in quickly and feel part of the organisation immediately.
When asked why getting the first few weeks right is so important, Kathryn responded:
"You only get one opportunity to create a good impression, and we want our team to feel that from their recruitment experience through to their first few weeks, when it all feels very new and uncertain. By investing in the onboarding process, it shows that we are here to make them feel welcome and part of our journey to success from the outset."
The organisation maintains a strong feedback culture through monthly HR check-ins during probation, worker committees, engagement surveys, and customer feedback mechanisms. Career progression is also a key focus, with clear development pathways ranging from ILM Level 2 programmes for early managers to executive‑level development opportunities.
Alongside encouraging belonging, DGM has developed a comprehensive wellbeing strategy designed to support employees physically, mentally, and financially:
Key Wellbeing Initiatives
Financial Wellbeing
- Your Pay, Your Way: During challenging months, employees can receive part of their salary mid-month to ease financial strain
- School uniform grants, financial aid, and debt-crisis support
- Retail discounts to support employees through the cost-of-living crisis
Mental Health Support
- Qualified Mental Health First Aiders across the business
- Personalised care profiles. Every new starter completes a care profile (e.g., “When I’m under pressure, it looks like this”) to help managers provide effective support
Physical Wellbeing
- Access to a Virtual GP service
- Walking meetings and discounted gym memberships to encourage active lifestyles
Wellbeing Calendar
- Year-round campaigns including Time to Talk, Stress Awareness, National Fitness Day, and Self-Care initiatives
When asked what role Mental Health First Aiders and personalised care profiles play in supporting employees, Kathryn commented:
“Our Mental Health first Aiders had a quite reactive role, and in order to be closer to the DGM Community and make them more visible, the 'care profile' conversations were introduced. Each Mental Health First Aider meets with a new starter and asks them several questions, including: what are the signs that show us you're feeling stressed, what environment gets the best out of you, and if feedback is needed, what is the most positive way for it to be delivered.
These conversations also open up discussions around our neurodivergent employees, who may need managing in a different way. The Mental Health First Aiders’s return the profiles to HR and we provide managers with a summary of key points they should be aware of to best support each individual.
The feedback has been immense – as a business, we learn so much more about the people that make up our team. Our differences are what makes us so great."
Impact
DGM’s people-first approach has delivered measurable improvements across engagement, retention, and wellbeing:
- Employee survey participation reached 93%, while customer engagement scored 8.9/10
- Share scheme participation increased by 16%
- Average employee tenure rose from 1.8 years to nearly 3 years
- 97% of employees reported having everything they need to feel safe and well at work
- Total absences reduced by 5% year-on-year
- Mental health-related absences decreased by 95%
- Through its integrated approach to belonging, development, and wellbeing, DGM Growers is creating a workplace where employees feel cared for, empowered, and able to thrive - demonstrating the impact of a people-first culture within a growing SME.
What advice would Kathryn Allen give to other organisations looking to create a workplace where people truly feel they belong and are supported?
"There is an expression, ‘it takes a village to raise a child’ - and it takes the whole team, not just the line manager or HR, to welcome someone new and continue their journey of connection to the business. Giving people access to so many others in a caring and supportive capacity is only ever a good thing. People will easily leave a business, but they’ll stay for the people - so let’s make our biggest asset the biggest reason to stay."
Overall, the judges praised the 'good range of initiatives with measurable impact' and the 'clear evidence' presented.
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