House of Commons
During Covid lockdowns our co-founder Emma Wharton Love worked at Parliament engaging with the Board of the House of Commons to devise the strategy for a new model of working that would be core to the institution’s new Employee Value Proposition (EVP).
It also supported cultural transformation and Equality, Diversity and Inclusion (EDI) strategy to attract, retain and engage the best people in an economic environment where the House of Commons was not able to offer pay-related incentives.
Leading an internal team, Emma researched, designed, lead and gained employee buy-in to a new location-flexible hybrid working model of working for over 3000 staff to ensure staff felt empowered to make their own choices, valued, and managed based on outcomes.
We balanced political, economic and social influences to test and devise the hybrid working model that delivered for both staff and their customers - who were Members of Parliament and the UK Public.
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We researched how the House of Commons currently worked and what would empower employees to be more productive - using qualitative and quantitative methods including surveys and focus groups.
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Through carefully devised engagement, specialist change management, highly engaging internal commons, training and rolling out new policies we worked with employees, managers and the Board at the House of Commons to deliver a genuine step-change in the culture of the House of Commons. From a culture of presenteeism and one rule for all to being valued, empowered to choose and respect for individual circumstances.
At the same time we worked with organisations across all industries to benchmark and share experience, which was invaluable in assuring political buy-in.