Equinix has created a well-established culture of flexibility where its work-life strategy is needs-based, in an effort to offer maximum flexibility to employees without compromising day-to-day business operations. It believes in cultivating a ‘happy and healthy workforce’, thus nurturing a team of highly dedicated and motivated employees who will go the extra mile.
Industry: Information & Communications
Employment size: Above 200
Employment profile: Operations, finance, legal, administrative and IT personnel
Featured work-life programmes:
the Executive Summary.
Flexible Work Arrangements
- Staggered time
- Temporary part-time work
Employee Support Schemes
- On-site company gym
- Health and fitness programmes
The management of Equinix Singapore (Equinix) believes that happy and healthy employees can deliver better business results; employees who are in optimum physical and mental health are likely to be more efficient and engaged at work, thus making a positive impact on the organisation’s bottom line. This belief underpins the work-life programmes at Equinix.
The leadership at Equinix believes that organisational culture must be set at the top of the hierarchy, in order to be effective. They model good management practices and encourage their immediate reports to tap on flexibility solutions. This creates a ripple effect that trickles down to employees and the work-life culture becomes embedded in the larger organisational culture and values system.
Senior management has a well-defined set of criteria for evaluating long-term flexible work requests. This helps in the management of a mobile workforce and avoid potential misuse of flexible work arrangements (FWAs). Equinix also trains its managers and supervisors to manage a mobile workforce.
The positive trust culture within Equinix is a critical factor in its work-life success. The philosophy of creating a ‘happy and healthy workforce’ underpins the work-life programmes at Equinix. It has a well-established culture of flexibility. The work-life strategy at Equinix is needs-based, operating on a case-by-case basis in an effort to offer maximum flexibility to employees without compromising the day-to-day business operations.
Transparent and expedient communication is practised across the organisation, which enhances their overall work-life strategy. When employees are placed on FWAs, members of their team are informed ahead of time. This minimises misunderstandings and potential claims of preferential treatment.
New hires are introduced to the company’s work-life culture as part of the orientation process, enabling them to assimilate well into the work-life culture at Equinix. Annual staff satisfaction surveys, focus groups and feedback mechanisms are also in place to continually refine current work-life practices.
Equinix has developed a performance matrix to manage its mobile workforce and accurately assess their performance. Some key characteristics are:
- Performance assessment based on set measurable targets and objectives and not the number of hours worked
- Performance reviews structured as an on-going process through the entire year
Equinix has seen significant tangible returns from its work-life strategy such as:
- strong business growth of 30% per annum
- medical leave-taking decreased by 30%
- low turnover rate of 3-4%
- 30% of its employees have worked for more than 10 years
Equinix has achieved its aim of creating a work environment in which employees can 'work and have fun'.
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This case study was first published on the former Employer Alliance website.