Develop messaging, communications and training that encourages individuals to self-identify to take up dynamic working
It is also imperative that colleagues understand dynamic working is good for business. When we first began promoting it, colleagues were concerned about how it would impact business. We believe communication is key to its success, and teamed with the right technology and working arrangements, we have continued to provide high levels of service for colleagues, customers and clients. In fact, our clients have benefitted. For example, when colleagues flex their hours they can now provide coverage outside of core hours, which is particularly useful when business is done in different time zones. We also invested in the right technology to enable different work arrangements such as remote working.
As Mark McLane, our Global Head of Diversity and Inclusion, reflects on the last three years of our Dynamic Working programme, he hopes other organisations will use this as a reference document for their own settings. “We encourage all organisations to gain insight into our journey from this White Paper on Dynamic Working. Empowering colleagues and equipping managers, busting myths and perceptions as well showcasing that it is good for business are three key lessons we learnt – and lessons we want to share widely. We have seen a rapid take up of dynamic working and in turn have seen staff satisfaction levels go up, productivity increase and improvements in employee retention. It’s been a win for all”.