Workwell Solutions
Workwell Solutions
Hailed by the judges as an “amazing submission” that “celebrates the work of the HR team identifying the extra mile and consideration given to colleagues”, Workwell Solutions’ Together We Thrive initiative was born out of the need to reconnect its people and mission after a period of rapid growth.
The global workforce management company had transitioned quickly from a solely UK-based organisation into a global workforce, with 550 employees across Europe, Australia, the US and beyond, almost doubling its headcount in only four years and acquiring 19 new businesses. As a result, in the 2024 staff survey only 58 per cent of employees understood where the company was going, and 59 per cent felt proud to work there. Voluntary turnover reached 35 per cent.
“We were moving at lightning speed, but nearly half our people didn’t know our direction or feel part of it,” Workwell said. “We needed to ensure every employee, from the UK to the US, felt supported, invested in and included.” The Together We Thrive initiative aimed to embed values, create a sense of belonging and enhance engagement.
A small UK-based team of four across seven divisions delivered the initiative, taking it upon themselves to work early doors for Australia and late evenings for the US. Their phased approach had four pillars: talent acquisition, engagement, total rewards and development.
Values-based workshops evolved into a values and behaviour framework that was integrated into the employee lifecycle, and quarterly unified webinars sharing the company’s employee value winners and updates addressed previous feedback that employees had “felt in the dark”. Seven global divisions were moved on to a new, single HR system in just five months, using workshops and ‘BOB bingo’ fun activities to enhance engagement.
After implementation, the company’s 2025 survey saw clarity in direction jump from 58 to 71 per cent, values alignment from 64 to 78 per cent, and belonging and pride from 59 to 72 per cent.
Furthermore, 82 per cent said they felt trusted to make their own decisions, and voluntary turnover was slashed from 35 to 18 per cent. The feedback from senior leaders has been overwhelmingly positive: CEO John Hoskin noted that in a “geographically distanced situation”, the team made a “value-add impression” that was critical to “ingraining the culture”. Damian Bridge, managing director of the Australian division, described the rollout as “nothing short of amazing”.