We’re building a strong culture of empowerment and improvement

No one wants to work in a place where their ideas and opinions are never heard. At least we don’t.

William Hill is an organisation that people want to join and love to stay. We celebrate our colleagues’ differences, harness their ideas and creativity, and listen to and act on their feedback because what they think is important to us.

 

81%

say William Hill treated all employees fairly1

25 point

increase in employee Net Promoter Score

100%

we paid and retained all of our colleagues during the Coronavirus pandemic

 

William Hill colleague working at the Armley

William Hill colleague working at the Armley, Leeds LBO.

 

Our People Strategy
 

Our values


Eyes on the customer


Give a damn


Own it


On the same side


It'll do will never do

 

With feedback from our talented colleagues, we have recently refreshed our People Strategy. It ties into our values and aims to create a two-way, high-trust culture. It’s built around three key initiatives: Balance, Belong, and Build.

Balance

We all need to rest and disconnect to be able to perform at our best at work. But everyone is different, and there’s no such thing as ‘one-size-fits-all’ when it comes to work-life balance. Our first initiative, ‘Balance’, is about empowering our colleagues to work flexibly, in a way that suits them.

For our office-based colleagues, this means having the freedom to find the right balance between working from home and working in the office. For our shop-based colleagues, it means having flexibility around shift patterns and working hours and finding a suitable work-life balance. Unfortunately, working from home isn’t an option for our Retail colleagues just yet – but we will get back to you as soon as we have found a way to clone ourselves.

Work Life Balance

Belong

We believe that having an inclusive and diverse culture is vital for succeeding as a team. Our second initiative, ‘Belong’, is about how we celebrate our differences every day.

We’ve already made progress on diversity in the last couple of years. This includes achieving our initial targets of having 30% of women in our senior leadership population.

That being said, we know we have to do more. In 2020, 81%1 of our colleagues said they agreed or strongly agreed that we treat all employees fairly, irrespective of gender, age, race, disability, religion, or sexual orientation. Although this is an improvement from the preceding year, it’s not good enough. ‘It’ll do’ will never do for us, and we’re not happy until 100% of our colleagues feel that we respect, value, and celebrate everyone for who they are.

We don’t want to be known as a company that does the big talk but doesn’t take any action to turn it into reality. Therefore, we’ve made some significant changes that we think will help us increase our diversity and support our colleagues.

In 2020, we made Satty Bhens, our executive sponsor for diversity and inclusion (D&I). To find out where we are in terms of diversity and where we want to be, we did the first ever William Hill Census—a confidential and anonymous survey that collects demographic information such as identity and cultural and socio-economic background about our colleagues. We also created an advisory group called the ‘Same Side Forum’, made up of volunteers who are passionate about D&I. It’s there to represent our colleagues from across the business.

We celebrate our differences every day. It’s what helps us thrive and brings us together. Regardless of what makes you who you are, everybody can find a space they belong at William Hill. Focused on offering fair opportunities for all, before and after joining, we take diversity, inclusion and equality seriously. Truly on team, we are all on the same side.

Build

As they say, Rome wasn’t built in a day. Neither is a career, a strong team, or a business. But with the right opportunities and support, it’s more than possible. Our third initiative, ‘Build’, is about how we encourage our colleagues to grow and how we’re, in this way, building a business that’s better for everyone.

Build15 is where we actively encourage colleagues to find 15 minutes each day to prioritise learning. This could be listening to a podcast, reading an article, or taking time out to reflect and plan. As part of our ‘Build’ initiative, we’ve also launched an initiative called ‘Internals First’ that identifies talent and develops our own people to fill key roles in our business.

Lead and Learn

 

 

1 81% of employees, through our employee survey, say William Hill treats all employees fairly, irrespective of gender, age, race, disability, religion or sexual orientation.