Beruflich Dokumente
Kultur Dokumente
Embracing new ways of The new frontier Getting flexible: is this Q&A Breaking down
working: work-life blend of workplace design the end of 9-5? flexible working:
and beyond PowWowNow
From engagement Case study Engineering Now what? Closing Re-designing diversity: Addressing mental
to experience: how engagement: Wunderman the gender pay gap from shortfalls to success health in the workplace
employee engagement post-pay reporting
is shifting
Soft benefits: a weapon Case study The benefits The evolution of The heart of business: Collaboration and
in the war on talent of benefits: Transferwise performance management investing in corporate critical thinking: the
social responsibility future of work
2
FOREWORD
Tiger has been working with outstanding candidates and clients for close
to two decades, pairing exceptional support staff with companies of all sizes.
Over this time, we have watched the modern workplace transform, affected
by developments in technology, a transition to a knowledge-based economy
and the concept of work-life blend.
We hope the chapters within this e-book provide guidance for your organisational
policies or, at the very least, get you thinking about how your organisation is
responding to wider shifts in the workplace. In the fight for fantastic talent,
it is essential that businesses do all that they can to stay ahead of the pack.
As always, should you have any questions about the world of work, please
don’t hesitate to get in touch with our team. We’re always happy to help.
Regards,
David Morel
CEO and Founder, Tiger Recruitment
3
EMBRACING NEW
WAYS OF WORKING:
WORK-LIFE BLEND
AND BEYOND
4
“TARDINESS AND ABSENTEEISM ARE ARTEFACTS OF THE OLD
CURRENCY OF WORK THAT REWARDS TIME AND PLACE OVER RESULTS.”
The transition away from presenteeism into measurable results). Managers manage work, While it may sound too good to be true,
objective-based working has been especially not people,” explains Jody. the concept has been adopted by an ever-
pronounced in the last two decades, growing number of companies across a
encouraged by an emphasis on increased It differs from flexi-working in that it relinquishes variety of sectors, including manufacturing,
work-life blend and a realisation that the a manager’s control over an employee’s time retail, accounting, insurance, banking, law,
9-5 mould doesn’t necessarily fit all and, as such, the labels ‘remote worker’ or healthcare and advertising.
working styles. ‘flextime worker’ don’t apply.
For those looking to move into this way of
Jody Thompson was one of the first to “If your job requires you to be at a certain place working, but perhaps more gradually, there are
recognise that something wasn’t working: “The at a certain time and you don’t show up, it’s a other options. At the less-extreme level sits a
workplace as an institution is fundamentally performance issue,” says Jody. new way of thinking that dismisses work-life
broken and flexible work practices – which balance for a concept called work-life blend.
have been around for decades – are not a “Tardiness and absenteeism are artefacts of
viable solution for the challenges faced in the the old currency of work that rewards time and A shift in thinking
contemporary workplace.” place over results.” Anna Rasmussen is the CEO and founder
of Open Blend, a software company that
Back in 2005, as a senior leader at American Re-writing the rule book facilitates this concept for businesses. Whilst
retail company, Best Buy, Jody partnered with At its most basic, a ROWE allows employees and working as a leadership coach, Anna was
Cali Ressler to create the Results-Only Work employers to establish measurable outcomes struck by how negative it felt to talk about
Environment™ (ROWE™), a management system and work to achieve results, regardless of hours work-life balance.
that puts the employee in the driver’s seat. worked. It encourages continuous performance
conversations, removing the need for a formal “Eight years ago, I started hearing repeatedly
“Each person is 100% autonomous (self- annual review and removes the idea of a 40- over and over again this notion of work-life
governing and independent) and 100% or 37.5-hour working week, with increased balance and how it was in fact holding people
accountable (answerable to agreed-upon employee accountability and responsibility. back,” she explains.
5
“It was creating a really negative mindset as At its most basic, Open Blend facilitates
people found they were trying to balance two coaching-led one-to-ones between a manager
opposing sides of their life but couldn’t reach and their direct report. These take place on a
their potential.” regular and ongoing basis, but do not need to
be long, official performance review meetings.
Off the back of this discovery, Anna made it The areas of focus are wellbeing, work-life
her mission to create an alternative way of blend and performance, encapsulating the
approaching this. She asked her clients to entire employee experience.
populate an eight-part circle with the things
that were most important to them. She called “An individual chooses eight elements out
this their Blend, and the concept transformed of a menu of 28 that are most important to
the conversation.
6
“YOU’VE GOT A MODERN WORKFORCE THAT ARE DEMANDING CULTURES
THAT ACKNOWLEDGE BLEND AND ARE DEMANDING EMPLOYMENT AT
BUSINESSES THAT ENABLE THEM TO BRING THEIR WHOLE SELVES TO WORK.”
them across work and life. It can be things like “The biggest challenge lies in the shift in However, as employees continue to demand
effective teams, career progression, making mindset and practice from manager to Results more from their employers, Anna expects
a difference at work, health and exercise or Coach,” explains Jody. this to change: “The modern workforce are
quality time with the kids,” explains Anna. demanding cultures that acknowledge blend
“ROWE requires a complete shift in mindset and are demanding employment at businesses
“They then have to score how fulfilled they – the mindset of each individual in the that enable them to bring their whole selves
are right now versus where they need to organisation, along with the adoption of new to work.”
be in order to reach their potential on each behaviours that do not align in any way to the
one. It creates a gap. The tool then supports current institution (culture).” “Businesses that don’t acknowledge it now,
the manager and the talent to have a absolutely will do. With attrition at an all-time
conversation about what needs to happen Anna believes culture is incredibly important high, employers need to be doing more to
to close that gap.” to the success of a system like Open Blend: “It retain and support their talent. In essence,
is important to support people to leave their they are not going to attract the best talent
Depending on the needs of the individual, comfort zone and start to have conversations and they aren’t going to hold onto them
this may include increased flexible working, about the whole person.” because the talent will go to an organisation
additional professional development or an where they can bring themselves to work.”
opportunity to receive a performance-focused “Some organisations aren’t quite ready for
bonus, for example. concepts like Open Blend. They don’t yet On the way out
recognise the importance of being a true It appears the days Dolly sang about are
Recognising culture fit ‘people business’ and supporting the whole coming to an end. From integrating a system
While both ROWE™ and Open Blend continue person. In our opinion, something like 30% like Open Blend, to revamping organisational
to increase in popularity, both Jody and Anna of the UK market is actually culture-ready and structure through ROWE™, businesses looking
agree that businesses have a while to go in ready to innovate their working practices, to win the war for talent must now consider
being culture-ready. meaning there’s a long way to go.” alternative means of management.
7
THE NEW FRONTIER OF
WORKPLACE DESIGN
It’s 11am on a Tuesday, your office’s three away. By the time you’ve had the meeting, you
meeting rooms are all booked out for the and your PA have wasted over an hour.
next four hours. With a very important team
meeting just hours away, you’ve found It’s these types of situations that emphasise
yourself with no venue and no time. the importance of office design in modern
workplaces. With most people spending eight
For the next 30 minutes, your PA is frantically (or more) hours of their day in their working
Googling ‘cafes you can have meetings in’ and environment, there’s no denying its effect on
eventually finds something a 15-minute walk their productivity and wellbeing. In fact, 2015
8
research by Steelcase revealed a direct Studio, found that when combined, workplace
correlation between employee engagement culture and facilities outweigh the influence of
and a working environment1, with those happy salary in the attractiveness of a job.2
with their overall surroundings stating they had
a higher level of engagement. What’s more, a Emma Morley is the founder of commercial
study carried out by architecture firm, HASSELL interior design consultancy trifle*. She’s noted
a significant change in attitudes to work since
establishing the business: “The last 10 years
has seen so much change in the way we
work and the world of work and therefore the
spaces in which we work.”
9
Getting social is about workplace design, and the external “A REALLY GOOD CULTURE
For Matt Webster, Head of Wellbeing and environment,” he notes. PLUS A REALLY GOOD
Futureproofing at British Land, creating
WORKSPACE EQUALS A
opportunities for social interaction through “So that’s the location of the office – does it give
office design also has a direct correlation you access to local amenities, does it give you GREAT PLACE TO WORK.”
to wellbeing. access to nature, does it give you respite from
work, an opportunity to get out at lunchtime
“Designing in social spaces and social or engage in after-work social activities?”
interaction is really important. Part of that is
about active design – we spend 90% of our The internal environment also requires a
time indoors and most of that is sitting down, multi-faceted approach: “There are three
either at your workspace or on the sofa at fundamental elements of a really good
home,” he said. wellbeing strategy – your HR where you’ve
got the right policies and frameworks in place,
Emma agrees: “What we call engineering the cultural element, and then the physical
collision points, or hubs, huddles – those foundation for wellbeing, which is office
points where people can connect – are really design,” he said.
important. It’s the classic photocopier/water
cooler moment but actually enforcing those.” “A really good culture plus a really good
workspace equals a great place to work.”
Matt’s suggestions for businesses include
“anything from centralising your photocopiers Clear the air
or water to putting in staircases, making stairs When considering designing new premises,
really accessible and easy to use, to more both Emma and Matt agree that air quality
technological-based things such as providing should be a key focus area.
people with Fitbits and other wearables.”
“Air quality can have such an awful impact
Working from the outside in if it’s not done properly. Buildings are often
For Matt, addressing wellbeing in the designed for a certain amount of people,
workplace is about more than the actual but then a few more are added here and
office itself: “When I think about wellbeing there and the air quality is compromised,
in the workplace, there’s two areas. especially in spaces where windows don’t
There’s the internal environment, which open,” Emma explains.
10
Matt adds, “We know that cognitive Our innate connection to nature as human
performance is impacted as carbon dioxide beings means we are supposed to flourish
levels rise, so we’re less accurate, we’re less in natural environments”.
likely to spot mistakes – that’s not a good
environment to make good decisions in.” “Even a view out of a window of a green space
can lead to up to 25% increase in productivity.”
He also recommends bringing the outside
in: “Don’t underestimate the importance of One size doesn’t fit all
greenery and internal landscaping. On a larger scale, the most important thing
employers can do is consider how they are
using their space: “It’s really important to have
a landscape of settings,” notes Emma.
1. https://facilityexecutive.com/2016/05/employee-engagement-
linked-to-workplace-satisfaction/
2. https://www.hassellstudio.com/docs/20141218_research_
workplaceattaction_webversion_lr.pdf
Photo: British Land
11
GETTING FLEXIBLE:
IS THIS THE END
OF 9-5?
12
47%
of full-time employees
are not encouraged
to work flexibly
Recent research by Timewise found 63% of full-
time employees work flexibly in some way, while
92%
37% have no flexibility in their working lives.1 The
same study found that the most common forms
are flexible working hours (29%), working from
home (26%) and favourable shift patterns (21%).
63%
of 18-34-year-olds
However, it’s one thing to offer flexible working enjoy or want the option
and another to actually see it implemented. of flexible working
Research by PowWowNow found that 58%
of workers have the opportunity for flexible work flexibly
working but, of that, 24% don’t use it while in some way
47% of full-time employees don’t have flexible
working encouraged.2 To ensure you can retain
the best talent, consider implementing these
strategies into your operations.
Consider the self-employed Generational adaptations
Top-down approach 15% of the UK’s population work for themselves As with any benefit, when it comes to flexible
If the leadership team appear chained to – around 4.8 million people. These independent working, there isn’t a one-size fits all approach.
their desks, their direct reports will follow by professionals are often specialists who can Millennials and Gen Y-ers are most likely to
example. When managers and senior leaders supply high-quality expertise in specific areas, as work flexibly, with 92% of 18-34 year olds
are seen to be embracing company policy, well as fulfilling additional staffing requirements enjoying or wanting the option; while 88%
employees will feel more comfortable taking as needed. By supplementing your workforce of 35-54 year olds and 72% of those aged
advantage of working from home, taking their with these types of employees, it will be much 55+ feel the same.1 Therefore, consider what
holiday or changing their hours to fit around easier to implement and maintain a cultural would be of most benefit to each employee.
family or personal commitments. change – making flexible working the new norm. For example, younger workers may be more
13
interested in compressed hours so they
have a three-day weekend, while those
with families could appreciate reduced
daily hours. By tailoring your offering to
the needs of the employee, they are much
more likely to take advantage.
1. https://timewise.co.uk/wp-content/uploads/2017/09/Flexible_
working_Talent_-Imperative.pdf
2. https://www.powwownow.co.uk/smarter-working/flexible-
working-statistics-2017
14
Q&A
PowWowNow is one of the needs – they can work at any TR: Why do you think flexible
UK’s leading communication location or time that best fits working has risen in popularity “THE OPTION TO
software companies, helping their lifestyle. Even though over the last decade? WORK FLEXIBLY
businesses to grow, transform it is often associated with SP: There are quite a few reasons
MAKES A JOB MORE
and become more productive just parents and carers, all for this but ultimately it comes
using collaboration tools employees who have worked down to changes in the way ATTRACTIVE TO
and technology. for the same organisation for we now work. There are more THREE QUARTERS OF
at least 26 weeks have the right working parents than ever before EMPLOYEES IN THE UK.”
As flexible working has to request flexible working. and as we’re living longer, we’re
grown in popularity, the also working longer too. As
PowWowNow team has TR: What different forms does an example, the proportion of
conducted comprehensive it take? working mothers has increased
research into this new trend, SP: There are many different by almost 50% in four decades.
producing resources for both forms it could take! For Employees and their employers
employers and employees to example, flexible start and are beginning to realise that
encourage successful flexible finish times, remote working to increase productivity, it’s
working practices. We sat down (at home or in a café), part- not about working harder, it’s
with Marketing Director, Simon time work and job sharing actually about working smarter.
Prince, to find out why flexible are just a few of the options Presenteeism is detrimental
working should be on every businesses can implement. to office productivity and is
company’s agenda. Everyone’s needs will differ, so an even bigger problem than
it’s always worth having a frank absenteeism. Firms and their
TR: How would you define and open conversation with employees are realising this now
flexible working? your employer or employees and are adopting flexible working
SP: Flexible working is a way of about the options that will to help encourage a healthier
working that suits an employee’s work best. work-life balance for all.
15
TR: What are the benefits TR: Are there any challenges?
of offering flexible working SP: Even though flexible
for both employees and working has risen in popularity
employers? over the past few years, there
SP: There’s a huge range of are still some misconceptions
benefits for both parties. surrounding it. As an example,
Some of our recent research many managers still don’t know
found that the option to work how to effectively manage
flexibly makes a job more
attractive to three quarters
of employees in the UK, and
almost a third of workers
would prefer the option to
work flexibly over a pay rise.
By offering smarter working
options, businesses are giving
themselves a competitive
edge when it comes to staff
onboarding and retention.
Crucially, office productivity
also increases when flexible
working options are offered
because not only are staff
motivated, they are also
able to maintain a positive
work-life balance.
16
employees who work flexibly, the day and what is expected roughly how and when you
“THE MAIN REASON fearing they will slack off instead from each team member is a work. Most businesses have
WOMEN CHOOSE TO of completing actions. This positive way of ensuring that core hours (10am – 4pm)
leads to micromanagement, managers don’t fall into the trap and this helps with having
WORK FLEXIBLY IS
for example. So, one of the key of micromanaging. During the meetings and knowing when
TO SPEND TIME WITH challenges is to educate and day, using instant messaging and how to contact people,
THEIR CHILDREN, make sure employers and their platforms helps to keep the but if you define the hours
WHILE FOR MEN employees know the best ways channels of communication you do or where you work,
THE TOP REASON IS to implement flexible working. open – providing the perfect people will know how and
forum for employees to ask when to contact you.
TO SPEND LESS TIME
TR: Your research has found quick, informal questions that
IN TRAFFIC.” that 56% of people believe would usually be asked over a TR: One of your publications
managers need to adapt their desk or by the kettle in a typical notes that women are more
skills to manage a remote office environment. nervous about asking for
workforce. How do you think flexible working. How does
managers can do this? TR: One of the challenges gender play into flexible
SP: The biggest pitfall many we hear about a lot (and working uptake?
managers make when experience ourselves) is SP: Generally speaking, there
managing a remote workforce balancing the need to be is a confidence gap between
is to micromanage and focus contactable during operational men and women in the
too much on employees being hours and also being flexible. workplace. Men are more
present online rather than How would you suggest likely to push for a promotion,
their output. Setting a plan businesses do this? negotiate a higher salary and
for communication, such as a SP: Setting clear details about are more confident when it
morning conference or video how you work. Even if you work comes to requesting benefits.
call to discuss all actions for flexibly you can still define However, even though there
17
are disparities, flexible working
is marginally more popular
among females than males.
Interestingly, the main reason
women choose to work flexibly
is to spend time with their
children, while for men the
top reason is to spend less
time in traffic.
18
FROM ENGAGEMENT
TO EXPERIENCE:
HOW EMPLOYEE
ENGAGEMENT
IS SHIFTING
19
A 2018 report by Cascade, an HR and payroll Engagement v experience “A MOTIVATED EMPLOYEE IS NOT
software supplier, found that 44% of HR “Employee engagement is the connection to ONLY HAPPIER, HEALTHIER AND
directors said their biggest challenge for the organisation or the brand, the connection to
MORE FULFILLED AT WORK, BUT
the year ahead would be engagement.1 leadership and management and the connection
The concern is warranted – a 2016 report you have with the job itself,” says Niall Ryan, THEY ARE ALSO MORE PRODUCTIVE.”
revealed that there is a direct correlation employee experience consultant and former
between performance and engagement, Head of Employee Engagement at Harrods.
with the highest performing employees of
an organisation being three times more “But the employee experience is how the
engaged than the lowest performing.2 organisation works internally for the employees
who work there, encompassing the experiences
“A motivated employee is not only happier, they have with the leadership and their
healthier and more fulfilled at work, but manager, all the way through to ‘how do
they are also more productive,” says Jonny I do my job’?” he continues.
Gifford, a senior research advisor at the
Chartered Institute of Personnel and “It’s experiences that shape how engaged
Development (CIPD). people are.”
“Research has shown a number of relationships The end result should be employees that not
between the way people are managed, only want to go the extra mile, but “generally
their attitudes and behaviour and business demonstrate a high level of awareness
performance. Organisations can expect surrounding the wider business context of an
to witness greater profit, revenue growth, organisation, and carry out their work with
innovation, staff retention and customer these in mind,” says Jonny.
satisfaction as a result of motivation and other
aspects of employee engagement.” Going back to basics
However, before even considering how you
As it stands, just over half (58%) of the UK’s implement these connections, it’s essential to
employees feel engaged at work.2 So how consider how you are responding to employee
can companies bridge the gap? The first step needs at a basic level.
is acknowledging the difference between
engagement and experience – and how they “Maslow’s hierarchy of needs applies to
translate practically into the workplace. engagement – are you taking care of your
20
“IT’S A FALLACY TO ENGAGE 100% employees’ hygienic needs, covering the your organisation. But they are the people you
OF YOUR WORKFORCE. IT’S NOT basics such as good food in the canteen, the need to be mindful of, because they are not as
right tools to the job and clear guidance from immersed in their roles as you would like.”
POSSIBLE AND I DON’T THINK YOU
managers? Even the basics of recognition – is
SHOULD PUT YOUR EFFORTS INTO anyone saying thank you?” asks Niall. In order to ensure your passive staff
DOING THAT.” members don’t disengage, consider
“When you take care of the hygienic needs, the facilitating relationships between them and
security of a job, more capable management, your fully engaged employees – engagement
you can then start to look at forums for two- ambassadors – those who are enthusiastic
way dialogue, where people feel like they are about every element of your business. It will
listened to, they feel like they can change get these employees thinking more
things, they are contributing,” he concludes. productively about the role they can play in
the organisation, all while contributing to a
Creating connections positive employee experience. That said,
It is at this point that the brand, leadership while the passive workforce should be your
and role start to come into play. But just how focus, “we can’t forget those who are fully
do you make sure that every employee is engaged – it is still important to show them
connected with your brand, their leaders/ how valued they are in the organisation,”
managers and their role? You don’t. Niall notes.
21
“Evidence-based people management is vital
if employers are to understand what factors
are de-motivating their employees and
therefore, make good decisions on which
engagement initiatives to employ. The data
will often highlight things like poor line
management or frustrating HR systems.”
22
“Your business asks the customer in real time support and strengthen those relationships “WHATEVER YOU DO, YOU
what they think about your brand, so it’s an and communities,” says Niall. NEED A CORE FOUNDATION
oddity to only ask your employees once a year.
OF COMMUNICATING WHATEVER
The pulse survey process allows organisations “Recognition isn’t just about the company
to be agile in its listening and agile in its doing top-down stuff, it’s about creating YOU’RE DOING AS AN ORGANISATION
response,” he continues. opportunities for people to recognise THAT’S BOTH MEANINGFUL AND
each other.” RELEVANT FOR YOUR EMPLOYEES.”
Shifting strategies
As the world of work shifts, your business needs At the crux of the matter is an emphasis on the
to shift with it. Taking a pulse approach, with employee voice.
bite-sized changes, can make huge differences
to your overall engagement strategy. “It’s essential to give employees throughout
the organisation a meaningful voice, to
“The most powerful thing to exist in my career challenge or reinforce organisational policies
is communications. Whatever you do, you and procedures,” says Jonny.
need a core foundation of communicating
whatever you’re doing as an organisation “Involving employees in these decisions is key.”
that’s both meaningful and relevant for your
employees,” says Niall. Niall agrees, noting it all comes back to the
employee experience: “When things aren’t quite
This means building and maintaining a robust working right, identify a group of people who
communications framework within your business are passionate about helping the organisation
that fosters two-way dialogue and leadership and let them be agents of change.”
visibility and accessibility, keeping employees
connected to the brand, purpose, strategy, their “By facilitating a cross-functional group of
leaders and managers and each other. people – doesn’t matter what level – that all
have a common focus, you’re offering the
Managerial recognition is a well-established wider organisation a chance to really help and
element of engagement, but where get involved.”
businesses can find additional value is at a
peer to peer level: “The strongest relationships 1. https://www.cascadehr.co.uk/hr-landscape-2018/
in an organisation are often team relationships, 2. https://orcinternational.com/thank-you/global-perspectives-2016-
so you need to create an opportunity to makes-winning-workplace/
23
CASE STUDY
Wunderman UK is a leading dividends that an engaged to leave better than when they
global digital agency and workforce brings. “An engaged joined,” Colleen says. “AN ENGAGED
a WPP company that combines workforce cares. They want to WORKFORCE CARES.
creative, data and tech to be involved in wider agency “This means ensuring that
THEY WANT TO BE
inspire customers. With global initiatives, steer where the their time is well spent, doing
headquarters in New York and a agency is going and ultimately the work that will stretch them INVOLVED IN WIDER
further 200 offices around the deliver great work and service with people that they want to AGENCY INITIATIVES,
world, they are committed to to clients. We believe, however, work with. We also ensure that STEER WHERE THE
creating an environment where that the people who get the everyone has access to industry AGENCY IS GOING
people come to do the best most from working here are partners and training throughout
AND ULTIMATELY
work of their careers. One of the those who throw themselves their career with us.”
ways they achieve this is through into creating the culture,” DELIVER GREAT WORK
a multi-faceted employee Colleen says. At the end of the day, for the AND SERVICE.”
engagement programme. Wunderman UK team, putting
But there’s an element of quality work and projects at the
“To me, employee engagement reality that in every large centre of the business, for their
is about people wanting to go business, some people will staff as well as clients, is key.
the extra mile,” says Colleen inevitably grow, develop and
Lutz, Wunderman UK’s Senior HR move on to new things. How Colleen expands: “It’s through
Business Partner. “It’s also about does their engagement having this wider lens that
people being proud to work here strategy encourage people many choose to stay. Our
and, more importantly, being to stay? team’s engagement strategy is
proud of what they do.” simply there to support and help
“One of our mission statements maximise the work, by ensuring
The company, led by CEO is that – should people decide that people feel happy, connected
Pip Hulbert, recognises the to leave – then we want them and are making a difference.”
24
Wunderman has one of the
highest retention rates in the
industry: the industry average
is 30%, yet they are on track
to be at 17% in 2018. Their
success comes down to a
number of factors.
25
programme) conversations encourage employees to achieve of our employees. We need to
“WE DON’T WANT as well as questionnaires. their broader professional goals. combine growth with a strategy
PEOPLE TO SIMPLY that ensures everyone can join
“An emphasis on data is “The premise is, the business the business on its journey,”
FIT INTO A CULTURE,
essential to our strategy. For needs you to do a specific role, notes Colleen.
WE WANT PEOPLE TO example, we look at how people but what can the business do
CREATE IT ORGANICALLY are feeling on a department-by- for you in terms of additional While their employee
AND THEY CAN ONLY department basis via monthly skills, experiences and overall engagement journey has
DO THAT IF THEY management meetings, and wellbeing?” says Colleen. thrown up its fair share of
take part in regular partner lessons on attracting and
FEEL THAT THEY
surveys,” Colleen says. “It allows people to have retaining great talent, there
CAN BE EXACTLY open, honest and meaningful is one insight that will continue
WHO THEY ARE.” “The recent Creative Equals conversations with their bosses to influence their strategy:
survey showed that we were to say, ‘here’s what I’m achieving the culture of the agency
the best performing agency day to day but longer term, is not driven by HR or senior
out of those surveyed, but I’d love to gain this. How can management – but is something
it also showed our areas for Wunderman help?’” she explains. that everyone owns.
improvement, which will
become the foundation of Conquering the challenges Colleen concludes: “At the
2019’s plan.” and embracing the lessons end of the day, engaging
“The biggest challenge is employees regularly and acting
YOU Time delivering everything we need on the feedback shows that
One of Wunderman’s key drivers to deliver as an agency, which a business genuinely cares.
of engagement is a career is now 300 people strong, and If we care, people care. It’s a
management strategy called still growing growing, while also genuine two-way conversation
YOU Time, which is designed to ensuring we meet the needs and commitment.”
26
NOW WHAT? CLOSING
THE GENDER PAY GAP
POST-PAY REPORTING
27
Independent research, such as the Hampton- thing’, whereas men won’t do that, they’ll go “THE BIGGER GAP WE SEE,
Alexander review, has endeavoured to increase into a bonus meeting with a number in their PARTICULARLY IN FINANCIAL
the number of women on FTSE boards and head that they’ve already discussed with their
SERVICES, IS THE BONUS, BECAUSE
improve representation in senior leadership, boss,” she continues.
while corporate campaigns such as The 30% Club IT’S MORE SUBJECTIVE AND ALLOWS
are working towards 30% female representation “Women will often find out in the room when FOR UNCONSCIOUS BIAS.”
on FTSE 350 boards by 2020 and 30% female the envelope is handed over.”
representation in senior management within
FTSE 100 companies by 2020. Addressing talent shortages
For Bal Gill, UK Lead for Active Inclusion at
Bonuses, not base Capgemini, and Laura Gardner, a member of
Pavita Cooper is a leading talent and diversity Capgemini’s UK’s Active Inclusion team, the
expert and Steering Committee Member of The challenge remains in creating a pipeline for
30% Club. She notes the complexity of the pay senior roles.
gap lies beyond the base salary: “The bigger gap
we see, particularly in financial services, is the “Our gender pay gap is caused by having fewer
bonus, because it’s more subjective and allows women in senior grades and highly paid technical
for unconscious bias,” she explains. roles, rather than pay for equal or similar work,
so we are working on improving this through a
“You hear bias in people’s conversations. It’s focus on the talent pipeline,” says Bal.
quite loaded – ‘here’s a family man with three
kids and here’s a young single woman’. When “We have focused on ensuring our
bonuses are being handed out, those decisions development programmes have a diverse
filter into people’s thinking and decision-making.” range of candidates and take gender into
consideration when succession planning for
What’s more, in the bonus discussions, men are all key leadership roles. We have rolled out
more likely to negotiate, meaning they will walk inclusion education for our vice presidents,
away with bigger numbers: “Most young girls hiring managers, recruitment and HR teams
get less pocket money than their brothers, so and showcased our female role models
girls don’t learn to negotiate,” explains Pavita. internally and externally,” Laura adds.
“Many women will say ‘I feel uncomfortable As one of the biggest global consulting
about pay, I trust my boss will do the right and technology services companies in the
28
world, it’s not just the senior roles Capgemini The role of recruitment me’, but that’s very nurturing language, it
are conscious of. In 2015, the company The role of the hiring manager in achieving sounds like you’re talking about their mother.
announced a new target – increasing the equality has not been lost on Pavita: Whereas if you talk about someone who has
proportion of female graduates and apprentice “Language is really important. When a line outstanding organisation skills, who is fast,
hires to 40% by 2017. They achieved this target manager is briefing on a job, using words like has a strong attention to detail and can think
by adapting their recruitment approach. ‘he/she’, being gender neutral and not using ahead, then you start to think ‘who do I know
loaded skillsets is ideal,” she explains. who could do that?’, not ‘which woman do I
“We revised our recruitment processes, trained know who could do that?’” says Pavita.
our hiring managers and recruitment teams in In the context of support staff recruitment,
unconscious bias, and ensured gender-diverse where the complication lies in encouraging For Bal and Laura, it’s essential that every
assessment panels,” says Bal. more men to embrace an EA or PA position, part of the recruitment process encourages
language is also a huge barrier to attracting diversity: “Recruitment is a key factor – it’s
“We also made several changes designed to the right talent. absolutely critical to attract diverse talent.
attract and recruit from different talent pools, We have refreshed our processes to ensure
especially women who may not have thought “When you talk to people describing PAs, an inclusive approach to hiring, and our
of a career in technology.” they say ‘someone who is going to look after recruitment suppliers signed a Diversity &
29
Inclusion charter to ensure we are provided exposure to a senior person from another “WE KNOW WOMEN NEED SUPPORT
with diverse candidates,” explains Laura. industry, it can really accelerate their learning.” FROM SENIOR LEADERS, BUT
HAVING SOMEONE IN THEIR OWN
“We also introduced Return@Capgemini, a What now?
‘returnships’ programme that supports women For businesses that have reported a gap, Bal ORGANISATION [TO SUPPORT THEM]
to return to work after longer-term career breaks. and Laura suggest approaching it with an open ISN’T NECESSARILY HELPFUL.”
With over 90 potential candidates at the launch mind: “Take the time to understand your gap,
event, followed by 150 applications within two don’t be afraid of the subject. Once you know
weeks, we are on track to achieve our target of the gap, you know the size of the challenge,
hiring 30 Returners in 2018,” she continues. can understand the reasons why and can put
an action plan in place to close it,” advises Bal.
Looking at the bigger picture
The Capgemini team is also looking beyond Pavita suggests a similar approach: “Businesses
the immediate hire to long-term solutions: need to establish a narrative, both internally
“The continuing war for talent is our biggest and externally, about what’s happening, why it’s
challenge. We’re investing in our schools emerged and what they’re doing about it.”
and universities outreach programme to
excite young women about technology, but “For example, if it’s because there are no
this is a long-term project and a sustained women at senior levels, what is the business
commitment,” says Bal. doing about that? How are they looking at
flexible working policies? How are they looking
This holistic approach has also resulted in at retaining women post-career breaks? If
ongoing success for The 30% Club: “We women are dropping off really early into entry-
looked at multiple perspectives from which level roles, why is that?” she queries.
we could make change happen, so we talked
to the media about how they cover women While organisations must ask the right
and we worked with universities to look at the questions as a first step, Pavita concludes: “I
pipeline,” explains Pavita. don’t think it matters how big the pay gap is –
the issue now is what companies do about it.
“We also started cross-company mentoring – we How organisations regroup, respond, refocus
know women need support from senior leaders, and take action, that’s what really matters.”
but having someone in their own organisation
isn’t necessarily helpful. But if you give them 1. https://www.fawcettsociety.org.uk/close-gender-pay-gap
30
RE-DESIGNING
DIVERSITY: FROM
SHORTFALLS
TO SUCCESS In the modern world of work, diversity
continues to be one of the most salient issues
diversity, women make up 9.7% of executives
in FTSE 100 companies,1 and only 16% of
for hiring managers and leadership teams. executive committees at FTSE 350 companies –
With very little empirical evidence to suggest a figure that hasn’t changed since 2016.2 In the
a series of best practices, it is a challenge that same year, the Hampton-Alexander review set
requires serious investment, with ongoing a target for a third of UK-based board positions
research, experimentation and feedback. to be held by women by 2020. As it currently
stands, companies would need to appoint
The current state of play shows there is still women to 40% of board positions over the
plenty to be done. When it comes to gender next two years to meet this.
31
The picture isn’t much clearer for black, Asian For Aubrey Blanche, Global Head of Diversity
and minority (BAME) diversity. The McGregor- and Belonging at software giant Atlassian, the
Smith Review, released in 2017, found that one term doesn’t do enough to represent the issue
in eight of the working age population had a as a whole.
BAME background, but these individuals made
up just 10% of the workforce and only 6% of “I’m actually not a fan of the word ‘diversity’.
top management positions.3 Meanwhile, the According to Atlassian’s research, people
Parker Review, a government-commissioned associate the word ‘diversity’ with people who
report into ethnic diversity of UK boards, found come from underrepresented backgrounds,
more than half of FTSE 100 companies has rather than being about everyone,” she says.
no ethnic minorities on the board, and only
six had someone of an ethnic minority in the “Our 2018 State of Global Diversity & Inclusion
9.7%
position of chairman or CEO. Report found 68% of tech workers in the U.K.
identify women as an important part of the
The benefits of establishing a diverse diversity discussion, but the drop off is steep
workplace are undisputed – in addition to for other groups.”
Percentage of female boosting the UK economy by £24 billion
executives in a year, a multi-faceted workforce has also This unintended exclusion of certain identities
FTSE 100 companies been shown to improve engagement and from the conversation is a key contributor to a
(as of 2018) productivity, encourage creativity and lead to a lack of progress in representation: “Businesses
more innovative working environment. With so should strive to create teams with a balance of
many positive outcomes, why is diversity still perspectives – which is strongly influenced by
such a huge challenge for modern workplaces? our identities and life experience,” says Aubrey.
6%
Number of individuals
Keeping it (too) simple
The first complication lies in the simplification
of the concept.
Simon agrees, noting that organisations need
to value the difference people can bring:
“Research says high-performing teams work
because they have an ability to encompass
with a BAME background “It’s not enough to want diversity. Every team, and embrace difference and set new norms of
in top management office and business needs to decide why ways of working,” he says.
positions diversity is going to help them improve and go
from there,” says Simon Fanshawe OBE, co- In fact, it is these situations that positive
founder of Diversity by Design. diversity results, or diversity dividends, come
32
about. Scott E. Page, a University of Michigan 57% in two years, as well as an increase of Having a diverse
professor in complex systems and political overall hiring of women in technical roles workforce boosts the
science argues that “when solving problems, to 18%. To do this, Aubrey and her team UK economy by
£24M
diversity may matter as much, or even more deployed a number of strategies.
than, individual ability.”4
“First, we created branding that appealed to
Dividends over deficit a broader variety of candidates. Our Talent
With this in mind, diversity initiatives need to Brand Team updated ourcareers site to
go beyond quotas and broad policies. include a more balanced set of Atlassians,
33
“THE MAJORITY OF WOMEN WON’T APPLY FOR JOBS UNLESS
THEY THINK THEY MEET ALL THE CRITERIA POSTED.”
and highlighted a more inclusive set of perks “Most diversity work that goes on doesn’t involve remove the need to make decisions that
and benefits that appealed to people at enough re-design. When hiring or promoting, encourage bias.
different points in their life, like career growth businesses need to think very hard about what
opportunities, comprehensive healthcare, and the team or group is trying to achieve,” he says. “Research tells us we can’t re-educate out
emergency backup childcare,” says Aubrey. of these decisions but we have to re-design
“From there, they need to establish the criteria processes,” he says.
“These changes made most people coming they want to hire against and question these
to the site feel like they recognised not only rigorously. They also need to consider why He encourages businesses to reject the idea of
themselves, but the type of activities, social they are wanting to diversify and what kind of culture fit and instead bank on individualities:
occasions, and work settings they wanted to diversity would make their ability to achieve “The new norms come from a combination
work in.” she continues. that goal better.” of difference and that’s where you get the
dividends from diversity.”
Reducing barriers to entry This process will ensure that potential
The second element was to re-examine the candidates are chosen on essential criteria “The most interesting thing about other
requirements of a role. alone, rather than any unconscious bias. people is how they are different from you, not
how they are the same,” Simon finishes.
“According to Hewlett Packard, the majority of One of the other ways businesses can eliminate
women won’t apply for jobs unless they think this bias is through artificial intelligence (AI). For Aubrey, the objective is simple: “The
they meet all the criteria posted. However, Atlassian has found success with Textio, an ultimate goal is to build a balanced team, in
most men will apply even if they only meet augmented writing platform that helps them terms of skill and ability, as well as varied life
60% of listed requirements,” says Aubrey. identify the highest-impact language in their experiences and knowledge.”
job ads and highlights subtly gendered words 1. https://www.market-inspector.co.uk/blog/2017/05/workplace-
“We now write job advertisements with within their copy. diversity-in-the-uk
34
APPROACHING
MENTAL HEALTH IN
THE WORKPLACE
If someone ever hobbled into the office on
crutches, leg wrapped in a cast, no-one would
hesitate to ask, ‘are you okay?’. However, if a
colleague started to act out of the ordinary,
perhaps becoming more tearful, irritable or
angry, or their productivity started to drop,
would you ask the same question?
35
SimplyHealth found that mental health is “They might have decreased energy, have a
the highest cause of long-term absence in change in eating habits or even complain of
workplaces, while reported cases of mental unexplained aches and pains”, she says.
health conditions have increased from 41% to
55% over the last 12 months.2 More generally, other identifiers in the
workplace can be a drop in the quality of
In addition, research conducted by mental work or productivity, absenteeism and a lack
health charity MIND found that 30% of staff of co-operation between team members.
surveyed disagreed with the statement ‘I
would feel able to talk openly with my line
manager if I was feeling stressed’ and 56%
of employers noted they would like to do more
to improve staff wellbeing but don’t think they
have the right training.3
36
“FIRST AIDERS ARE THERE TO HAVE A CHAT – AND WHILE THEY AREN’T
THERAPISTS OR COUNSELLORS – THEY CAN OFFER SIGNPOSTS AND
ENCOURAGE YOU TO SEEK PROFESSIONAL SUPPORT.”
What can I do? towards the appropriate support and if “The biggest thing for employees is that,
Mental health needs to be an essential part necessary, respond to a mental health crisis. sometimes, they don’t hear the communication
of any business’ wellbeing policy, with and don’t know they actually have mental health
initiatives treated with the same respect as Outside of accredited training, Ruth also notes first aid, because it’s hidden in the Intranet,”
subsidised gym memberships, healthy eating there is plenty employers can do to address Ruth explains.
and health insurance. negative mental health.
“Managers should also be assessing their
One way to do this is through the services “Breakout spaces are really important, as they processes, so that in 1:1s, they are asking if
that Champs and other consultancies offer. offer relaxed areas where employees can read, their employee is okay at the start and not
Ruth explains how initiatives like mental health play a game, or do another activity that’s away rushing through at the end.”
first aid offer an alternative support source from their screen,” she says.
for stressed employees: “It’s having that point Whether it’s making small managerial changes,
of contact if you don’t want to go to a line “Other features like areas to store gym kits or investing in ongoing training, there’s
manager or HR manager. First aiders are there and providing healthy snacks for catered undoubtedly plenty more room for improved
to have a chat – and while they aren’t therapists meetings will make a big difference in mental health strategies in the workplace.
or counsellors – they can offer signposts and promoting general wellbeing”. With programs like mental health first aid,
encourage you to seek professional support asking ‘are you okay?’ is set to become more
and develop self-care strategies.” One of the major challenges for organisations common than ever.
who perhaps already have a policy in place
Ruth and her team of mental health first aid is the employee uptake. Business leaders
instructors offer a half-day, full-day or two- must encourage a top-down approach – if 1. https://mhfaengland.org/organisations/workplace/
day course that educates employees to spot employees don’t see managers participating
2. https://www.cipd.co.uk/Images/health-and-well-being-at-work_
symptoms of stress, anxiety, depression, in offered initiatives, they are less likely to tcm18-40863.pdf
suicide, self-harm, eating disorders and take it up. What’s more, many don’t realise 3. https://www.mind.org.uk/workplace/mental-health-at-work/
psychosis; offer help; guide colleagues they have access to such offerings. taking-care-of-your-staff/
37
SOFT BENEFITS:
A WEAPON IN THE
WAR ON TALENT
38
“THE RIGHT KIND OF BENEFIT CAN HELP INCREASE EMPLOYEE
SATISFACTION AND ENGAGEMENT AND CAN BE A TOP CONSIDERATION
FOR CANDIDATES WHEN DECIDING WHETHER TO WORK FOR YOU OR
ONE OF YOUR COMPETITORS.”
make an employee’s everyday life easier or Embracing flexibility “These days, we ask a specific question in our
incentivise performance. It’s this approach that informs Hyde Housing’s staff surveys as to how satisfied people are
benefits strategy. with their benefits, so we make sure we’re
This idea is by no means new; juggernauts monitoring that and it stays at a high level.”
such as Google have been pioneering the “We’ve got quite a large suite of benefits and
idea for years, while a quick internet search the reason is we want to give people the Making the right call
of ‘companies with best benefits’ reveals choice – if they’ve got a partner or family, they When choosing which benefits to offer,
list upon list from the likes of Forbes, Fast may want to look at some of the insurance Debra advises checking they align with your
Company and The Independent. However, benefits, or some of the younger generation business strategy, meet your HR objectives
they have been thrust into the spotlight over might be looking more at the lifestyle benefits, and reflect the workplace culture you’re trying
the last 12 months as highly skilled talent like discounted gym or buying more holiday,” to maintain.
becomes harder to come by and employers says Laurie Davis, Reward Specialist at Hyde.
start to lose employees to competitors’ offers. “Part of getting it right is getting what I’d
“We’ve found with the flexible benefits, call the ‘right fit’ for your company and your
“The right kind of benefit can help increase our employees can choose what works employees. My suggestion is to challenge
employee satisfaction and engagement and for them and they can change it as their yourself and your leadership team to develop
can be a top consideration for candidates lifestyles change.” benefit objectives or principles that align with
when deciding whether to work for you or one all aspects of your business, as well as your
of your competitors,” says Debra Corey, Group The housing association has 1100 staff across company values,” she explains.
Reward Director at Reward Gateway and 15 main offices, spread around London, the
co-author of Build It: The Rebel Playbook for south-east of England and Peterborough. With “Introduce benefits and perks that work
World-Class Employee Engagement. such a diverse workforce, choosing which alongside existing programmes, reflect what
benefits to offer requires an ongoing dialogue makes your organisation and your people
“However, benefits programmes are not — and with staff: “When we first launched, we ran special and are available to your entire
should never be — a one-size-fits-all approach,” roadshows to gauge which benefits employees workforce, from the CEO to the people who
she continues. would want and find beneficial,” says Laurie. clean your office space.”
39
However, the process doesn’t end once
you’ve finalised your offering: “Your new
benefits may be amazing, but no one will
use them if they don’t know about them.
So get out there and make sure you’re
communicating with your workforce, making
sure they understand, appreciate and engage
with them,” explains Debra.
40
CASE STUDY
41
one of our offices, at home, paid sabbatical, plus £1000 One particular example is the
or somewhere else entirely,” spending money choice to offer stock options: “EVERY ELEMENT
she continues. yy Annual all-company trip “We know our mission of OF OUR BENEFITS
to Estonia building money without borders
PACKAGE IS CAREFULLY
This results in a UK benefits yy Free breakfast every day, plus will take some time, which is
package that includes: free lunch on Fridays why we decided to offer all new SELECTED TO SUPPORT
yy Company funding for team employees stock options, rather AND REINFORCE OUR
yy 25 days’ holiday (excluding events, including sporting and than bonuses that drive short- CULTURE AND MISSION.”
bank holidays) cultural clubs term thinking and decisions,”
yy Private healthcare says Rose.
yy Enhanced pension – 4% Communicating culture
contribution by TransferWise, However, it wasn’t just the “Instead, we offer every single
2% by employee, due to rise employees’ opinions that were employee a share of the
in 2019 to 5% by TransferWise, taken into account: “Every business so that we can all
3% by employee element of our benefits package benefit from our success in the
yy Flexi-time working policy is carefully selected to support long term.”
yy Generous maternity leave and reinforce our culture and
– 26 weeks at full pay, then mission,” explains Rose. TransferWise also really values
13 weeks at £145.18 p/w and autonomy and offer a lot of
an additional 13 weeks unpaid “Doing this helps us to articulate flexibility to their employees in
yy Three weeks paternity leave what we stand for to potential how and where they work.
at full pay and new employees, helps new
yy Shared parental leave joiners integrate more quickly “Our culture of flexible working
yy Stock option package and helps make sure we’re all and personal empowerment
yy After four years in service, working together to achieve means that we don’t have a
option to take six-week our mission.” lot of complicated policies and
42
entitlements for our employees or other commitments, we have
to navigate,” says Rose. no problem with this. Everyone
is able to work with their team
“What this means in practice is to design the best working
that if someone needs to finish pattern for them, meaning they
early or start work a little later can fit work alongside their
each week because of childcare outside interests as needed.”
Photo: TransferWise
43
Room for improvement that surveys are only effective also a really valuable touchpoint
In order to ensure ongoing if you use them properly: – they’ll let you know how “IF YOU’RE GOING TO
employee engagement, Rose “If you’re going to circulate your benefits stack up against COMPLETE A SURVEY
and her team regularly review a survey asking employees their last business and other
ASKING EMPLOYEES
the benefits they offer. They what they think about their employers, as well as giving
conduct an annual survey of all benefits, be prepared to be fully you a fresh perspective on the WHAT THEY THINK
employees to receive formal transparent with the findings things that matter most and ABOUT THEIR BENEFITS,
feedback and gather informal – and to make commitments that align the most with your BE PREPARED TO BE
feedback throughout the year about how you’ll act on the culture and business values.” FULLY TRANSPARENT
through initiatives like Slack feedback afterwards.”
WITH THE FINDINGS.”
polls, group discussions, Ask Me The results are in
Anythings (AMAs), all-team calls She explains that if a survey As a financial company looking
and local office surveys. The last doesn’t work for your to disrupt the old-world of
internal survey revealed that business, then there are lots money transfers, it makes
employees were broadly very of alternative ways that you sense that a company like
happy with the benefits on offer, can gather feedback on what TransferWise would also offer
but there were areas for further matters most, enabling you to an innovative benefits strategy.
improvement so the People make small changes that will By offering incentives like stock
team set about making changes have the biggest impact. options, as well as welcoming
and adding in new elements employee feedback throughout
according to what would have “We’ve found running regular, the year, they aim to attract and
the biggest positive impact. informal AMAs has provided hire people who are invested
a good forum for people to – quite literally! – in their
For other businesses looking come forward with their ideas mission, sharing the value of
to implement effective benefit and suggestions. Asking new their success as one of Europe’s
strategies, Rose emphasises joiners in their first 30 days is fastest growing companies.
44
THE EVOLUTION
OF PERFORMANCE
MANAGEMENT In the early nineteenth century, a British
entrepreneur named Robert Owen introduced
While it has become more nuanced with time,
the same traditional performance management
what could be identified as one of the exist in many modern workplaces today. We
earliest iterations of traditional performance may have moved away from manual labour
management. In his textile factory in Scotland, and into a knowledge-based society, but at
supervisors assigned each factory worker a its essence, performance of employees is
coloured block based on their performance still managed by their superiors, with high
that day. The idea was that high achievers performers rewarded. This begs the question –
were rewarded and those who needed to if the modern world of work has changed, why
improve could do so. hasn’t the performance review?
45
In 2018, a survey commissioned by Ruddington- bureaucracy and time spent getting 100% of our “91% OF COMPANIES STILL FOLLOW
based HR firm, MHR, revealed that 39% of employees and leaders to look at themselves AN ANNUAL – OR LESS FREQUENT
British workers believed the process was through a structure of forms and checklists, and
– SALARY REVIEW SYSTEM, BUT
‘pointless’ and ‘time consuming’.1 What’s more, eventually assign themselves a rating,” he says.
research conducted by Deloitte found that 91% ONLY 21% WOULD SUGGEST THEIR
of companies still follow an annual – or less “The rating tends to detract from hearing the PROGRAMME TO OTHERS.”
frequent – salary review system, but only 21% feedback, and the ability to actually grow and
would suggest their programme to others.2 build skill. So we essentially had a process that
was taking up a lot of time and was hard to
With big names such as Adobe, Microsoft, understand. Not only was it not additive, but it
Deloitte and Accenture scrapping the was also potentially distracting”
performance review altogether and corporate
thought-leaders agreeing that there is In looking to transform their processes, there
something flawed with their operations, is it were two areas in which Matt and his team
time for businesses to seriously consider what identified the most value: “In our case, we
value their existing performance management chose to focus on conversation, connection
processes bring? and alignment, and development. Because we
chose to focus on these areas, we didn’t worry
Getting it right as much about evaluation, capability, long-
Social media management platform Hootsuite term assessment and the types of things that
has nearly 1000 employees spread across 14 allow bias to roll in.”
offices in 13 cities, including Vancouver, Toronto,
San Francisco, London, Singapore and Bucharest. “With the new process, we benefit from the
They scrapped the annual review two years cultural, connective and managerial dialogue
ago, in favour of a programme called Cadence. that we were aiming for.”
46
growing capability, from short-term “Our employees have high expectations of
job-specific skill development to career themselves, the organisation and how quickly
mapping and planning. they’re going to move through learning and
progression in their career, so our performance
“We’re a fast technology business, built management system needs to reflect that.”
on innovation, with a demanding, highly
educated, highly marketable workforce that The results are in
moves at the speed of social media. Therefore, Two years into implementation, and the
it’s counter-productive to spend a ton of time company is now scoring an 80% positive
trying to think about 8-12-month individual response on the question ‘Are you having 1:1
goals in the strictest sense,” says Matt. meetings on a weekly or bi-weekly basis with
47
“OUR EMPLOYEES HAVE HIGH EXPECTATIONS OF THEMSELVES, THE
ORGANISATION AND HOW QUICKLY THEY’RE GOING TO MOVE THROUGH
LEARNING AND PROGRESSION IN THEIR CAREER, SO OUR PERFORMANCE
MANAGEMENT SYSTEM NEEDS TO REFLECT THAT.”
your leader?’ in their annual employment survey. With the removal of ratings, the idea of “So I would start by trying to think about the
This emphasis on consistent conversations has consistency is also an ongoing challenge for process cost and the drag on the organisation,
seen employee alignment improve significantly. the Hootsuite team. as it frames the scale of a challenge.”
“In our employee survey, one of the highest “It’s very difficult to ensure consistency in Once you’re clear on the opportunity cost
scores we receive is in response to the question the way that people’s performance is being implications, it’s about finding simple solutions
‘I understand how my work connects to the reviewed. We’re trying to create a rubric for a that make the process more efficient, and by
ultimate goals of the organisation.’ This question structure – how do we incorporate a uniform, proxy, adding business value. In doing this,
is one of our top 10 highest-rated questions, unconscious-bias-proofed structure that allows Matt cautions against looking first to complex
with 85% to 95% of people responding the experience of the 1:1s and the Cadence technology and instead analysing the business
positively,” says Matt. programme to stay consistent?” Matt explains. value drivers that you’re trying to hit.
The next challenge is making sure those “For us, that’s the holy grail for the next At the end of the day, modern performance
conversations are as effective as possible. 12 months.” management offers an opportunity to
pull together a high-performing team in
“We want to make sure that the current What now? a meaningful way, creating community,
conversations are as useful and valuable as they For those starting to move away from the alignment and dialogue. Whatever your end
can be, so we’re trying to build that skill in the traditional performance management solution looks like, it is these drivers that
organisation,” explains Matt. processes, Matt suggests changing your should stay front of mind.
thinking: “If people did the math, they’d see
“It puts pressure on the leader in a different that usually performance management is 1. https://www.consultancy.uk/news/17726/uk-employees-losing-
faith-in-annual-performance-management-cycles
way and on the responsibilities of the employee up there in the top five investments you’re
2. https://www2.deloitte.com/insights/us/en/focus/human-capital-
in a different way, so there’s a developmental making in your business, but we don’t tend to trends/2018/personalized-incentives-talent-management-strategies.
muscle that needs to be nurtured.” think about it that way.” html#endnote-sup-2
48
THE HEART OF BUSINESS:
INVESTING IN CORPORATE
SOCIAL RESPONSIBILITY
49
companies who ignore CSR do so at their
83%
own peril.
88%
of millenials say they would
responsible company,2 while a study by be more loyal to a company
US-based Cone Communications revealed that helps them contribute
64% consider a company’s social and to social and
environmental commitments when deciding of millennials want environmental issues
where to work.3 Furthermore, the same study to work for a socially
showed 64% won’t take a job if a company responsible company
doesn’t have strong CSR values, with 83%
saying they would be more loyal to a company
that helps them contribute to social and
environmental issues.
“People want to work for and buy from brands our business supports charities, invests
Improving business, improving society that have a social purpose, so doing the right in staff development, and encourages
Heart of the City is a not-for-profit small things really can be good for your business and sustainable and environmentally friendly
business network that aims to make information help you to make a profit.” buildings and operations.”
about CSR easily accessible, encouraging the
implementation of measures that can improve For Niki Fuchs, Managing Director of Office What does CSR cover?
society. With over 800 members, they aim to Space in Town (OSIT), one of the UK’s leading Responsible business spans social, economic
help companies implement responsible business serviced office providers, their corporate social and environmental issues, giving businesses
activities for the first time, taking them from responsibility programme is intrinsically linked a wide range to work with. However, deciding
concept to execution. to the business’ overall success. where to begin can be many companies’
first hurdle.
“We see corporate social responsibility as the “We believe that being good at business means
opportunity for companies to bring to the core doing good as a business. We hold ourselves “The key thing is to do what works for
of their business a responsible approach to accountable for the impact our business has on your business. In Heart of the City’s 2018
people, places and the planet. We believe that the environment and society,” he says. Foundation Programme, we’ve covered topics
every business, whatever size, can be a force for ranging from developing an environmental
good,” says Grace Shotbolt, Communications “We have guidelines for our people and programme, to introducing apprenticeships,
and Marketing Officer at Heart of the City. the people we work with to ensure that engaging key stakeholders in responsible
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business and how to use responsible business
programmes to help recruit and retain staff,”
explains Grace.
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like serving fair trade tea and coffee and However, as with any workplace scheme,
introducing reusable carry cups,” explains Niki. introducing a CSR programme comes with
64%
its own set of challenges: “CSR is often
Establishing return on investment something done by busy employees on the
While it requires financial investment, a side so they can find it difficult to develop a
successful CSR scheme’s ROI is about much comprehensive strategy,” explains Grace.
consider a company’s
more than the bottom line.
“We know that getting support across the social and environmental
company can also be a challenge but putting commitments when deciding
“A responsible business programme improves
in the effort early on in building senior leader where to work
company culture and builds a cohesive
workforce, it can help the company both save support and a network of champions across
money (through efficiency and staff retention) the business pays dividends later on.”
and make money by building a highly attractive
brand and winning tenders where this is a For those looking to go out on their own, Niki
weighted element,” says Grace. suggests making it a company-wide effort: “If
you don’t have a programme – establish one.
Those who have enrolled in Heart of the Start small, work up to bigger things and involve
City’s Foundation Programme have everyone. People naturally support what they
experienced a number of benefits: “In 2017, help to build and feel a sense of ownership for.”
73% reported that our programme helped
with staff development, 63% introduced waste With the potential to not only enhance your
reduction policies, 25% reported cost savings bottom line but encourage staff retention
due to environmental initiatives alone and and attraction, corporate social responsibility
38% saw an improvement in staff retention,” should be top of the list for businesses moving
explains Grace. forward. With millennials set to make up 50%
of the global workforce by 2020, those who
The team at OSIT have found particular value ignore it will be left behind.
with their CSR programme with attracting and
1. http://lexicon.ft.com/Term?term=corporate-social-responsibility--
retaining staff: “We are a commercial business (CSR)
run with family values and we believe this
2. https://www2.deloitte.com/global/en/pages/about-deloitte/
resonates not only with people who want to articles/millennialsurvey.html
come and work for us, but also why we have 3. http://www.conecomm.com/research-blog/2016-millennial-
such excellent staff retention rates,” says Niki. employee-engagement-study
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COLLABORATION AND
CRITICAL THINKING:
THE FUTURE OF WORK
30 years ago, a typical job for Angus Knowles-
Cutler would be to look at the financial
performance of the top 50 British companies
over the last three years. To do this, he’d
pop down to a library, pull out a couple of
microfiche and spend the next 12 hours looking
through a viewfinder to review the data. He
would write the numbers into a big ledger and
manually complete calculations. That evening,
he’d prepare overhead slides of the data using
acetate, cutting up cellophane to create
graphs. It was a 12-hour task.
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an ever-evolving shift in attitudes to the office is a renewed emphasis on customer service
space, the future of work is set to transform at and assistance, rather than direct sales.
an even faster speed. So what can we expect In manufacturing, it is less about oiling or
from the workplace in 30 years’ time? greasing a machine and more about robotics
and supply chain project management.
Tech takes charge
The largest, and arguably most pertinent Macro to micro
changes, arise from the impact of technology. While particular sectors are experiencing
The transformation can be broken into two seismic shifts, others are going through
parts: widespread industry changes and shifts smaller, task-specific changes.
within individual roles.
“Often when people think about automation,
“All jobs are fundamentally changing. No jobs robotics and tech in the workplace, they see
are immune from change, whether they are jobs it as binary – so it’s either a human does a job
that are generally considered to be lower-skilled, or a machine does a job. The reality is, when
or higher-skilled,” says Angus, who has dedicated
much of his recent research into the medium
and long-term impact of technology and
automation on London’s employment market.
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you look at the real world, it’s more subtle than to do the more creative, human types of tasks
that,” says Angus. so it’s not a binary replacement one for the
other, it’s actually technology augmenting the
“It’s actually tasks within jobs. If you have 15 human,” he explains.
tasks in the day, machines are replacing the
more mundane, rote tasks, leaving the human With this in mind, both individuals and
businesses will stand out from the crowd
by emphasising their ‘human’ elements:
“Technology, when it’s working well and
well-deployed, is actually making humans
more effective at what humans do best,”
Angus continues.
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thinking about choices in the way we work, but in a digital world instead of a physical “IN THE FUTURE, WE WILL
designing offices for agility.” world,” says Angus. NEED THE THREE CS –
CREATIVITY, COLLABORATION
However, this doesn’t mean offices are Moving forward
completely dead. “It’s a bit of a collaboration For Nicola, it’s using the opportunities that AND CRITICAL THINKING.”
conundrum – we need to allow people to technology presents to reinvent the wheel,
work anytime, anywhere, but also bring them instead of digitising analogue processes.
together in a way,” Nicola says.
“If you have a bad process in the first place,
Therefore, shared spaces like co-working you’ll end up with a bad result. So businesses
offices, cafes and hotel lobbies will be more need to look at reinvention, asking what they
popular, allowing a diverse set of people to want to do, what talent they want and how
communicate and collaborate. they attract them,” she says.
Angus agrees, noting that Deloitte’s recent “Ultimately, digitisation is about productivity,
experiences in London have shown that these so businesses need to ensure they are using
types of spaces, which Nicola calls ‘coffices’, the technology in the right way to improve
are essential: “Collaborative space, especially employee productivity, instead of hindering it.”
for start-ups, is in short supply and we clearly
understand we need more of it. Space where For Angus, future-proofed businesses are
people can work together and go and have a those who look beyond the next 12 months:
coffee in the same space with the people next “One of the big issues is most businesses are
door that are working on quite a different start- quite good at knowing what kind of people
up, but sharing common experiences seems to they need and what spaces they need in the
be a common thing.” next year or two. Forcing yourself to look 10-15
years down the road is much more difficult but
More broadly, the move to these types of really important,” he says.
spaces indicates the need to develop skills
around digital teamwork: “It’s about people “Long-range workforce planning often falls to the
being able to work together digitally in a HR team and that’s fine if it’s a year or two out
collaborative way. So it might be working with but for 10-15 years down the track, you need to
teams of people who are all around the world engage the most senior people in your business.
but you’re still working in a collaborative way, It’s a much broader decision that just HR.”
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Please visit tiger-recruitment.co.uk
to find an office near you.
@tigerrecruitment.ltd
@tigerrecruitment
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