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The essential role of our staff

Welcome | Our 2050 strategy | Becoming truly customer-driven | Our social impact | Providing safe, energy-efficient homes | Building homes | Financial sustainability | Value for money

We aim to have an efficient, high-performing and customer-driven culture, and a working environment which empowers staff and enables agile working. We want everyone to feel they belong, and we respect difference and welcome diverse perspectives.

At the end of March 2022, our staff engagement score was 78%, which compares well with the national average of around 72%. Staff tell us they are proud to work for Hyde (80%) and 78% think Hyde is a good place to work – the same proportion that would still like to be working for us in a year’s time.

Highlights

  • 78% staff engagement (2020/21: 84.5%)
  • Median gender pay gap was 4.7% (2020/21: 5.5%)
  • Median ethnicity pay gap was 3.5% (2020/21: 6.5%)
  • We retained Investors in People (IiP) Gold for the 11th year running.
  • New ways of working

    In July 2021, in response to feedback from our staff about the benefits of remote working, we launched our new ways of working policy. This gives staff flexibility and choice about where they work, while maintaining a strong culture.

  • Refreshing our values

    We revisited our values this year, to ensure they were still in line with our strategy. We kept two of our core values – ‘collaboration’ and ‘innovation’ – and created two new ones: ‘customer-driven’ and ‘inclusive’. In our March 2022 survey, 79% of staff told us they felt the values were right for Hyde.

  • Talking openly about mental health

    In our wellbeing survey in June 2021, only 62% of our staff said they could talk openly about mental health at work. In response, we introduced mental health first aiders. Twenty-two volunteers were trained to provide a first point of contact for employees who need support.

  • An inclusive culture

    We’ve changed our recruitment practices to be more inclusive. All interview panels must now be ethnically diverse and, where possible, gender diverse. We’re also training hiring managers in unconscious bias in recruitment.

  • Staff network groups
    • Pryde, our LGBTQA+ network, organised several activities, including celebrating Pride and running events during LGBTQ History month
    • Embrace, our network for Black, Asian and other minority ethnic employees, celebrated Black History month, as well as a number of cultural and religious festivals
    • Aspire, our women’s network, ran an event focusing on menopause and an International Women’s Day event focusing on leadership and mental health
    • Don’t dis my ability, our group for disabled colleagues, focused on neurodiversity, raising awareness and helping us focus on practical steps to support colleagues.
  • Ensuring diversity at all levels of our organisation

    Overall, our workforce is diverse, but we continue to focus on how we can rebalance the profile of our senior teams, with more women and ethnically-diverse leaders, to better-represent our workforce as a whole. Ethnic minority staff make up 30% of our workforce (2020/21: 29%), and 11.7% of our senior leadership team (2020/21: 8.6%). Additionally, 44.2% of our senior leaders are women (2020/21: 41.4%).

  • Our gender and ethnicity pay gaps

    We continue to have gender and ethnicity pay gaps, due to women and ethnic minorities being under-represented at more senior levels, and not because people are paid differently for the same or equivalent work. We’re committed to working to increase the number of women and minority ethnic committee members, leaders and managers than today, and we’ll reduce our pay gaps year-on-year.

    • Our median gender pay gap is 4.7%, down from 5.5% last year.
    • Our median ethnicity pay gap is 3.5%, down from 6.5% last year.