Reinforcing Westpac’s aspiration to simply take its flexibility agenda to your next degree

Reinforcing Westpac’s aspiration to simply take its flexibility agenda to your next degree

Using flexibility towards the level that is next

The lender established its “All in Flex” campaign in June 2015, which guarantees all 40,000 existing functions globally are believed for versatile working, in addition to any brand new functions produced. This is as a result to your understanding that 89% of the workers (both female and male) suggested they might require some kind of flexibility within the next 3 years, a far more than 25per cent enhance on present involvement rates.

“The means we view it, freedom helps individuals attain their complete potential by eliminating obstacles to success. If men and women have the flexibleness to control their individual commitments, these are typically very likely to bring their entire selves to exert effort each and every day. And which means they’re very likely to do their most useful work and meet or exceed customer expectations,” says Brian Hartzer, Westpac Group CEO.

Westpac now calls for individuals leaders become overt and proactive about freedom conversations due to their groups. Within the modification, individuals leaders have to do five key items to encourage a far more workforce that is flexible

  1. Make yes the standard solution;
  2. Put freedom from the agenda at team conferences;
  3. Comprehend the flex choices and resources available;
  4. Raise freedom being a benefit that is key and
  5. Part model freedom.

“Critical to an alteration administration program with this dimensions are leader that is senior modelling and executive dedication in addition to supporting tools, resources and infrastructure for individuals Leaders and employees,” claims Ainslie van Onselen, Director of Women’s Markets, Diversity and Inclusion at Westpac Group.

Workplace design supporting flexibility

An extra element of Westpac’s freedom journey is its real change to agile and activity-based working surroundings, with over 10,000 workers into the corporate workplaces of Sydney, Melbourne and Brisbane doing work in an environment that is agile. To guide this journey, Westpac instituted the WorkSMART system. WorkSMART is both a means of working that empowers visitors to select just just how, where and when it works, and a change system faced with overhauling Westpac’s environment that is corporate technology, tools, systems and policies to produce a culture where tasks are not any longer a spot you go—but one thing you will do and attain.

Telstra example

The objective of “All Roles Flex” would be to adopt a fresh, troublesome position to mainstream freedom and thereby amplify the efficiency advantages, lift engagement, enhance gender balance, enable freedom for several Telstra individuals (not only market it as a problem for women), and establish a definite market idea, with technology connected really highly to allowing this.

Telstra started by knowing the proof it was passing up on the well-documented advantages of working more flexibly. In the beginning, noticeable level that is senior CEO help which will make “All Roles Flex” had been guaranteed. Telstra undertook that is next three-month pilot for the “All Roles Flex” approach in a sizable (9,000 staff) company device, concentrating on recruitment and supervisor training. Outcomes had been compelling. Feminine representation among provides accepted increased from 37% to 50per cent, and 30% of these recruited sent applications for the part due to Telstra’s openness about freedom.

Today, freedom is the starting place for working at Telstra. The main focus is on results, not face time, and Telstra makes use of technology, workplace design and attitudes that are new help just exactly how workers work. All Telstra’s marketed jobs have actually the designation that is“flexible say: “We work flexibly at Telstra. Speak with us exactly how this working task could possibly be versatile for you personally.” This invite is sustained by a freedom conversation with recruiters and every hiring manager. In addition, Telstra is concentrated on ongoing, localised mentoring for leaders across the company situation for and advantages of flexibility, establishing clear directions for just just just how leaders should evaluate demands and motivating the sharing of both challenges and good instances of freedom via a “crowd support” group regarding the internal on line Yammer platform.

In September 2013, Telstra announced “All Roles Flex” could be used throughout Telstra by the end of March 2014. Today, the hallmarks of “All Roles Flex” are obvious, including:

  • Using technology that is advanced movie conferencing as standard training, smartphone technology for many workers, and an innovative new mindset to freedom;
  • Freedom as being a component that is real of and specific conversations around performance planning and objectives, and gratification assessment; and
  • Participation in programs including the Workplace Gender Equality Agency’s Equilibrium guy Challenge, producing norms that are new males and flexibility.

Thanks to “All Roles Flex”, 84% of workers agree they are in a position to access the flexibleness they must balance work and private life, a rise of 4% from 2013. Telstra has also seen improvements that are sustained terms of sex equality after its openness to and enablement of more versatile methods for working. Some situations consist of:

  • Female representation among commencements are at 42.9percent, up from 36.7per cent for similar duration year that is last
  • The sheer number of females joining Telstra surpasses how many females leaving when it comes to eighth quarter that is successive closing a retention issue which had persisted for a while;
  • Associated Telstra’s high rates of parental leave return and retention (greater than 90%), how many male supervisors at Telstra using main leave that is parental threefold into the past 12 months from 0.8per cent to 2.3per cent—an understanding into moving culture, and an innovative new norm around guys and freedom at Telstra.


We received 1,030 reactions from workers of large and little Australian organizations, federal federal federal government and not-for-profit organisations. Associated with the participants, 58% had been females and 42% had been males; 44% held senior management, administrator or board jobs.

Melanie Sanders is just a partner with Bain & business. She leads Bain’s customer goods and Retail practice for Australia and brand brand brand New Zealand. Jennifer Zeng is a partner with Bain & business. She leads Bain’s M&A training for Australia and New Zealand. Meredith Hellicar is a part of Chief Executive ladies (CEW), principal of Merryck & business and A non-executive director, formerly having a selection of CEO functions in resources, logistics, expert and monetary solutions in Australia and Asia. Kathryn Fagg is an associate of CEW and it is A director that is non-executive formerly led companies in logistics, production and banking in Australia, brand brand New Zealand and Asia. She actually is a board person in the Reserve Bank of Australia.

The writers want to recognise Shannon McFadden (supervisor) and Nicole Kuepper-Russell (Consultant) with Bain & business, whom made significant efforts to the 2015 Gender Parity research.

1 Rebecca Cassells, Mathew Toohey, Marcia Keegan and Itismita Mohanty, “Modern Family; The Changing Shape of Australian Families”, AMP.NATSEM money and riches Report, no. 34 (October 2013): 25, accessed October 19, 2015,

2 centered on Australian census information: 58.9% of moms with kiddies underneath the chronilogical age of 18 had been utilized in 2001, in contrast to 65.2per cent last year (the census data that are latest). Jennifer Baxter, “Parents Performing Out Work”, Australian Family Trends, no. 1 (April 2013), Australian Government’s Institute of Family Studies,

4 Melanie Sanders, Jayne Hrdlicka, Meredith Hellicar, Dale Cottrell and Joanna Knox, “What Stops Women From achieving the that is top the Tough Issues”, Bain Brief, November 2011,

5 based on Chief Executive Women’s CEO database, as at June 2015, simply 6% of CEOs of ASX 200 businesses are ladies. Additionally, females constitute just 13% of Key Management Personnel of ASX200 businesses BlackRock, “Achieving Gender Diversity in Australia: The Ugly, the Bad as well as the Good”, April 2015, accessed October 19, 2015,

6 ladies represent 58% of college graduates Australian Bureau of Statistics, “Attainment of Bachelor’s Degree or above, 25-29 Years”, Gender Indicators: Education, August 2015, accessed October 19, 2015,

8 Workplace Gender Equality Agency, “Australia’s Gender Equality Scorecard”, November 2014, accessed October 19, 2015,

9 Net Promoter Score® is just a trademark of Bain & Company, Inc., Fred Reichheld and Satmetrix techniques, Inc.