Royal Pharmaceutical Society – sustained implementation of hybrid working
We supported the Royal Pharmaceutical Society (RPS) in the development of a robust hybrid working strategy, resulting in a highly integrated, step-by-step roadmap to move from the concept of hybrid working to a smooth and sustained implementation.
The situation
The Royal Pharmaceutical Society is the professional membership body for pharmacists and pharmacy students in the UK. Established in 1841, they are responsible for promoting pharmacy in the media and government, publishing medical information and supporting pharmacists in their education and development.
Having conducted a number of internal surveys that revealed a strong appetite for hybrid working within the organisation, the RPS was looking to develop a structure that would support their plans to adopt a more home-centric model across their London, Cardiff and Edinburgh offices.
Our approach
We carried out a detailed suite of exploratory activities enabling the development of a robust, bespoke hybrid working framework for the RPS. This framework provided the organisation with guiding principles as well as a highly integrated, step-by-step roadmap that covered all of the activities needed to get from the concept of hybrid working through to the successful implementation of the policy. This included change processes, reforms to HR policies, a ‘workplace experience’ definition and space models all based on tangible evidence and science.
We began with our discovery process, which was honed to align with the RPS’ culture and drivers. This used online work and productivity profiler surveys to allow all voices in the organisation to be heard. Alongside these surveys, we conducted a series of focus groups to gain a forensic understanding of the RPS’ business functions. Leadership workshops provided the business perspective used to build the framework. This in-depth research yielded strong insights into the workplace experiences of the RPS’ employees and the processes, technology and culture of the organisation as a whole.
As the project progressed and the RPS’ own ideas began to evolve, the project scope broadened to include the design of the ‘workplace experience’. Our dynamic space modelling tool provided the RPS with a clear and measured indication of the types and volumes of spaces their employees would need to support the organisation’s new hybrid working model.
