Deloitte offers flexible working to change firm’s culture
Deloitte UK has launched a new agile working programme with more flexible working arrangements in a bid to change the culture at the firm and encourage more women into leadership roles, saying this will lead to improvements in organisational performance
6 Jun 2014
As well as the right to request a formal flexible working arrangement, Deloitte will also now allow its 12,000 employees to request a block of four weeks unpaid leave each year, without reason or justification. The firm says these developments will underpin wider measures to encourage a more agile workplace, including the introduction of collaborative and adaptable working spaces, an environment that supports open conversations about agile working and improvements to technology that make it feasible.
David Sproul, chief executive of Deloitte UK, said: ‘We have set ambitious targets of 25% female partners by 2020 and 30% by 2030. In order to achieve these we must improve our pipeline of future female leaders by making Deloitte a place that offers the opportunity to be successful while maintaining a healthy work-life balance. This is about more than doing the right thing - a clear business imperative has been identified.’
Deloitte says it plans to go beyond the traditional flexible working allowances by giving employees the power to manage their own working practices. While it expects the changes to benefit women members of staff in particular, it says they will also help the firm attract and retain talent at all levels, increase productivity and commitment and make more effective use of office space.
Emma Codd, managing partner for talent at Deloitte, said: ‘We’re encouraged by nationwide changes, such as new legislation giving employees the statutory right to request flexible working, but we believe there’s far more that can be done. These changes are about striking the right balance between offering the tools to allow people to work wherever and whenever is best for them, trusting them to make the right decisions and judging them on output. The feedback we’re receiving from our people is already overwhelmingly positive.'