TALENT ATTRACTION AND RETENTION

Our business continuously challenges itself to attract and retain a resilient, diverse, expert team which is equipped to achieve our present and future company goals.

Over the last year, we have worked to improve our processes so that we offer a seamless experience over time, from potential candidate to established team member. We place equality of opportunity and diversity at the centre of these processes, in terms of how we prepare job descriptions, promote vacancies, train our hiring managers, organise diverse interview panels and onboard successful candidates.

Our ambition is to build a reputation as an ‘employer of choice’ to attract the best possible talent to our organisation. We aim to achieve this whilst simultaneously motivating and engaging our current employees to develop their skills and capabilities and in doing so, foster a strong, resilient future leadership cohort. For example, in 2022, we added ‘reverse mentoring’ to our coaching and mentoring services, thus establishing an important networking opportunity for junior personnel who can connect with and be heard by more senior and experienced colleagues. The programme contributes to building a culture of trust and transparency within the business and supporting inclusivity within our multi-generational workplace. We further enhanced our hiring process by strengthening our use of psychometric assessments, to add an additional lens of objectivity and fairness to candidate assessment. Hiring managers and candidates received continuous support through the hiring process that resulted in 194 new employees joining the team during the year.

Beyond recruiting, we maintained a low regretted attrition rate below 5% despite a very competitive post-pandemic recruitment sector. Engagement has remained high, and has improved in some countries and functions as a ‘new normal’ rhythm was established in the business.We continued to run our annual engagement survey in 2022 whilst also conducting regular pulse surveys to check-in on all aspects of the team’s wellbeing. As in previous years, everyone is encouraged to respond openly and honestly as the survey is conducted by a third party to ensure anonymity and confidentiality of results.

Results are cascaded throughout the company and local action plans are formulated to address areas for improvement. As part of the cascading of survey results throughout the company, we engage all teams in helping design the action plan, through a series of focus groups, with an emphasis on areas where we have not scored in line with or above the upper quartile or areas which are linked to key engagement drivers. As such, we continue to work on improving communication between different areas of the business and streamlining processes and procedures as we evolve, to enable people to efficiently complete tasks and for all employees to understand their career opportunities and feel they have a relevant development plan in place.

2022 Performance

Employee Engagement

ADVOCACY

72% 79% 75% 63% 4.8% 13.7% 194