What do we do?

2. What do we do? Intelligent resourcing We design flexible resourcing strategies and working patterns which maximise an organisation’s ability to attract, retain, develop and deploy talent. Intelligent working We design and deliver organisational change and development programmes which help organisations to become more flexible, responsive and productive.

3. The changing world of work

4. “It is not the strongest of the species that survives, nor the most intelligent, but the one most responsive to change” Charles Darwin

5. “If the new way of things is going to be different from the old, not just an improvement of it, then we shall need to look at everything in a new way” Charles Handy

6. What is changing? • Women in the workforce • Older workers • Demand for work-life balance • Technology

7. Women & older workers • By 2010, only one in five workers will be the 25 to 45 year-old males who have traditionally made up the bulk of the workforce. (The Work Foundation, Sept 2004) • In the UK nearly half the workforce are women • 80% of the 2 million new jobs created by 2015 will be filled by women (Institute for Employment Research, Warwick, 2004) • By 2010, 40% of people will be over 45 (ONS 2005)

8. Demand for work-life balance Attitudes are changing: • Graduates rate work-life balance and flexible working as their top criteria for choosing an employer (PWC 2002) • 88% of professionals say flexible organisations are more attractive to the best staff (CIM/CIPD 2002) • 66% of workers are not satisfied with their work-life balance(Flexworks/Mail on Sunday 2005)

9. Technology Technology enables mobile/home working • “For 1 in 3, work will continue to be a place we go. For the rest of us, work is something we do.” (John Steele, Group Personnel Director, BT, 2001) • 3.1 million people, 11% of the UK workforce, work mainly from home or use home as a base (Labour Market Trends, ONS, October 2005) • The number of professional homeworkers has grown from 16% in 1998 to 28% in 2004 (DTI/ACAS 2004)

10. Centrica case study

11. Joint sponsorship: Property and HR

12. FACILITIES 10 x IT CULTURE

13. Why Flexworks? • To enable staff to access our creative mindset, and eight years’ experience of how jobs might be done differently. • To provide objective, external challenge to reluctant managers. • To help managers and individuals to remain focused on the strategic objectives and what the organisation has to deliver to its customers.

14. Drivers • More efficient use of space • Better work life balance • Attracting and retaining the best talent • Higher motivation and morale • Increased productivity

15. What did we do? • Major property and culture change programme in main Centrica offices in West London (including HQ) • Closure of 1 of the 4 buildings, relocation of 3000 employees, 79 moves in 6 months • Culture change programme involving all staff, regardless of whether or not they would be changing their working pattern • Redesign of office space to be more efficient AND focused on employee needs

16. The work:wise journey • IMPLEMENTATION • Branding and principles • Roadshows • Manager coaching • Teambuilding workshops • One-to-ones • Technical training • POST IMPLEMENTATION • Evaluation via surveys and focus groups

17. location time desk How we definedintelligent working • Organisational objectives must still be achieved while being flexible on…

18. Designing a working pattern Location Availability Time Relationship Intelligent Working

19. Designing a working pattern • Depends on customer needs, team needs and individual needs, as well as technology, and property • Some people will be in the office • Some able to work anywhere • Some become home workers

20. Outcomes • 29% reduction in office space • 30% increase in staff satisfaction with work-life balance

21. Survey results of flexible workers • 85% have same or greater productivity • 55% definitely more productive • 83% same or better work / life balance • 63% definitely better work / life balance

22. Travel 95 miles less every week – 5 million miles a year 55% Mobile workers MORE productive – that’s 700 people! Survey statistics 63% Mobile workers have better Work / Life Balance Average saving of 3 hours 41 mins travel each week A third request ongoing training

23. Stress/environment benefits Mobile workers (work from any building & home): • Travel time saved each week – 3 hours 35 mins • Mileage reduction each week – 90 miles Home workers (work at home min. 3 days/week) • Travel time saved each week – 5 hours 20 mins • Mileage reduction each week – 166 miles

24. Ongoing training & support • A third of staff requested additional training. Most popular options: • Career development • Maintaining visibility / impact • Work load management • 47% of managers requested “leadership skills for a flexible team”

25. Team manager’s comment “We’re definitely ahead of the game, compared with other, supposedly advanced, organisations”

26. Key conclusions • Cutting edge initiative • No going back • Feel more trusted, more in control • New employers would have to match terms • Infrastructure issues • Manager inconsistency • Requirement for on-going support, especially with managing work life boundaries

27. Best practice examples

28. BP: finance staff Challenge • Retaining staff after relocation Context • Greater need for interaction and customer responsiveness in 2 weeks leading up to month- end reports Solution • Finance staff can choose to work 2 weeks of the month from home, and 2 weeks in the office

29. Centrica: marketing team Challenge • Reducing office space needs, improving WLB Context • Need to interact within the team for knowledge sharing, problem solving, and to generate creativity Solution • Flexible hours/locations, including home working • Remote working up to 2 days per week • Scheduled team days for interaction

30. Centrica: IT developers Challenge • Reducing office space needs, increasing WLB Context • Different team/customer needs at different stages of the project Solution • Set-up phase: office based, 9-5, because of internal meetings, lots of client interaction • Development phase: independent of location and time (apart from team meetings) • Testing/bug fixing phase: office based, again requiring lots of client interaction

31. BP: seasonal workload Challenge • Retaining staff after relocation Context • BP communications team researching annual sustainability report • Need for teamwork, communication and joint presence heavily seasonal Solution • Degree of home working seasonal, with more allowed post-publication

32. NPL: long-termresearch projects Challenge • Introducing flexibility without negative impact on business – while being fair to all staff Context • Some scientists working on long-term projects, others on more customer-facing short-term work Solution • Project-based flexibility, with some 9-day fortnights for long-term project workers

33. Avon: long service hours Challenge • Extending service hours while maintaining staff satisfaction in the contact centre Context • Large group of staff, able to cover for each other Solution • Staff choose from a range of shift patterns to suit their own personal needs • More equitable distribution of popular and unpopular shifts

34. Rhyme: customer-responsive workers Challenge • Reducing long commutes and office space Context • 24-hour IT support teams • Small teams with personal client relationships • Very experienced staff Solution • Flexible hours limited to 4 per month within shift pattern. • Home working up to 4 days/week