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Luxury vs. Potential Reality
I know sometimes the “future of work” can sound far-fetched.
Especially the idea of companies allowing workers to operate independently. Or the idea that individuals can call the shots in their careers, while working at a well-established company.
It doesn’t feel tangible.
It’s feels more like a far-off luxury... One reserved for companies that are small enough to afford the flexibility that worker independence requires.
It’s for companies without rigid policies and procedure manuals. For ones without shareholders that obsess over every dollar spent.
Or is it??
Let me tell you about a consumer products company with more than $65 billion in sales embracing and thriving on various “future of work” strategies…
Seeing The Future
Have you ever used Dove soap, Hellmann’s mayonnaise, or Axe deodorant?
Unilever is the company that owns those brands, among almost 200 other beauty, personal care, nutrition, and ice cream brands.
They are known for having an open mind and being early to identify the changing landscape of work. They launched their Future of Work initiative in 2016.
Talk about foresight!
While there are several innovative ways they are interacting with their workforce though this ever evolving project, I wanted to share just one that I thought could be eye opening and inspiring.
Stick With What You Know - Reshaping Relationships with Former Employees
Employees gain valuable institutional knowledge when working at a company.
That’s something that is only gained over time. It’s also one of the biggest detriments to a company when that individual decides to leave.
Unilever created a program called U-Work that gives employees reason to stick around in a more flexible but secure way, should they decide they want to pursue other things.
It’s feels like a mix between part-time, contract, and fractional work in one. But better.
The way it works: Unilever pays the employee a monthly retainer, in addition to the hours they work each month. They also have access to benefits.1
The program was initially built to address workers shortages, and support those that want to ease into retirement, but the reason workers use the program now span from the desire to spend time working for someone else / a different industry, to start their own business, care for family members etc.
The program also works with former employees.
It’s a way for both parties to stay attached to each other that is mutually beneficial because both know each other well.
Placid Jover, former Chief Talent and Reward Officer at Unilever has said this program is about flexibility.
P.S. Can you imagine the benefits this type of work can offer in covering sabbaticals, maternity leave, paternity leave, etc.?!
If They Can Do It…
I think it’s easy to fear what we don’t understand. Especially if we can’t see it.
Examples like Unilever can make the unknown future of work seem less daunting (I’ll try to share more examples in the future).
I’m not saying they have all the answers. But hopefully this helps build open-mindedness about the future of work.
If a company with more than 120,000 employees can do it, it can’t be that far-fetched.