The judges of the Personnel Today Awards were influenced by E.ON’s commitment to support diverse work styles. The company received recognition for its efforts to improve work-life balance and double the internal promotion rate for part-time employees, as well as for cultivating a culture that fosters trust. In a highly competitive field, we compare their winning entry with those of the other finalists.
WINNER
E.ON
E.ON’s employee value proposition guides its policies for delivering E.ON Life. This includes flexible working, as a major part of the employee’s experience.
All positions at the company have been advertised as hybrid and flexible, offering the option to work full-time, part-time, or in a shared job from the day you start working.
Employee feedback revealed that, although the company has always offered flexible work options, the staff have benefited and valued this additional flexibility as a result of the pandemic.
The hybrid working model is a key element of E.ON’s workforce strategy. It has benefited all staff, from disabled workers who can now better manage their condition and stay in the workplace, to working fathers who have more time to complete household chores and run to school.
E.ON began with Flexible Working Principles, which meant that there was no formal request for flexible working. The company’s default position would be yes.
The company clearly expressed its support for hybrid work at the senior management level. It also shared stories via a podcast, and through its Working Families Network. It told its employees that flexible work arrangements are available as an alternative to part-time employment. They also created guidance for more complex aspects of flexible work, such as job sharing.
The internal promotion rate of part-time employees doubled in the first six month after advertising that all roles were flexible. Lattice moves increased from 5% up to 17%. This markedly improved career mobility.
In order to increase flexibility and allow staff to balance their obligations, the company found other ways to support employees, such as by offering four paid weeks for neonatal leaves, two paid weeks for loss of pregnancy for both partners and unlimited paid fertile leave for both.
RUNNERS-UP
Currys
Currys, an electrical retailer, realised the importance of listening to employees to ensure they stayed connected. They made a promise to spend more time with them.
The company began by shutting down all utilities and facilities, abandoning its traditional headquarters in favor of a flexible arrangement with WeWork. The survey results showed that 92% of employees were happy with the hybrid approach, and 88% planned to use the new workspace regularly.
Currys has developed four principles that guide its hybrid work policy: Be connected, be intentional, be inclusive and flexible.
It introduced wellbeing support, and created an online hybrid hub for managers and remote workers. It introduced a meeting free hour, an extended zone of meeting-free time and activities to strengthen the physical connection.
According to the company’s hybrid working principles, they have had a positive impact on work-life balance, trust and autonomy.
The average attrition rate for corporate roles has dropped to a third from what it used to be before the transition to hybrid working. All 1,400 employees that left the head office moved without any complaints or resignations.
The company’s hybrid approach allows it to recruit talent from all over the UK. This creates a more diverse pool of talent. Currys has also seen an increase in engagement scores, and is now ranked among the top 5% companies by Great Place to Work.
Mauve Group
Mauve Group offers flexible working hours, as well as part-time, remote and hybrid working options. Ann Ellis, CEO and cofounder of Mauve Group, is committed to supporting women in the workplace. More than 60% of senior management and 70% of managers at the company are female.
Mauve Group’s global employment services faced a post-pandemic challenge in catering to an expanded workforce, as well as a larger number of flexible and hybrid workers on six continents.
In 2023, an analysis of data on employees showed that the staff retention rate was above 90%. Almost all of the employees who were hired after the new hybrid work initiatives of 2022 are still with the organization.
Mauve Group, during the pandemic of 2009, implemented a relocation program, providing employees with financial and administrative assistance. This policy has now become permanent.
In order to provide all employees with access to learning opportunities, a digital portal for learning and development was launched in January 2024. This portal provides training opportunities across the organization.
The company revised its flexible work policies in response to the pandemic to allow for remote, hybrid and in-person arrangements, as well as allowing living outside of major cities. This also reduced commute times and supported diverse, inclusive hiring.
Mauve Group has also launched several strategic initiatives. In 2023, it will implement a global pay structure and grade system to ensure fairness, equity and consistency within its hybrid work model. Mauve Insight is a web-based, secure application that gives employees and clients access to employment data.
Mauve Group created a Glassdoor page in 2022 to collect employee feedback. In March 2024, an employee said that “the in-office, hybrid, or remote work options offer flexibility to employees, which cultivates a work environment tailored to each individual”. Mauve is committed to its employees and customers.
Phoenix Group
Phoenix Group employees, like many other employers, wanted to maintain the flexibility that they had experienced during this time.
The UK’s largest retirement and long-term saving business developed a long-term approach to resolve tensions between staff and leaders who wanted to spend more time at home.
To develop their approach, they listened to the 7,000+ colleagues through direct surveys, focus group sessions and engagement sessions. It also reviewed internal data and external insight to review and improve existing practices based on best industry practice.
Phoenix Flex is a flexible approach to working, which means that once the needs of customers, stakeholders and teams are met, it’s up to employees to decide when, where and how they want to achieve their goals.
Phoenix reflected hybrid principles in new policies, including a hybrid work guide, flexible working policy (home working), working abroad policy (right to disconnect) and a working abroad policy. Phoenix helped staff embed new policies by providing sessions and guides that addressed questions and concerns.
Phoenix Flex also changed the physical and virtual workspaces to support it. They included providing staff with devices that would allow them to work and connect from anywhere; creating training to help them make the most of their technology; investing in office space changes based on feedback received from employees and customers alike; and offering hybrid solutions to all engagement activities.
The company provided hybrid training for all managers, and engaged leaders from across the organization to create solutions to be implemented throughout the business.
Phoenix conducts controlled flexible work trials to better understand the benefits of a compressed schedule and a four-day working week. The company also holds regular events and shares case studies to encourage discussion about flexible work.
The feedback from the engagement survey indicates that employee net promoter score has increased since Phoenix Flex was launched in June 2023.
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