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The essential role of our staff

Welcome | Our 2050 strategy | Value to society | Supporting customers | Providing safe, energy-efficient homes | Delivering homes | Financial performance | Value for money

Over the course of 2020/21, we had to adapt to the challenges caused up by the coronavirus pandemic. Our staff responded very well to working remotely, continuing to deliver business as usual services and maintaining high customer satisfaction. We also believe COVID-19 hasn’t negatively impacted our culture - our staff engagement score was 84.5% in March 2021, down just 1.5% on March 2020.

This is a very good result, considering the unprecedented circumstances. This compares favourably with both the national average engagement score of 72% and the 2019 G15 upper quartile score of 82%.

Highlights 2020/21

  • 85% staff engagement (2019/20: 86%)
  • 88% of staff say they’d like to be working at Hyde in 12 months’ time (2019/20: 87%)
  • Median gender pay gap was 5.5% (2019/20: 2.6%)
  • Median ethnicity pay gap was 6.5% (2019/20: 5.5%)
  • We were re-accredited with Investors in People (IiP) Gold for tenth year running
  • Introducing new ways of working
    • During the first lockdown, 77% of our staff worked largely from home, falling to 55% in the third lockdown over winter 2020/21. Remote working hasn’t negatively impacted our culture, as shown by our high employee engagement scores
    • About 25% of our workforce are classed as essential workers and continued carrying out repairs, inspecting properties and maintaining health and safety on estates
    • We furloughed 98 staff, bringing back 83 as services returned to normal.
  • Engaging with staff

    We’ve come together as an organisation throughout lockdown. Our private social media platform, Workplace by Facebook, enabled us to communicate openly with staff and helped to connect colleagues, support them and create a sense of community, in the absence of a physical working environment. This included regular live video briefings and Q&A sessions.

  • Maintaining staff wellbeing
    • We spoke regularly with staff to understand their concerns. Sickness levels reached an all-time low, at five days per person, and voluntary turnover also reduced to 7.4%
    • We ran resilience workshops early in the first lockdown, ‘Wellbeing Wednesday’ webinars and introduced an online GP service
    • Our wellbeing survey in June 2020 revealed that 91% of staff thought their manager cared about their wellbeing with 90% saying the same in March 2021.
  • The Junior Board

    Our Junior Board saw some of Hyde’s younger talent develop initiatives to help raise staff morale and to support our future culture strategy. These included a ‘home marathon’; online activities around Christmas; inputting into recruitment strategy and encouraging volunteering.

  • Shaping our people and culture commitment to 2025

    We put together our people and culture commitment, building on our already strong culture that makes Hyde a great place to work. Our objectives are to:

    • Redefine how and where people work
    • Ensure we have the right structure and skills now, and in the future
    • Give leaders and managers the skills to lead our evolving business
    • Build a diverse workforce at every level of Hyde
    • Be more inclusive, listening to and valuing staff, and being fair and transparent.
  • Diversity and inclusion

    We’re committed to building a more diverse and inclusive workforce that reflects the communities in which we work. This year we ran our first-ever diversity and inclusion survey.

    84% of respondents said Hyde was an inclusive organisation but areas for improvement were highlighted, including addressing the level of ethnic diversity and, to a lesser extent, gender diversity, at senior levels; some concerns around recruitment practices and internal mobility; and some historical instances of discrimination.

    We have a number of diversity and inclusion aims:

    • To make decisions that consider the diverse needs of staff and customers
    • To ensure the ethnic and gender diversity of our leadership group represents the whole organisation, and to introduce KPIs to help focus on enhancing the ethnic and gender representation of our managers and senior leaders
    • To ensure our workforce age demographic is more in line with the UK’s wider working population
    • To develop managers’ ability to create inclusive teams through training.
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  • Gender pay gap

    Female employees make up 55.3% of our workforce (2019/20: 55%). We continue to have a gender pay gap. This is due to a lower proportion of women at more senior levels (41.4% in 2020/21, compared with 43.3% in 2019/20). We’re committed to supporting female staff in developing their careers: 63% of promotions in 2020/21 were women.

    Our mean gender pay gap increased from 10.1% in 2019/20 to 14.1% in 2020/21, with the median gender pay gap increasing by 2.9% to 5.5%. This was due, in part, to a fall in the number of women holding senior positions.

  • Ethnicity pay gap

    We’ve been measuring the ethnicity pay gap since 2018, to identify and address any issues. While ethnic minority employees make up 29.5% of our staff (2019/20: 29%), only 9.6% of Heads of Service, Directors and Executive Leadership team are from ethnic minority groups (2019/20: 10%).

    While this increased by 1.8% in 2021/21, lower ethnic minority representation at more senior levels is a key factor in our mean ethnicity pay gap increasing from 15.7% in 2019/20 to 16.6% in 2020/21 and the median increasing from 5.5% to 6.5%. We’re committed to supporting ethnic minority staff in developing their careers - 24% of promotions in 2020/21 were staff from ethnic minority groups.