GIC’s flex work principles
At GIC, we recognise that navigating this new era of flexible work is a continuous learning journey. We are thus committed to optimising hybrid work arrangements across our global offices to achieve better outcomes for all stakeholders, and marry the best of both worlds, onsite and remote.
Onsite interactions work best when performing work that requires brainstorming, iterative discussion and feedback. In-person engagements are also most effective for onboarding new hires who will find it much easier to build their network, meet colleagues and foster relationships for team bonding. It could also help to better manage blurred boundaries between work and rest.
Working from home enables higher productivity for activities that require deep focus and concentration, assuming a conducive home set-up. The time saved from commuting allows for more time with family and more flexibility in our schedules to accommodate other life priorities.
Rather than prescribing top-down rules, we have worked with a set of key principles that empower our people to take accountability for their work and personal goals. These principles also anchor us in our PRIME (Prudence, Respect, Integrity, Merit and Excellence) values, which provide a compass for how we deliver our work, drive organisational learning and build trust with collaboration.
The first principle, being adaptable amid changing circumstances, encourages our employees to embrace new ways of flexible working to sustain high performance and maintain an openness to learn and adapt to what is most effective. The specifics will depend on our individual roles and activities. For instance, some roles may require us to be onsite for fixed periods, while others may come to the office for team meetings but spend irregular hours at home to focus on analytical work.
As burnout is a common risk of hybrid work in our fast-paced environment, we also need balance to set healthy boundaries for work and rest. Employees who are well-equipped with the right technology tools, prioritisation skills, resourcing support and growth mindsets will be able to deal with stress points and manage work-life balance better.
This ties in with the third principle of connecting with others, which is critical for fostering meaningful relationships, communicating and building trust – a powerful part of the OneGIC culture. To begin with, we have introduced a baseline of three days a week in the office. Individual teams have the autonomy to pick which days, as long as they coordinate the same days to maximise interaction. The office remains the hub for where most of our collaborative work gets done, and where apprenticeship and culture are reinforced when people come together.
Optimising flex work is not the end goal, but a means to an end – delivering on outcomes. Each organisation needs to clearly delineate and communicate their desired outcomes, which can differ even for companies within the same industry. Our focus on results, not face time, will determine the appropriate measures of performance to assess the achievement of our KPIs and priorities. The flexibility applies to where the work is performed, but not to goals and performance targets which are consistently set high.
Our fifth principle focuses on energy. The best way to sustain long-term high performance is to thrive in an environment where we can be physically energised, mentally focused and emotionally engaged in things that matter. This will increase our resilience and enable us to perform better in all areas of our lives.
At GIC, we curate employee development programmes to holistically boost our energy and wellbeing, understand our strengths to encourage a thriving mindset, and stress biotypes to develop coping mechanisms. Wellbeing matters not just to individuals, but also extends to teams, as this is where people spend most of their time and where we make decisions for the business. For teams, we emphasise learning and innovation, honest conversations, goal alignment and meaningful relationships. Prioritising team wellness will allow our people to become more agile, inclusive, and consistent in delivering performance.
Ultimately, we will strive towards continuously improving our flexible work arrangements to deliver maximum performance while enabling employee wellness.