Many organisations were thrown into the deep end when the pandemic forced them to implement home working at speed. But the shift to flexible and alternative employment forms was coming regardless — the pandemic simply accelerated an inevitable transition.
Once the immediate crisis passed, the question became: how do you move forward rather than back? How do you make home working a genuine part of your culture rather than an emergency measure that gradually fades?
What we offer
A three-stage programme:
Stage 1 — Employee survey. Using a questionnaire developed by our organisational development team, we assess colleagues’ attitudes and experiences of remote working. We establish whether they want it, what disadvantages and benefits they experience, and how effective they feel it is.
Stage 2 — Process assessment. Through leadership workshops and in-depth interviews, we map the company’s workflows and processes. Combined with the survey analysis, we jointly determine which roles and functions are genuinely compatible with home working or other alternative employment forms.
Stage 3 — Design and implementation. We work out in detail how each applicable employment form can be integrated effectively into the company’s operations. We answer questions including:
- For each role, what proportion of work can be done from home while maintaining effectiveness — and where do current processes need to change to support that?
- What working conditions and rules are optimal for home working in this specific organisation?
- What infrastructure requirements must be met for home working to be fully secure and effective — and which of those conditions currently exist?
Why this matters for your business
Implementing flexible and alternative employment forms — led by home working — carries several significant, quantifiable advantages:
Employer branding. Regular, defined home working is increasingly attractive to employees and carries growing weight in job decisions. It improves work-life balance, reduces stress, and improves employee satisfaction.
Retention. Employees — for now — value the option of home working as a privilege. In roles where it is applicable, it has greater pull than a cafeteria package or a modest pay increase. The more skilled the role, the more home working can compensate for cash benefits — and if well organised, the volume and effectiveness of work does not decrease; in some cases it improves.
Office and overhead cost reduction. If a defined proportion of employees — say 25% — works from home on a well-organised rotation, that means 25% less office space required, fewer meeting rooms needed, lower commuting costs to reimburse, and so on. Over the medium term, this can represent significant savings for organisations operating from leased premises.