Deloitte launches agile working programme 

Deloitte UK has launched a new approach to agile working in order to change the day-to-day culture at the firm.

Deloitte UK has launched a new approach to agile working in order to change the day-to-day culture at the firm.

Although Deloitte allows all its employees the right to request flexible working, it will now allow them to request a block of four weeks unpaid leave each year, without reason or justification. It has also introducted collaborative and adaptable working spaces, an environment that aims to support open conversations about agile working and improvements to technology that make it feasible.

David Sproul, chief executive of Deloitte UK, commented: “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. As recognised by the Lord Davies review, female leadership can improve organisational performance. Deloitte is making sure it is best placed to improve and increase opportunities for female talent and benefit from the wider, more empowered group.”

The aims of the agile working programmes are:

– to attract and retain top talent at all levels
– to increase productivity and commitment
– to make more effective use of office space
– to offer employees choice and power in relation to how and where they work.

Emma Codd, managing partner for talent at Deloitte, said: “The UK business community is waking up to the need to make flexible and agile working a priority for its people. 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.”

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