effectively. “It sounds corny, but for us it starts with our core values – one of them is collaboration, transparency and accountability and the other – community. Embedding a sense of belonging from the start of the employee experience is what that’s about for us. What drives those values are ways of working and communicating. It’s not a scientific map of how people should behave – more a guideline, but we want people to buy into that and foster a cohesive culture, so those values must reach every touchpoint of the business,” said Sophie Amato, head of people and culture at Social Value Portal.


CREATING INCLUSIVE GLOBAL TEAMS Understanding how different people connect is vital. “We all reach decisions in different ways. We may deal with conflict differently, or relate differently, some connect better at large social activities, others might need more specific arrangements. The way you deliver feedback can also be received differently. Ultimately, it’s about offering a tool people can have a common language around. Creating awareness that we are all different, but we’re all aiming for the same thing,” added Matias. With employee expectations


on the rise, Amato shared how her company is adapting to ensure its vast team made up of different nationalities feels valued and engaged.


“We always begin with tracking


things like EDI data from the point of hiring so we can create more meaningful experiences for all our staff, and that could be small adjustments to working hours for those observing Ramadan, or making time and space for prayer. That data really helps us cater to the individual who’s joining the business,” said Amato. Some handy tools shared by


panellists to facilitate difference included tabs on HR systems that notify managers and HR personnel of specific employee requirements or conditions, for example someone with ADHD who might not respond as well to random phone calls. But how granular do you go? And


where’s the balance between catering to the individual versus a one-size- fits-all approach, asked delegates. “Diversity


is extremely


important. Different people have different needs so rather than pretend diversity doesn’t exist, aim for equitability,” suggested Trickey. “That’s about bringing


everyone up to the same level, but understanding everyone needs something different to get to that level. It’s not about providing the same thing for everybody, because some people already have a layer of privilege and might not need the offering you’re giving to them. The best use of your resources if you want to support your people and don’t have endless resource is to be judicious. Think about what individuals or groups of individuals


“ We really try to understand where people are coming from, people come with different expectations and life circumstances, so we embed a way of working that demonstrates we are all in it together.”


GABRIELA MATIAS, VP OF PEOPLE AT TOPI


need. Secondly, build communities of belonging. We operate employee resource groups (ERGs) and have a Neurodiversity ERG and a Women at Mews ERG, and these engage staff on a deep level.” Ultimately, no team just clicks all


on their own. “There is work that needs to go into building a team and a culture. It has to be intentional. The reality is it doesn’t matter where people are from. Diversity of thought, diversity in all its forms can be incredibly constructive, but it requires managing. Management enablement cannot be underestimated because it’s hard building a team. And it’s hard regardless of where people live or what culture they come from, so enabling managers to facilitate difference is really important,” concluded Trickey.


13


GLOBAL MOBILITY FUTURE OF WORK


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