Quilter’s approach to flexible working
Changes to how we worked during the coronavirus pandemic proved that working flexibly is effective across many parts of our business. Our colleagues told us they wanted to maintain this flexibility beyond the current crisis, and we are very supportive of creating an environment which helps to achieve this.
Our aim is to offer our employees an approach to working which leads with flexibility and trust, in which your performance is measured on your outputs and impact, and where you are trusted and empowered to make the right choices for you and for our business.
Quilter’s flexible working principles
Quilter’s approach to flexible working is based on the following six principles:
1. Make the right choices for you, our business and our customers
The aim of the Quilter way of working is that everybody wins:
- our colleagues are trusted and empowered to do their jobs well;
- our business benefits from increased engagement and further improvements in productivity;
- our environment benefits from Quilter’s reduced carbon footprint.
Colleagues are trusted to make the right choices for them, for their team (to ensure everyone stays connected and able to collaborate) and, importantly, for our customers and clients.
2. Performance is key
Choices made around flexible working must not be to the detriment of individual or team performance and/or productivity. Colleagues must be fully equipped to work remotely and able to be fully effective in performing their role.
3. It’s a two-way street
Flexibility involves give and take. Responsibility for making it work is shared between colleagues and managers. Whether informal or formal, arrangements are regularly reviewed to ensure they are still working for both the colleague and the business.
4. Focus on inclusion
It’s everyone’s responsibility to actively include colleagues who are both physically present in the office and working remotely. Choosing to work remotely, or at a particular time, should not mean anyone misses out on important information, opportunities or career progression. If a face-face meeting is needed, it will be made it clear in the invite to allow colleagues to plan around this.
5. One size doesn’t fit all
Depending on the role, flexibility may look and feel different to others. Some roles don’t lend themselves to as much flexibility as others, although there are very few roles for which some flexibility is not an option, provided performance is not affected. Equally some people may prefer to work from the office or work fixed hours.
6. Keep colleagues updated
Keeping your colleagues updated on your plans is key. Teams can then be aware of each other’s working arrangements, how they can be contacted and when they are (or aren’t) available.
Flexible working opportunities
If you’d like the opportunity for flexibility, please feel free to raise this in your interview to see how this might work for you and your team.