BEROE
His approach to leadership is centred on the notion that outcomes are what should be measured – rather than the number of hours employees are working .
“ I really don ’ t mind too much about where people work and how many hours they ’ re putting in ,” Vel elaborates . “ Unfortunately , a lot of the world is still stuck in measuring input , but my personal belief is that flexibility is critical to today ’ s way of working .”
Focusing on outcomes has allowed Beroe to make a relatively seamless shift to remote working , with 80-85 % of the workforce now doing so .
What ’ s more , it ’ s now seven years since the company became something of a pioneer by transitioning to a four-day working week .
This followed a small experiment which detected a 20 % increase in productivity despite a 20 % cut to the number of hours being worked every week .
“ I think it ’ s reflective of our recognition that it ’ s ultimately not about the number of hours , but the quality of work or mental energy ,” Vel concludes . “ It won ’ t work for every industry or environment but , for us , where we ’ re primarily using our brains to deliver analysis , it seems to work well .
“ We also have a culture of learning and pushing employees in a healthy way to take on challenges they may not have done in other jobs .
“ I think the most important metric is that our attrition rates are the lowest in the industry . We ’ re very proud of the culture we ’ ve built .” supplychaindigital . com 61