UK to retain the Investors in People (IIP) Platinum status three times in a row, that’s something we’re incredibly proud of and it recognises our longstanding focus on effectively leading, growing and supporting our people. The job market is very active, indeed no shows at interviews is becoming commonplace, as an employer you have to move quickly and do more and those that don’t will miss out.” www.brother.co.uk Dave Prezzano, Managing Director UK & Ireland, HP Inc: “The great resignation is an example of employees re-evaluating their work-life balance, career goals, and position within an organisation to enrich their work and personal lives. Hybrid and remote working have opened up job vacancies to a wider, more competitive pool of talent, including those who may have been deterred from roles previously. “Employees and job applicants have new expectations for work which employers should look to offer to remain an employer of choice. Flexible working is now more commonly requested from prospective employees, and as an employer we should enable flexibility to help employees work sustainably and remain proud and engaged to work for a company that is being adaptive to their needs. “HP has always advocated flexible working, focusing on outcome over process. To ensure flexible working does not impact collaboration or crossfunctional teamwork, we have listened to our employees and their experiences of working during the pandemic. Fostering an equitable working experience, no matter if you choose to work in the office “In terms of keeping our EVP up to date, we have kept a close eye on the job market. We conduct an annual pay benchmarking review, and we pay adjust on an individual basis to ensure we’re competitive with the current market. We also adjusted our annual leave policy, so all colleagues receive 25 days holiday from day one, plus we’ve introduced a ‘buy extra days’ option for additional flexibility. Another big change we’ve made is to introduce electric vehicles to our company car policy – that’s hugely attractive to company car drivers as the much lower BIK puts more cash in their pockets. “At an OVP level, we moved very quickly and made big decisions early to future-proof our offices for the new normal. We completely redesigned our Manchester HQ, and the refurb was complete before everyone came back to the office after restrictions were lifted. We have also responded to feedback and have adjusted our hybrid working model so colleagues now work two days in the office and three days at home. “Our business, like many others, has to focus on big issues – cyber security, supply chain, product launches – all of which are really important, but equally so is to ensure we meet our employees’ expectations. Many of the people we’ve recruited have told us they’ve left their former employers as their OVP, and EVP were out of date with little chance of any changes on the horizon. “Brother UK was the first firm in the one day per week or five days per week, has put HP in a healthy position of employee retention, fostering a ‘school of talent’ whilst attracting new and diverse people. “We’re proud to say we learnt a lot from the accelerated shift to hybrid work and we saw a need to truly double-down on our culture, one that epitomises collaboration and inclusion. An initiative we have encouraged over the last couple of years is our employee-led Impact Networks (INs) – a group of employees representing and championing protected characteristics. Our INs collaborate with senior management to enact change and help share HP job opportunities amongst more diverse networks, a process we’d encourage other organisations to implement to help attract diverse talent. “Valuing and rewarding employees drives higher engagement, better performance, and helps us attract and retain talent. We offer a comprehensive total rewards package that includes salaries, bonuses, incentive programmes, and a range of benefits designed to meet our employees’ diverse needs while enhancing their well-being and that of their families. We have been steadfast in practising that our people are paid equitably for what they do and how they do it, regardless of gender, race, or other personal characteristics. To deliver on this commitment, we regularly benchmark and set pay ranges based on market data, factors such as employee’s role, experience, and performance. For the past five years, HP has reviewed employees’ compensation with the support of independent third-party experts to ensure consistent pay practices. PRINTITRESELLER.UK VOX POP 43 The great resignation is an example of employees re-evaluating their worklife balance, career goals, and position within an organisation to enrich their work and personal lives continued... Phil Jones Dave Prezzano
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