financial

Puzzle worked with its client to develop the strategy and future working model (FWOW), capture staff insights, develop the principles and standards, and designed the implementation program.

 

The Executive acknowledged that at the corporate level, no single policy or program would fit all circumstances and combinations of remote and onsite work should consider the unique requirements and roles of each team. We helped them develop a set of principles and standards, which created an equitable framework and clear expectations for how people should work. The principles centred around the ‘non-negotiables’ of organisational performance, the employee and customer experience. The standards addressed the operational considerations such as how many days people need to be in the office, team connection, consistent and effective collaboration and communication. Within this framework, teams had the autonomy to define the norms for how they will work together, support each other, and contribute to the organisation's performance.

 

Leadership buy-in

Puzzle facilitated a series of workshops with the Executive and senior leader cohort to gain their alignment and commitment to the principles and standards, as well as the overarching implementation approach. We also developed hints and tips for leading dispersed teams.

 

The narrative

We developed a comprehensive narrative about FWOW, the rationale, co-design process and programs to support people in the transition. The narrative was the basis for all internal communications materials. Puzzle also created a concise infographic to support the internal communications program, including the FWOW principles, minimum standards and employee program.

 

Survey findings

Puzzle undertook extensive survey analysis, taking a deep dive into the results from individual and team feedback. We created a comprehensive insights report and produced infographic summaries for the organisation overall, as well as the individual divisions.

 

Team commitments

Puzzle designed and facilitated discussions for senior leaders to consider how they would operationalise FWOW. This included a process for developing Team Commitments, which detail how they will work together and support each other under the hybrid model. Materials included the Team Commitments template, detailed agendas, facilitation guides and workshop showpacks.

 

Refining & iterating the work models

Following implementation Puzzle undertook an extensive evaluation and consultation process to define, introduce and agree the next iteration of work models to be implemented by each business area. What we found was that, as the lived experience of remote working continued, staff’s desire to return to the office (while still maintaining flexibility) strengthened. The main reasons for wanting to return to the office were for social connection, team cohesion, and collaborating | brainstorming with colleagues.

 

FWOW 2.0

The second iteration of FWOW saw four new working models go ‘live’, guiding how people within each business area work together and collaborate. For many, the new models offered additional flexibility and work-life balance, while aiming to maximise productivity and organisational performance.

 

Puzzle designed and conducted a three-month evaluation | check-in process with both staff and leaders to capture insights and assess whether the new models were delivering the desired benefits to individuals, leaders and the business.