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Welcome |Supporting our customers| Managing our homes| Delivering Homes| Making the most of our money| Our response to coronavirus

Our culture and values are built around professionalism, delivery, mutual respect and ambition to help us in our shared goal of providing homes and services that deliver value for money and value to society, backed by the skills, experience, motivation, health and wellbeing of our staff.

We want an inclusive workplace where everyone feels valued. This means nurturing a culture based on our values and mutual trust and respect; developing an approach to talent to help identify those with potential and to promote career pathways. We also put staff wellbeing first, particularly around stress and mental health, and create opportunities for everyone to have their say.

2019/20 highlights

  • 86% staff engagement
  • 13% of employees achieved a promotion or internal secondment
  • 32 staff were funded to undertake a professional qualification
  • Median gender pay gap was 2.6%
  • Median gender bonus pay gap 0%.
  • An engaged workforce

    Our most recent staff survey, carried out in March 2020, revealed staff engagement was at 86%, up from 80% in 2019 and the highest it has been since 2008, when we first started carrying out the survey. The majority of staff responding (88%) said they were satisfied with their job (compared with 81% in 2019); 85% would recommend Hyde as a good place to work (2019: 79%) and 86% were proud to work for Hyde (2019: 81%).

  • Investors in People

    We were reaccredited with our Investors in People (IiP) award at Gold level in October 2019, securing a higher score than at the previous assessment in 2016. We have now held Gold status for nine years, demonstrating a consistent high level of leadership and people management practices. Our approach to health and wellbeing was recognised with an IiP Health and Wellbeing award.

  • Talent and succession

    The focus of our talent programmes in 2019/20 was on developing our “bench strength” for senior leadership positions. Thirteen members of staff have been participating in development programmes to help them on their way.

  • Leadership programmes

    We continue to invest in developing our managers. This year, 12 people began our flagship Leadership in action programme and 18 attended a core management skills programme. Ten people also attended an ‘aspiring managers’ programme.

  • Junior Board

    As part of our emerging early careers strategy, we have set up our first Junior Board, made up of some of our Generation Y/Z employees. This board will act as an occasional sounding board to the Executive Leadership Team, offering a diverse perspective on ‘hot topics’ and will also be tasked with coming up with innovative solutions to some business challenges.

  • New ways of working
    Our “Ways of working” initiative aims to give staff the right tools to empower them to work more efficiently and collaborate with colleagues to deliver consistent, improved services to customers. We also improved the way we keep up to date with news from across Hyde, with the launch of a new intranet, Hyve, and the introduction of Workplace by Facebook - our private social network.