Purpose Over Presence - how 4impact successfully transitioned to remote working
AUTHOR: CAREERS & TALENT TEAM
08 October 2021
The challenges seen during 2020 and 2021 made many organisations, including 4impact, look at the way our teams were working. More prominently, where they were working. We are proud to say it has now been more than 12 months since we implemented our distributed working model ‘Purpose Over Presence’.
Initially introduced to ensure the safety of our people and our customers at the start of the COVID-19 pandemic, the success of our model means we have seen a way forward that is more nimble and better suited to the very principles and purpose we live by and thrive on as a business. Our strength as a business has never been about how well we sit beside each other, it has always been about how we collaborate regardless of our geography.
Our transition to the Purpose Over Presence approach not only allows for flexibility, it also gives us access to a broader talent pool and provide more flexible models for our customers. It has been a deeply conscious exercise in getting clear about what is important for our customers and our people and looking outside the box in how we deliver that.
Our Guiding Principles
Instead of implementing policies that no one would read, we initiated the move to a distributed workforce by introducing the Guiding Principles, which sit at the heart of the outcomes we need to deliver:
- Work where you need to. That could be in customer offices, with partners, stakeholders, in coffee shops or, of course, at home. This is not temporary, it is now the new norm.
- Our focus remains on staff wellbeing, customer satisfaction and project outcomes. These are the things that are most important to us.
- Our office will always be available for our teams when they want to use it for an hour, a week or everyday.
- When you are in the office, sit where you like or next to the people you are collaborating with - there are no fixed desk allocations.
- We believe that we should all be empowered to decide for ourselves where and how we work.
Like anything, there are still things we are working on improving. Removing the email culture that came with remote working and looking at new ways to interact with each other on a regular basis are two challenges we are still trying to overcome with our remote workforce.
Ultimately, giving our teams the ability to decide where they want to work has given them more time with their loved ones, more time to focus on their personal wellbeing and helps us pivot towards the goals we are trying to achieve.