for People’. She says having a clear sense of purpose fosters employee engagement by connecting individuals to a larger mission and showing them how their work contributes to a meaningful outcome. “Purpose shapes organisational culture, creating
a sense of belonging and collaboration. Without purpose, the value of the work employees are doing feels lost and ambiguous, which leads to poor quality work but also disengagement.”
COULD OTHER COMPANIES FOLLOW THE EXAMPLE OF SPOTIFY? Not all companies have opted to follow the Spotify model, citing the difficult logistics of managing teams remotely, the duty of care around employee wellbeing, and the tricky question of tax, visas and immigration. “We recognise that with such a massive tectonic
shift and the speed and the scale, there’s going to be a number of challenges that emerge,” Ben Marks says. “We are talking about some of the deepest aspects of our culture’s world view and we are going to need to free ourselves from that group psychology.” There is potentially also a generational divide in
perceiving workplace culture, with younger generations being more open to alternative ways of working and valuing a better work-life balance. Many companies are exploring the concept of remote staffing but putting in guardrails to retain some control over the process. Even Spotify’s Work From Anywhere Programme comes with conditions, with the company explaining that there are challenges that come with working in different time zones. However, Simon Moyle, CEO of Vivup, which was
named UK Employer of the Year (50-250 employees) at Investors in People in November 2022, when Simon was also named UK Leader of the Year, says companies must stop being precious about something they once designed and launched. “Leaders need to accept that people’s needs are
changing at a faster rate than ever before, and companies need to be more dynamic and introduce solutions that allow the team to choose what is right for them rather than leadership dictating what is right,” he says. “Employees should be part of the design of a modern workforce via people champions or forums with HR and the wider senior leadership team.”
HOW CAN EMPLOYERS SUPPORT MENTAL WELLBEING IN A FLEXIBLE WORKING CULTURE? Sophie Bryan, founder and chief workplace culture consultant at Ordinarily Different, a consultancy and training organisation, says organisations need to consider their employer’s duty of care when facilitating remote and flexible working. “Employers must consider the implications of
allowing employees to work outside of a traditional office setting, and it is important for employers to understand their legal obligations and make sure that their policies reflect these requirements,” she says. “They should take into account the potential health
and safety risks associated with remote and flexible working, which may include increased stress levels or occupational burnout. That means having proper processes in place, which guard against employees overworking or taking on too much responsibility.” Chris Goulding, managing director of specialist HR
recruitment firm, Wade Macdonald, says it is really important for companies to be committed to fostering a healthy working environment. “Coming up with a genuine mental health and
wellbeing plan and sticking to it is now expected, but above all else communication and employee engagement are paramount,” he says. “Remote or hybrid working is no longer an excuse. There is an abundance of tech allowing for connection, collaboration and evaluation. “Having an inclusive and flexible work culture is also
important to employees, and we have seen this become even more prominent with the rise of remote and hybrid working practices.” He says company culture and camaraderie are clear
advantages to working in the office. Yet by factoring in how issues like long commutes and non-negotiable hours impact employee wellbeing, particularly those with disabilities or caring commitments, it is understandable why employees would want the best of both worlds.
HOW CAN MANAGERS BENEFIT FROM AN INCREASE IN REMOTE WORKING? Ben Marks acknowledges that managers and companies have a role to play in ensuring employees do not get burnt out, suffer from loneliness, or feel the pressure to be available and online at all times. “In terms of a remote-work environment, it is
important to check in on people’s wellbeing and ensure that they are not burnt out and that they’re able to use technology that works for them, not the other way around,” he says. “The right to disconnect is an important part of designing and delivering a successful remote-work organisation.” Solutions like employment of record services can
help companies address tax and employment law, which can be a particular challenge for global teams. “Flexible working options should really fit into the
cluster of issues that we consider around Corporate Social Responsibility (CSR),” Ben says. “That way, organisations can contribute to a fairer society and provide more opportunity and access for people from different backgrounds.” The transition to flexible working practices for
large organisations may be complex and logistically challenging, and require a rewriting of leadership style, employer’s duty of care and a renewed emphasis on effective and meaningful communication. Yet overall, the case for flexible working in terms of
recruitment and retention, the opportunity for more people to access work opportunities, and the potential for improved employee wellbeing can all be positive.
“ Surveys and reports show time and again that flexibility is the number one benefit most sought- after by talent across industries and remits.”
AIMEE TREASURE, MARKETING AND D&I DIRECTOR AT TEMPLETON AND PARTNERS
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THINK GLOBAL PEOPLE REMOTE WORKING
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