We’re building a strong culture of empowerment and improvement
No one wants to work in a place where their ideas and opinions are never heard. At least we don’t.
William Hill is an organisation that people want to join and love to stay. We celebrate our colleagues’ differences, harness their ideas and creativity, and listen to and act on their feedback because what they think is important to us.
say William Hill treated all employees fairly1
increase in employee Net Promoter Score
we paid and retained all of our colleagues during the Coronavirus pandemic
William Hill colleague working at the Armley, Leeds LBO.
Eyes on the customer
Give a damn
On the same side
It'll do will never do
With feedback from our talented colleagues, we have recently refreshed our People Strategy. It ties into our values and aims to create a two-way, high-trust culture. It’s built around three key initiatives: Balance, Belong, and Build.
We all need to rest and disconnect to be able to perform at our best at work. But everyone is different, and there’s no such thing as ‘one-size-fits-all’ when it comes to work-life balance. Our first initiative, ‘Balance’, is about empowering our colleagues to work flexibly, in a way that suits them.
For our office-based colleagues, this means having the freedom to find the right balance between working from home and working in the office. For our shop-based colleagues, it means having flexibility around shift patterns and working hours and finding a suitable work-life balance. Unfortunately, working from home isn’t an option for our Retail colleagues just yet – but we will get back to you as soon as we have found a way to clone ourselves.
We believe that having an inclusive and diverse culture is vital for succeeding as a team. Our second initiative, ‘Belong’, is about how we celebrate our differences every day.
We’ve already made progress on diversity in the last couple of years. This includes achieving our initial targets of having 30% of women in our senior leadership population.
That being said, we know we have to do more. In 2020, 81%1 of our colleagues said they agreed or strongly agreed that we treat all employees fairly, irrespective of gender, age, race, disability, religion, or sexual orientation. Although this is an improvement from the preceding year, it’s not good enough. ‘It’ll do’ will never do for us, and we’re not happy until 100% of our colleagues feel that we respect, value, and celebrate everyone for who they are.
We don’t want to be known as a company that does the big talk but doesn’t take any action to turn it into reality. Therefore, we’ve made some significant changes that we think will help us increase our diversity and support our colleagues.
In 2020, we made Satty Bhens, our executive sponsor for diversity and inclusion (D&I). To find out where we are in terms of diversity and where we want to be, we did the first ever William Hill Census—a confidential and anonymous survey that collects demographic information such as identity and cultural and socio-economic background about our colleagues. We also created an advisory group called the ‘Same Side Forum’, made up of volunteers who are passionate about D&I. It’s there to represent our colleagues from across the business.
|Question||2020 % favourable||2021 % favourable|
|I feel like I belong at William Hill and I am valued and respected for who I am||
|I believe William Hill treats all employees equally (regardless of age, race or ethnicity, gender, sex, disability, belief or sexual orientation)||81%||86%|
|I believe that William Hill’s Senior Leaders represent me||46%||64%|
|I feel well informed about the purpose and value of Belong for William Hill colleagues||57%||75%|
|I believe that achieving the Belong ambitions will make William Hill a stronger company||63%||77%|
As they say, Rome wasn’t built in a day. Neither is a career, a strong team, or a business. But with the right opportunities and support, it’s more than possible. Our third initiative, ‘Build’, is about how we encourage our colleagues to grow and how we’re, in this way, building a business that’s better for everyone.
Build15 is where we actively encourage colleagues to find 15 minutes each day to prioritise learning. This could be listening to a podcast, reading an article, or taking time out to reflect and plan. As part of our ‘Build’ initiative, we’ve also launched an initiative called ‘Internals First’ that identifies talent and develops our own people to fill key roles in our business.
1 81% of employees, through our employee survey, say William Hill treats all employees fairly, irrespective of gender, age, race, disability, religion or sexual orientation.