Creating An Integrated Approach

Let’s take a look at the time practices that enable us to notice each other, appreciate our differences and value our unique perspectives. Many organizations conduct annual workforce surveys and perhaps more frequent ‘pulse’ surveys to gauge employee sentiment. But to have an impact, we need to go beyond asking and listening and call out any exclusive or discriminatory talk or practices that we see or hear. When our sense of purpose comes from our life outside of work, such as becoming a parent, employers can still acknowledge and support these goals. As well as formal policies and benefits, time to talk with other colleagues can be hugely beneficial for those looking to find their niche, connect with potential sponsors, achieve an important goal or overcome work or personal challenges. Employee networks provide valuable peer support as well as feedback to leaders on organizational issues and initiatives, and are usually run by volunteers. How do we overcome division and forge strong, inclusive communities? This isn’t just a question for our national identities and the neighbourhoods in which we live, but also for our workplaces. What practices build social cohesion and community spirit in organizations? At another, the quarterly town hall gathering has become monthly, with the agenda set by a representative group of employees. A female business leader at a third organization told me how she stopped opening up her laptop during the day and ‘carried it around like an accessory. I learnt that it didn’t matter if I didn’t look at an email or read a PowerPoint document.’ She spends just 15 minutes a day on emails and the rest talking to people directly. At the law firm Linklaters, a partner set up a technology platform called The Ideas Pathway for colleagues worldwide to contribute ideas.29

A Beautiful Reward

They run campaigns on specific questions, such as how to improve operating efficiency and how best to balance work and childcare, and ‘Ideas Sprints’ to collect great ideas that might otherwise be lost. This collaborative approach is critical if organizations are going to design solutions that genuinely work for their employees. Participating in group challenges or joint fundraising for a good cause also fosters pride in shared achievements, so tap into people’s goodwill through volunteering initiatives. Organizations are discovering more informal ways to match internal expertise with colleagues looking for specific support, from reading with colleagues’ children or running homework clubs to buddying up new parents with experienced ones. Social cohesion flourishes when people genuinely feel they belong, in addition to feeling connected and sharing experiences with others. We’ve seen a multitude of ways now in which organizations can adapt and improve the way they manage time. They are ‘fixing the system’ by creating more productive, sustainable ways of working that allow people to focus on making a valuable contribution. They help clients to save, invest and limit their risks, they provide loans and they fund industry projects. ‘Differently’ also means implementing what the company’s Chief Human Resources Officer’, Anette Bohm, calls ‘a green policy for our employees’. ‘Our employees were very loyal to us in the crisis in 2008 and deserve to be treated fairly’, reflects Anette. For example, the top 40 leaders regularly set aside time together to look at what is going on in the world. They hear from experts in different fields, discuss global trends and developments, and draw inspiration to influence their own business plans.

I'm Still Waiting

The emphasis is firmly on collaboration, not competition. This is mirrored in their business values, which encourage collaboration and ‘smart copying’ across national borders. Within this ‘big picture’ framework, local leaders help their teams to specify how they will contribute to these goals. For example, the payroll team came up with the idea of adapting the customer chat bot to recognize and answer frequently asked payroll questions from employees. If there is something that is really important in our company, it is social cohesion. We do many different things to bring people together and encourage friendships. One ‘Team Blue’ challenge in May 2018 broke the Guinness World Record for organizing the world’s largest online quiz with 1,129 employees participating simultaneously across six countries. Because by creating strong social bonds, people feel more supported and are better able to cope under pressure. It benefits individuals and the business. ‘People need to feel safe in order to speak up with new ideas. Headquartered staff could work two days per week from home and individual working hours could be flexed between 6.00 am and 10.00

As Tears Go By

pm. These are more forward looking, with more time spent discussing what employees are/aren’t able to deliver and how to enhance their skills. Less time is wasted on debating the validity of the performance evaluation itself. It publishes quarterly awards to help people understand what the important work is, what a valuable contribution looks like and what they can expect to receive in return for going the extra mile. We care about our people. We want to sustain collaboration, team spirit and a positive working culture. We want to foster diversity and inclusion and we also want to contribute to societal sustainability. This is how David Henderson, Group Chief Human Resources Officer, describes Zurich’s work sustainability commitment. Zurich’s corporate purpose is to ‘create a brighter future together’, emphasizing collaboration between employees, customers, consumers and communities. Here’s why and how the company is managing time more strategically across its business. By better matching the nature of work to where and when work gets done, Zurich is able to increase productivity. By offering greater time flexibility, the company is able to draw on a more diverse talent pool, which ‘opens up more opportunities for us’. And from a wellbeing perspective, it can help to reduce fatigue, improve collaboration and connect people more effectively. It is transforming its core processes Zurich is simplifying and digitizing its business operations. It is reshaping working patterns Zurich learnt during the pandemic that while the switch to remote working happened smoothly, many employees still needed to meet in person to feel their best at work. At Zurich, 70% of employees make use of a flexible working arrangement and a remarkable 94% are happy with their work–life balance. Zurich’s learning and development programmes help people move across job families, supported by ‘MyDevelopment’, a global digital learning platform.