We have six months to go before new UK legislation will see companies with more than 250 people having to report on the size of their gender pay gap. Companies will need to report not only on pay by gender, but also on the gender bonus gap, and most tellingly on the proportion of men and women working in each quantile of the organisation’s pay distribution. By making salaries more transparent and more comparable, we can shine a light on just where the talent pipeline is broken, and why in particular fewer women work in senior management roles. This will highlight the gaps that need to be plugged and courses corrected, enabling more women to make a significant difference to their companies – after all, companies with greater diversity at board level have been seen to outperform those without. While companies will have a year before they have to report in April 2018, more enlightened employers will be tackling the issues now - identifying and understanding their gaps, putting an action plan in place to address key issues. From companies we have spoken to, we understand that major gaps will be seen at senior level, where the solution is to offer part-time work to experienced women who are ready to come back to work after children, balance work with family life and make a contribution on results rather than effort. Here’s an opportunity to get ahead of the game in the fight to get the best and brightest candidates to fill roles right across their companies. So how did we end up here? Paying women less than men for exactly the same role isn’t the point. Where men may want more money, women may need to give more value to flexibility, leaving, as Anne-Marie Slaughter has identified, the ‘care penalty’ as the main driver of gender inequality. Women’s pay is a good 95% match to men’s until you add caring, and therefore part-time hours into the mix. That’s when the inherent assumptions kick in – you may be given worse projects, you can’t or won’t travel, you can’t work longer hours; this all leads to fewer opportunities and a hard drop in value. We can all fall for the gender differences and bias that we find in history, with cultural and social causes, and be affected by them either consciously or unconsciously. Girls might be led by parents and teachers into particular careers seen as traditional, female-dominated low-paying occupations; lack of affordable childcare prevents many women working after children, and they are still the main takers of ‘shared parental leave’. Lack of equal pay implies a difference in value between men and women’s work, undermining confidence and punting a society-wide belief that men’s work is more valuable. Women may not be as ready as men to bargain on salary or flexibility: “The gender pay gap is not all down to the Institutions – women are notoriously bad at negotiating for their salaries. If you know that your Limiting Beliefs hold you back in pay reviews, get yourself into the right mindset – be firm, fair and believe in your worth. And if you find it difficult to stand up for yourself, remember that, like a man in the family, you are also a ‘provider’- your salary counts and is not just a nice to have. It also helps to think of negotiating on your children's behalf, not just yourself. Women are much better at fighting other people’s corners!” Cara Moore, women’s career coach and champion, www.caramoore.co.uk Let’s kick out the bias and embrace a new business mindset, where everyone gets valued on their output rather than the hours they work – that way we all get to reach our full potential. Demanding more transparency from businesses will leave no place for workplace gender inequality to hide. In today’s changing work climate it is well overdue that we explode the myths and blitz the motherhood penalty. What can we do now? The time for quiet acceptance of these double standards is over. The World Economic Forum’s 2016 Global Gender Pay Gap Report showed that the gap will reduce organically – in about 170 years. We can’t afford to wait that long – and we shouldn’t have to. And as addressing the gender pay gap could add £150bn to the UK economy by 2025, none of us can afford to wait either. We need to take action now to close the gap: Equalise leave entitlements Enable men to do more caring and normalise their involvement Advertise all jobs as flexible unless there is a good business reason not to Get women into higher paid roles What is stopping you promoting flexibility? If you don’t want to miss out on potentially the best candidates, if you want to see how increased diversity from the top down can improve your business results, as an employer you need to start addressing this now. If gender pay gap reporting will highlight particular gaps in your organisation, areas where your talent pipeline is not working as it should be, then take a look at our range of very strong candidates. We have some fabulous talent on our books at 2to3days across a range of industries and at all levels of experience. Don’t risk being named and shamed – seize this positive opportunity to put your company ahead of the wave, gain competitive advantage and score the best and brightest candidates before your competitors do. We can help you find qualified candidates quickly and easily: our satisfied employers are consistently impressed with the calibre of this growing pool of talented mothers. From only £300 + vat for a month’s advertising, why not find out more and place an advert today?
At the beginning of the year, Citrix sponsored a report from Lancaster University which identified 2017 as the tipping point of flexible work becoming the expected norm, rather than the exception for a specific few. With 50% of companies working flexibly by 2017, and a projected 70% of companies adopting flexible work by 2020 (Working Anywhere by the Work Foundation), this report reinforces the trajectory of the majority of companies reaching a point where flexible work is a real phenomenon which becomes unstoppable. The pace of change has increased over the past few months. We need to turn up the dial and spin the conversation around, so that we are talking about the benefits and advantages for business that can be clearly noted from a raft of research. With campaigns, legislation and research all pointing to the benefits of flexible work, with technology facilitating collaboration and workplace flexibility, what is blocking wider adoption? Making flexible work Voices have been getting louder this year in calling for a shift in thinking about flexible work. Over the last couple of months we have seen a series of research and campaigns, all raising their voices in the belief that flexible working is the way forward and calling for more support to make this happen – and now. October’s National Work Life Balance Week 2016 gave an opportunity for employers to showcase their flexible working policies and practices, and saw the launch of the annual benchmarking survey Top Employers for working families, which highlights some excellent examples of where flexible work is transforming the work and lives of employers and employees alike. At the same time, The Equality and Human Rights Commission has launched a new national campaign, led by British business, and designed to make workplaces the best they can be for pregnant women and new mothers. A coalition of businesses, leading the way on pregnancy and maternity rights for employees, will share advice, knowledge, and expertise with their peers. At the recent Conservative Party Conference, Theresa May announced a major review of workers’ rights, saying she wants to be certain that employment regulation and practices are keeping pace with the changing world of work, including the growth of part-time work and the use of self-employed staff by companies such as Uber and Deliveroo. And individual campaigns from companies supporting flexible work, such as #Hirememyway and #Workthatworks, are driving awareness by highlighting issues such as the potential £62.5 billion boost to the UK economy that more widespread flexible work could bring. Let's talk about business perception The real debate now must tackle company culture and perception, as the evidence is stacked in favour of flexible work being the best way forward for companies as well as individuals. What can we do further to highlight the benefits of a motivated, energised and effective workforce waiting to make a positive impact within a flexible work pattern? While many employers are convinced of the benefits and the great match between the current business climate and committed flexible workers, barriers remain. Some employers have a fear of change in the workplace, are concerned that managers and supervisors are ill equipped to manage flexible workers, are worried about the abuse of policies, or the fear that treating all employees equally might lead to a fully part-time workforce. On the contrary, introduced as a key part of your business strategy, a robust implementation of flexible work will make a major contribution to your business and in turn your bottom line. With careful planning, training managers in how to supervise and develop flexible workers, and trust on both sides, the barriers are clearly floored by the benefits. And the quality of the candidates you will open your doors to will improve your chances of making exactly the right hires to drive your business success. Where do we go from here? Availability of technology is driving the change, individuals are increasingly seeing the benefits and the appeal, but organisations hold the key to making it happen. Rather than seeing the requests for flexible working as a challenge to the status quo, employers need to embrace and instigate flexible working as a positive move. Which company wouldn’t want increased productivity, improved employee well-being, the ability to attract and retain the best talent, and reduction in costs? What we really need now is strong and enlightened leadership to set a culture of trust and enablement combined with a focus on results rather than presenteeism. Learn lessons from the early adopters and the innovators, but don’t get left behind as working culture tips towards flexible work being mainstream. Be part of the solution With all the hard evidence of these positive examples, where are companies looking when it comes to solving issues such as the chronic shortage of talent and the need to be increasingly competitive in a difficult and rapidly-changing business environment? Where senior leaders champion flexible work practices, their companies are in a better position to meet changing demands from many sectors of the population, and will be best placed to attract and retain the best talent. Companies have not known where to find really good part-time talent, and that’s where we have proved we can help; for small businesses right through to large internationals, we have a highly-qualified and motivated part-time mother for you. When an independent Canadian recruitment company was launching in the UK they came to us and found exactly the calibre of candidate they were looking for: “2to3days.com was perfectly positioned to assist TalentSphere Recruitment in our expansion into the UK market by connecting us with exceptional talent”. McDonald Butler, a strategic B2B sales and marketing agency specialising in the IT and technology sector, were overwhelmed by the quality of applicants for a recently advertised role as HR Manager, and were able to choose the best candidate from a very strong shortlist. Deloitte and Lloyd’s have recently been seeking roles across the country via the 2to3days site, and are finding they can tap into our highly-qualified talent pool to fill their specific vacancies. We do have the best-qualified mothers seeking out roles, across a range of experience, location, and industries. And with our interactive dashboard the streamlined advertising process will save you time and effort. Employers who change their perceptions and act now will give themselves a competitive advantage, and as higher visibility leads to better understanding and wider adoption, strong leadership with careful planning, education and trust will continue to realise the business benefits of tapping into this highly skilled workforce. Do you need great brains in your business? And do you need them on a part-time basis? At 2to3days.com we have over 12,000 members seeking and providing flexible opportunities across a wide range of businesses. We can help you find qualified candidates quickly and easily: our satisfied employers are consistently impressed with the calibre of this growing pool of talented mothers. From only £300 + vat for a month’s advertising, why not find out more and place an advert today?
With the end of Summer and the cooler Autumn days signalling a change in pace, September is a great time to review your year so far and to look forward to renewed efforts as business gets back into gear. For businesses with recruitment challenges, the start of the new academic year signals an opportunity to target job-seeking flexible workers. At the beginning of this year Vodafone published an interesting study (Flexible: Friend or Foe?) which positively called out the benefits for companies in adopting flexible working practices. Having surveyed over 8,000 small to medium businesses across three continents, the overwhelming message was that of enhanced performance attributed to flexible work patterns. 61 percent of respondents globally said their company’s profits increased; 83 percent reported an improvement in productivity; and 58 percent believed that flexible working policies had a positive impact on their organisation’s reputation. With businesses increasingly waking up to the possibilities, and with technology enablement making flexible and remote working more and more achievable, we look at where enlightened employers are reaping the benefits of employing flexible workers. 5 ways flexible workers will boost your business 1. Productivity Allowing workers flexibility has been shown to enhance productivity, as a flexible arrangement has at its core a focus on results rather than input. Efficiency and effectiveness become the focus of working, rather than being in a particular place for a set number of hours, and being allowed flexibility in location and hours will lead to more energy and enthusiasm about the work itself. 2. Profits When your business is focused on driving results and getting things done, efficient and effective flexible workers will focus on meeting deadlines and improving your business rather than being stressed about having to spend specific hours in a particular location. Business goals become clearer and profits can increase as workers are more focused and results-oriented. In addition, cost savings you might make on desk space, size of buildings needed and service usage can all add up and contribute to the company profits. 3.Happiness April's CIPD Employee Outlook revealed the positive effect of flexible working of high levels of satisfaction and happiness where 67% of respondents were happy with their work-life balance as opposed to only 47% who were not flexible workers. Happier employees show up more and take less time off sick; happy flexible workers will also stay longer with a company that is able to offer these benefits. 4. Retention Flexibility can be a key contributor in staff retention, with businesses using flexible workers seeing reductions in recruitment and training costs: more effective workers stay longer with a company who can provide the flexible arrangements that an increasing number of employees are seeking. Keeping your more experienced members of staff is a key factor in your business success. If your business can creatively make use of flexible workers and make them feel valued, you will be ahead of the curve and will be able to use this as a differentiator when it comes to attracting the best talent. 5. Wider talent pool Businesses struggle to find suitable candidates for some roles, such as those at a senior level or with specialist skills, so it makes good sense to expand the search to those workers preferring a flexible approach, with the talent pool of flexible workers offering a promising expansion of challenging searches for many roles. By opening up your search to people seeking work outside a traditional 9-5 approach, you will find talented people able to make a positive contribution to your business. Hiring flexible workers for your business As the enablers of technology and the increasing cultural shift in how people are thinking about work start to gain momentum, you can take the lead now and solve your recruitment challenges, transforming your business with flexible workers. At 2to3days.com we have over 12,000 members seeking and providing flexible opportunities across a wide range of businesses. We can help you find qualified candidates quickly and easily: our satisfied employers are consistently impressed with the calibre of this growing pool of talented mothers. From only £300 + vat for a month’s advertising, why not find out more and place an advert today?
In April, the Chartered Institute for Personnel and Development (CIPD) released an Employee Outlook report which highlights the fact that 65% of flexible workers say they are satisfied or very satisfied with their work-life balance, compared with a mere 47% of employees who don’t have flexible working. There is a positive effect for employers in recruiting, engaging and retaining happier employees. Timewise’s latest Flexible Jobs Index 2016, released in the same month, shows signs of cautious optimism of an increase in the proportion of quality jobs being advertised with flexible options, up 2.5% on last year. But supply still lags far behind an increasing demand for new ways to bridge the flexibility gap: 79% of people searching for part time or flexible roles remain unable to find options that would work for them. Start to bridge the flexible working gap A large proportion of people seeking flexible working have extensive previous experience and valuable transferable skills that can be used in a variety of situations. With the rise of remote working technology, the emergence of cloud-based software and demands for a better work-life balance, there are many opportunities for employers to recognise the value of a flexible working arrangement that will support their business, and that will avoid them missing out on the best available talent. By acknowledging the available pool of talent out there, employers can get ahead of the competition and make some key hires that will help them to achieve their business goals. How do you make a flexible working arrangement work best? Negotiate an arrangement that works for employers and employees, based on a model that will support that specific business. Focus on delivering improved results and successful business outcomes, rather than time spent in the office or visibility. Ensure that there is a shift in managers' skills in managing performance effectively for flexible workers. In larger companies, for flexible working to have a positive impact, everyone in the company needs to support the initiative from the top down, and to be shown the clear benefits of any flexible arrangements. More experience for less time and cost can work especially well for start-ups or smaller businesses, but benefits also stand true for larger, more established organisations. Employers can make a pragmatic decision to make use of experienced workers, who may be available for less time in a week but who are capable of adding more value. For employees, alongside increased job satisfaction and more targeted productivity, a flexible working arrangement means no longer being excluded from decently paid roles and from enjoying fulfilling careers Join our community: we match and connect like-minded employers and employees If you are an employer wishing to access our talent pool of highly experienced and motivated women wanting to work flexibly, find out more on our employers page. If you are a mother looking for flexible working options, register with us today and become part of our growing community at 2to3days.com.
Everyone knows that great companies, regardless of size, are only as good as the people who work for them. Which is why they’re constantly on the lookout for bright, experienced and productive talent – people who will contribute the most to their growth and competitiveness. The million-dollar question for these companies: where and how do I find these people, without expending huge amounts of time and money in the process? Here’s the irony: they may well be sitting right under your nose. There’s a large (and growing) pool of hidden talent which in my experience is often overlooked in the search for new hires. These people are highly educated, experienced, fizzing with ideas and energy. What’s more, they’re the most productive and motivated sector of the workforce. Who are they? Simply, they are mothers who want to work part-time, so they can balance work and family commitments. Surprised? Have a look at the astounding results of a survey my company carried out last year of 5,000 mothers looking for part-time work, registered on the 2to3days.com website. Educated – 84% of them have a bachelor’s degree, 34% have a master’s degree, 14% a doctorate – they are smart cookies! Experienced – 62% have between 10-29 years’ work experience; 83% have managerial experience of which 2.5% at C-suite Responsible – collectively they were responsible for managing over £25 billion Socially conscious – 15% are both Board members as well as school governors and 38% also put time aside to act as mentors Who in their right mind wouldn’t want a bit of that pixie dust? Some ‘dinosaur’ companies view these mothers as a nuisance and far from the ideal employee, and sideline them as a result. More fool they! A study by Ernst & Young has found women working part-time are the most productive in the workforce. They get in, they get out and they get the job done; their time is precious – and because they value it and know how to manage it properly, they will value your company’s time too. Loyalty and motivation are two other attributes in which this demographic excels. Companies know they are getting the value of a full-time brain for a part-time cost. According to McKinsey, companies across all sectors with the most women on their boards of directors significantly and consistently outperform those with no female representation – by 41% in terms of return on equity and by 56% in terms of operating results. The best companies balance their workforce and exploit the full spectrum of working practices – full and part time, at work and home – to keep their people happy and get the very best out of them. Companies that can’t adapt are missing a trick. Increasingly they will be seen as outmoded, unappealing and worse, simply uncompetitive.
Making the wardrobe transition from the school gates to career professional can feel daunting. We've spoken to fashion psychologists and style consultants tfor their top ten tips on how to get out the door well dressed - and on time. 1. First up Unfortunately it seems we humans are a bit of a judgemental bunch. According to fashion psychologist, Kate Nightingale, even before you shake hands with someone, they have made all sorts of assumptions about you. Recent studies from New York University show you have precisely 3 seconds to make a good first impression! No pressure then... “We don’t really have any control over it,” says Nightingale, adding that the process is part of an evolutionary trait, where after only the briefest of encounters with someone, we are employing the same parts of the brain we use in both emotional learning and summing up the value of an object. “In tribal societies, we would be assessing facial features, hair, colours, and embellishments to make decisions about another,” she explains, “Now, we’re also looking at the colours, fabrics, shape and cut of our clothes.” 2. Communicate through colour Two hundred years ago, the lighter the colours you wore, the higher your status. Wearing darker clothes, meant you were more likely you to have a lowly job. But over time, darker colours and of course in particular, black, have become the ultimate shades for power dressing and business. We might think wearing black is the best way to boost our confidence and yet wearing a brighter colour can have a really positive affect on our mood. Wardrobe consultant and personal stylist, Becky Redpath says that finding a colour that suits you is the quickest and easiest way to give yourself a physical and emotional boost. She helps clients sort out which colours suit them by simply dividing the colour palette between cool or warm, and matching subtle fabric shades with natural skin colour. “Wearing the right colour for you is the best kind of face lift,” says Redpath. “ It is amazing how much difference it can make to the way you look.” Colours can also have quite a psychological impact. For example, yellow is said to encourage creative thinking, while green is the colour of harmony and great to wear if you’re feeling tired or drained. And there are cultural expressions too. For example, in the West, red is a colour expressing passion, and confidence, whereas in Asia it signifies prosperity and happiness. 3. Invest in a well-cut suit Clothing is all about the symbolic. One study showed that when participants donned lab coats while working, concentration levels and attention spans increased dramatically. There’s no doubt about it, wearing a suit to work gets you noticed. And for women, this research seems to show the more masculine and well cut the suit, the more likely you are to get the job. So, when dressing for work, think a plain shirt, rather than something printed and a tailor made suit rather than a dress. This study from the University of Hertfordshire showed that wearing a shorter skirt to work meant you were more likely to be overlooked for promotion. It also suggested dressing in a similar way to your boss may well be the answer for getting what you want! 4. Whatever we wear affects our thoughts and mood In her book Mind What You Wear, Professor Karen Pine posits research that demonstrated when we’re feeling down, we reinforce and even amplify negative feelings if we dress in a way that expresses our mood. Choosing an uplifting outfit and making an effort, despite not feeling like it, can actually lift our spirits, making us feel happier and more confident. 5. Plan ahead Scrabbling around looking for something to wear, while trying to get yourself – and the kids - out the door is stressful. A little bit of organising goes a long way. Decide what you’re going to wear the night before or stick a list of favourite outfits on the inside of your wardrobe. This might sound over the top but when you’re in the midst of early morning panic, quickly reminding yourself of what goes together might just save you being late. 6. Buy one amazing jacket you can wear with everything If you spend money on just one item in your wardrobe – this is it. A well-cut jacket will lift any look in seconds. 7. Accessorise Inexpensively add a wow factor with a few carefully chosen accessories. You might pare down your overall style for work but accessories can reflect your personality and brighten up a more conservative look. 8. Buy basics in bulk For an easy way to link you wardrobe together, buy multiples of basic items that you love: t-shirts, tights, shirts and even trousers – but don’t go colour crazy. Stick to the neutral shades to make matching easy. 9. Don’t be afraid to change your look Many women stick to a style that suited them when they were younger and feel too afraid to change. As Professor Pine, puts it: “ Your clothing needs to evolve and reflect who you are as you go through life,” she says. “That means paying attention, learning about yourself and what makes you feel good. Let go of the past and embrace new looks. “ She has developed an online programme to help women develop their clothes confidence through experimentation. Called Wear Something Different it encourages women to try new looks and express themselves through colour, style and developing their own sense of fashion. 10. And finally - stand tall in your clothes! Relax your shoulders and breath into your chest area. According to this Harvard Business school study, the right posture can mean a larger pay cheque!
With a global turnover of £200m and a staff of just 43, Frances Dickens’ company, AstusUK has conquered the UK media barter market – while creating a culture that encourages mothers (and fathers) back to work. Dickens maintains that businesses need to recognise the wealth of life experience and transferable skills that returning mothers bring. She is convinced small companies need to help mothers set their own hours, making it easier for them to return to work or they will “miss out on a massive piece of the talent pool.” Can you explain what media barter is? Our business allows clients to pay for advertising with their own goods and services, which therefore lowers the cost of advertising. For example, a car manufacturer can use their cars to pay for a portion of their advertising costs which is cheaper than paying 100% in cash. When did you start the business and how has it grown? We started in 2003 and we are now the UK’s biggest media barter specialist with around 50% of the market. Our philosophy has always been to focus on doing a good job, and growth will naturally follow – which it has. You support flexible working – can you tell us why? It makes good business sense. If you invest in people, you are investing in the future of a happy team, and a happy team means you have a more productive business. Imagine if you had an inflexible approach with clients – you wouldn’t last long! How has it contributed to the success of your business? We’ve found that people working for us appreciate that we are prepared to listen to their needs and our loyalty inspires loyalty. We get far more out of people because we are flexible. In fact I think that everyone ends up doing the same amount of work – but in less time. Women here know they can have a baby and expect to come back. And it is the same for fathers too. Many of our dads want to be at the school gates for drop off and pick up and we are really happy for them to do so. It’s not just parents who want flexibility – someone might want to go to the gym at 10am instead of lunchtime and that is okay too. 50% of our staff are women however we recruit based on who is best for the job not on gender – I don’t like diversity quotas. You’re a mother to an 18-year-old boy – how was it for you to go back into the workplace after he was born? It was so difficult. I had to be bloody-minded in order to make it work. I left at 5:30 to pick him up from nursery but this was usually ignored, so I often had to walk out of client meetings and of course I dreaded that. I would not want to put anyone under that kind of pressure. I want people to be happy to say they have children and that is the open culture I have tried to create in my own business. As a back-to-work mother what skills do you acquire at home that are important for the workplace? There are numerous transferable skills: organisation; dedication; keeping calm; multi-tasking, forecasting and forward planning – to name just a few. Mothers often return to work with more determination and professionalism. There is a real maturity in becoming a parent – you certainly don’t have the problem of being tired at your desk from a big night out! How are companies missing out if they don’t encourage mothers back to work? They’re missing out on a large part of the talent pool and that is just crazy. Investing in people and then walking away from that investment is simply not a good business decision. Some people have said we need to refocus maternity leave as if it were a gap year – do you agree? That’s a very good point – going sailing and lying on a beach in a gap year is accepted and yet returning to work from maternity leave is seen very differently. We need to reframe the positive aspects of becoming a parent. How do you encourage mothers back into the workplace? It’s about sitting down, listening and working out individual needs. You can’t have a one size fits all package because everybody is different. With all of our parents, it’s a case of working out the best possible scenario. Smaller companies often say it’s easier for larger organisations to offer flexible working – do you agree with this? Actually, I think it’s easier for us to be flexible because we are small. Larger companies might try but they often have a more “cookie cutter,” one size fits all approach but it doesn’t work like that in reality, because everyone needs something different. We don’t have an HR policy. We just want to create a situation where we all enjoy coming to work. Are there any difficulties with the flexible model and how have you overcome them? I don’t find it difficult – we just put the effort in and it’s paid back every time. However, I would say that organisation and communication are crucial. You have to create a culture where people can be open and say what they need but the flexible model also relies on mothers getting their home life in order. By that I mean you might have to accept that as a working mum or dad, you simply aren’t going to be able to be everywhere. As a mother, in order to work flexibly, you will need to create a home situation where partners and other people can take the pressure off you. Balance is important. Do we need to change the narrative around part-time/flexible work and how do we do this? You can’t change a situation by ignoring it. Employers need to recognise that parents wanting to spend time with their children is not a situation that is going to go away. It does no good to box someone in the corner when they’re back from maternity leave and expect them to perform. You have to embrace people and help them by creating a culture of openness. Senior women need to help other women and men need to be more vocal about wanting to spend time at home. What would be the ideal working situation and what should we, as a society, be working towards? The workplace should reflect the world as it is and be a proper representation of society. If it fails to do this, we all run the risk of missing out. What we want to do for working mums, we need to do for working dads too, so the next generation can see both mum and dad helping out at home and going to work.
With 40 shops nationwide and a recent launch in the US, Sweaty Betty is one of the UK’s most successful and well-loved brands. Founder and CEO Tamara Hill-Norton has built the company from opening one tiny Notting Hill shop in 1998 to a global brand with a turnover of £31m. Here she tells us why flexible working and listening to the needs of your employees is vital to running a successful business. Why did you decide to set up Sweaty Betty? I’ve always had an active lifestyle. As a family we did lots of watersports and skiing, so it's in my blood. Then I moved to London from university and wanted to continue this way of life, but I realised there wasn't much catering to women. It’s a very bleak landscape for women's activewear (there was nothing on the high street, apart from a little patronising women's section at the back of men's sports shops). And there were hardly any independent fitness studios, it was mainly masculine gym chains - full of men grunting over weights. I wanted to reach out to women who had an active lifestyle. Whether yoga, skiing, swimming or running, I wanted to provide products that could be part of every woman’s wardrobe. How did you start the business? I had just been made redundant from my first real job. I took the opportunity to evolve the concept I had long been contemplating: As a sport enthusiast, I felt there was a gap in the fashion sportswear market on the high street - and I wanted to fill it. I started to work on a business plan with help from my husband Simon, now CEO of Sweaty Betty. He'd been to business school and had worked as a management consultant - and pulled together the numbers. I researched products and eventually found a site for our first shop, in Notting Hill. The company was initially financed by friends, family and the bank. The Weston family, major shareholders in companies such as Associated British Food and department store Fortnum & Mason and therefore with significant experience in retail, also have a stake in the business. By 2009 I decided to shift the direction and model of the business. Initially growing by selling other brands, I decided that despite the manufacturing risk, own label was demonstrably more profitable. As time has gone by, so this model has proved increasingly successful and Sweaty Betty now stocks everything from yoga wear to ski wear sporting their logo. What are your brand philosophies and how do they work in practice? Our purpose is simple: ‘To inspire women to find empowerment through fitness’. In 2014 we launched our values – 4 key statement that sums Sweaty Betty’s team. These values underpin everything that we do globally, how we behave and how we make decisions. We bring out the best in each other – We support, motivate & encourage each other to succeed and are honest and open in our communication. We push boundaries – We exceed expectations, push past our comfort zones & embrace change. We have a positive attitude – We have a positive and optimistic approach to everything and we celebrate achievements. We love what we do – We inspire people with passion and enthusiasm whilst always having fun. We also believe in this equation: Healthy & Fit = Happy! And we like to do things differently - we are a pioneering company, which aims to make a lasting contribution. We will do this by challenging conventional wisdom ‘style + performance’ ‘sweaty + betty’ ‘feminine + sporty’ Does Sweaty Betty offer flexible working/part-time roles and job shares? We have loads of part-time and flexible roles in our boutiques, which obviously is the bigger proportion of our workforce. At the office, we do have some part-time staff and we do operate flexible working hours, we haven’t any job shares but we would do it if it fitted the needs of the people involved and the business. Why? We strongly believe that happy employees make a better and more balanced workplace. So we try to make our employees the happiest as possible. How does it work in practice? We trust our employees, we give them flexible working hours, let’s say if some people rather leave earlier in the afternoon due to a long commute they can start earlier in the morning and that’s absolutely fine. Our working hours are not cut in stone. We encourage them to take the time to exercise so we’re fine with people leaving earlier to attend their spin class. We also often see lunch breaks turn into group runs or yoga sessions. Would you say that flexible working and listening to the needs of your employees is key to a successful business? Why and how? It definitively does, it’s important that employees feel trusted and that they can still have time for hobbies and time – a balanced work and personal life is key to a healthy living. What would you say to an employer who is considering offering flexible working or part-time roles? I would say that it’s worth it, I understand the apprehension of it but you’ll see the positive effects of this rather quickly. How many mothers do you have working for you and do you think they are attracted to working with you because of your flexible working practices? Nearly all of our employees are women so we have a lot of mothers indeed, just this year we’ve already seen the birth of 4 babies in our head office. I think they are attracted to the lifestyle and that their office hours can fit their childcare hours. Our philosophy is to empower women and working after becoming a mother is a key moment in a woman's life. Being a woman myself and knowing how difficult it can be for working mums I find it very important to support them. You’re a wife and mother of three children (and a beloved dog!) – how do you manage to juggle all of this and run a successful business? Whether it’s at home or at work it’s all about being part of great team and supporting each other. I also believe that having a positive attitude helps you deal with anything. Can you describe your typical working day? I leave the house at around 8:30 am and cycle to work along the river. We live in Acton and the office is in Putney Bridge, so it's a good five-mile bike ride. Monday is a very typical day, as I'm in the office. I spend the day catching up with various teams on everything from new product launches and weekly trade, to my blog and new catalogues. At 6 pm the team goes for a run led by one of our ambassadors, ultra marathon runner Annie Fouldes, and then we have a body conditioning class. When I get home I flop down on the sofa. We usually try to have supper as a family and then I'll catch up with some emails before bed. What has been the most challenging part of setting up your business? The beginning was stressful, I lost a lot of weight. I opened the first shop in November and my only staff member decided to quit, so I was left to run the entire store on my own over Christmas. I was working seven days per week and put myself under enormous pressure to deal with any problems on my own, without help. I was very proud and passionate, the business was my baby and I wanted to do everything independently. In hindsight, it was a great experience being on the shop floor: I learned a lot about the customer. But it was hard. After about a year I took up yoga and started running to keep me fit. At the time, I exercised at weekends, because during the week all I could think about was work. But now I exercise throughout the week and have learnt to switch off. Did you ever lack confidence? If so, how did you overcome this? I was being put under pressure to launch our own label as we weren't profitable enough selling other brands, but I didn't have the confidence or knowledge to know how to do this on my own. So, I started working with a talented consultant who was used to dealing with small growing businesses like ours and was able to set me on the right road and give me the confidence to carry on. Any advice for newly back-to-work mothers? Organisation is key, I would also recommend trying to find time for some personal time. Exercising and practising yoga really helped me deal with stress and my workload. Any advice for mothers who are thinking about setting up in business? I would say to them, that everything is possible with the right mindset and a bit of organisation. I always say that it’s really important to keep doing what you’re passionate about, the happier you feel, and the better mother you will be. What are your plans for the future? This year our main focus is our growth in the US market. We aim to open 5 new stores and open our first stores on the west coast. We are not going to change our concept; we’re still chasing the same customer. We know our customer really well and want to be able to follow her wherever she is. In terms of the UK, we have a plan to open more stores over the next three to five years, but a bit more gradually. We’ll probably see 50 to 60 stores maximum in the UK.
Owner of a small graphic design firm, This Ain’t Rock ’n’ Roll, Charlie Waterhouse, explains why he actively looks to employ mothers part-time. How did we ever used to get anything done? In the olden days I mean. Before the internet. When we had to wait in for bike couriers, or (God forbid) go to the Post Office. My game, Graphic Design is a non-stop to-and-fro between studio and client. Brief begets proposal, spawning response, rethink, re-supply and repeat refinement. All of which used to have to happen on bits of paper and board, presented in physical meetings or ferried from office to office. It made lead-times lengthy, and (if one goes back even further than the dawn of the ’net to a time before computers), involved a whole raft of different people, from secretaries and art directors to typesetters and reprographics experts. Today it’s possible for an individual to generate in minutes or hours what might’ve required several weeks, and several people. I’m over-simplifying here of course – new challenges and complications have arisen thanks to technology. We’ve had to learn how to do websites and all that gubbins for starters – but you get the picture: our industry used to be rooted in the physical, and now it lives very much in the virtual. Even printed items are often only printed (out) at the final stage. And what is true of the creative bit of the process is increasingly reflected in the organisational. Email instead of bikes, Skype rather than meetings; the mainstream manifestations of technology’s redrawing of our interaction are self-evident. But until recently such innovation was still rooted squarely in the physical reality of the office. And in full-time work. So desks grew computers; boardrooms got big chav tellies with cameras. Big servers sat in air-conditioned rooms to power all this innovation. And we continued to clock-in. Then, home broadband and wifi began to pull the rug from the thinking that the only place to be productive was at the end of a commute. The means of production existed outside the office. The physical ‘truth’ of work changed. Now, we keep track of job progress through amazing tools like Basecamp, or hang out in the virtual office that is Slack. In our office, we simply don’t need to be in the same place at the same time. While some of us choose to sit in a funny little office on the rather ancient Borough High Street, others call the wilds of Wales home. Tokyo even. We don’t have to be present to be able to contribute. All of which makes life a hell of a lot more flexible. Especially for parents. Parents have to deal with more than their fair share of the inflexible. Drop-offs and pick-ups; inset days, sick days – endless school holidays. Not to mention all the other inflexible parenting stuff. And by parents, I do of course mean mainly mothers. It used to be that part-time was as much defined by the detrimental time one wasn’t in the office. Not any more. So after decades of you-can-have-it-all nonsense, it does feel like it might just be possible for mothers to be taken seriously as members of staff – without the St. Peter-esque prerequisite of having to deny the family. A slightly more pragmatic you-can-have-a-reasonable-bit-of-this-and-a-half-decent-bit-of-that which feels more balanced, less compromised. It feels like the right thing to do too. Part-time working that encourages mothers reduces the power of the professional Bermuda Triangle that removes 30-something women from the workplace (not to mention the misogynist argument that women aren’t as valuable to the workplace because they have children). Plus, on a really basic level (and at the risk of sounding like a smug parent) I don’t think you really understand responsibility until you’ve had kids. Or is it that you don’t really understand what constitutes a hard day in the office? Dealing with difficult suppliers, moving deadlines, squeezed budgets (or any of the myriad challenges our modern work environment might throw at us) does more than pale in comparison to the demands of child-rearing – it hides whimpering in the stock cupboard until 5:35 and everyone’s gone home. Which is a rather long-winded way of saying: employ a mother and you employ someone who a) has perspective, and b) knows how to get a job done. Thanks to Charlie Waterhouse at This Ain't Rock'n'Roll.