How we work at
Grant Thornton.
At Grant Thornton, we never settle for doing only what’s easy; our culture is all about looking beyond that to understand what’s right - right for the firm, right for our clients, right for society and right for the people who work here. This guide should help all of us deliver our best work, while achieving the right balance in our lives thanks to our flexible, family friendly and supportive culture.
We go beyond your expectations to provide a unique place to work, grow and thrive.
Work is no longer a
place; it’s what we do
Our framework ensures that when we are making choices about how, where or when we work, we have the support and tools we need to ensure we do the right thing. This way of trust-based working, driven by responsible people who have the best interests of our firm and our clients at heart, will help us all feel equally valued and included, able to achieve even more than we thought we were capable of in work, and supported to live life to the fullest outside of work. On top of that, we’ll support the communities we both live and work in, and build a more sustainable and resilient firm for the future.
Please note that you’ll need to be logged in to the Grant Thornton network to access some of the links on this page.
Why we work flexibly
Flexibility in where, how, and when we work to deliver the best results for our clients.
This short video tells the story of why we believe trusting our people to decide how, where and when they work, combined with our more effective use of digital technology, will help us get the best from ourselves and each other. It was created in 2020, just after the first nationwide lockdown and continues to be relevant today.
Follow the stories of some of our people who are achieving a healthy balance that works for them, their colleagues and their clients, by following the framework set out in this guide.
Sam is a Senior Audit Manager who values being able to balance his time between client work and his three young children, allowing him to be more involved in their lives than would otherwise be possible.
Charlotte is a Tax Manager who is striving to strike the right balance between a fulfilling work life and a healthy, happy home life.
Georgie is a manager in Transaction Advisory Services who recently returned from a period of maternity leave. Flexible working allows Georgie to have a career in transactions whilst being a hands-on mum.
That is how it should be.
This is what it means to be a flexible employer
Where you work
Wherever you work from, the chances are you'll need to regularly communicate with people in other locations. Hybrid working is about making those interactions seamless and just as productive as if in-person. It's our individual responsibility to develop our skills in this area – both communication and technology skills – and within this guide we provide you with many of the tools and resources to help.
How you work
We each agree to work a contractual number of hours per week. And while 9.00am-5.30pm remains our core operational hours of business, how you work your contractual hours throughout any given week should be the result of a decision made by you and your people manager, considering your workload and the best interests of your clients and colleagues. We call this agile working, and communication and transparency is key. Your working patterns are likely to vary week by week, so use the tools available to you to let people know where you are.
When you work
We all have different needs and preferences regarding when we work. At Grant Thornton we try to be as flexible as we can to empower our people to work when they want to deliver what’s needed. We encourage you to speak openly with your people manager about when you work. In most cases, flexibility needs are managed informally in line with our agile working practices, as set out in this guide. In some situations, for instance if you are considering compressed or reduced hours, you may need to make a formal request under our Flexible Working Policy to contractually amend your working hours. If your request is agreed, your terms and conditions of employment will be changed to reflect your new working pattern. Read more about this on SharePoint.
Guiding principles of how we work at Grant Thornton
By adopting these principles, we will create a more sustainable firm for the future and maintain an inclusive environment to grow for our people and our clients.
Our approach to how
we work is agile
Our approach to how
we work is agile
It is not fixed. We continue to learn and adapt as we go, taking the best of how we worked before and since the start of hybrid working. This second version of the guide incorporates all our learnings to date, and we welcome ongoing feedback about how we can work better together.
Our framework is a guide
It should inform discussions and help you make decisions about how, where and when you work, but it cannot govern every possible situation. Decisions will often need to be taken at a local level considering the needs of the firm, the service line, the team or the individuals involved.
Our framework is
a guide
We are inclusive
We are considerate of ensuring all voices are heard, and consciously strive to include those who may be less visible due to their location, working hours, non-work commitments, seniority or background.
We are inclusive
Our office spaces are the centre of gravity for the firm
We come here to meet, collaborate and build relationships, and these are the spaces where we can learn from each other and develop knowledge and skills. We do most of our focused work and virtual meetings from home or other locations, working out loud so that we keep the conversation going.
Our offices are the firm's centre of gravity
We trust and support our people to work where and when they need to
Most of us work between 1-4 days per week (on average) in the office or at a client site for collaboration and project work, and the rest of our working week from home or wherever we need to work to deliver what is expected of us. Sometimes, we will be expected to spend more of our time together in person – wherever that may be – for instance during projects, assignments or if you need to learn in-person, on-the-job. Conversely, during quieter periods, that balance will shift as demands on your time change. When we are apart, we are transparent about our availability during traditional business hours so that clients and colleagues are always able to reach someone if we are unavailable.
We trust and support our people to work where and when they need to
We care about the wellbeing of our people
Wherever our people are working, we offer hardware and support to ensure safe remote working, along with access to guidance and resources to support mental and physical health.
We care about the wellbeing of our people
Our priority is to deliver value to our clients
We will deliver value to our clients through a high-quality and consistent client experience, no matter how or where we work.
Our priority is to deliver value to our clients
The framework in action
The framework in action
How we work
The framework in action
Workplace why
How we work
The framework in action
Workplace why
Framework for how
we work in action.
When choosing how and where we work, we stay connected to the firm, and do the right thing by our clients, our team and ourselves.
Workplace why
Workplace why
How we work
The framework in action
Workplace why
How we work
The framework in action
Workplace why
Stay connected to the firm, your team and your clients
Plan
Prioritise personal planning
Balance when you work
Hold inclusive meetings
Agree delivery deadlines
Connect
Communicate clearly
Check in regularly
Work out loud
Reflect
Balance where you work
Work safely
Collaborate effectively
Consider your impact
Plan
Prioritise personal planning
Build sufficient time into your working week for personal planning and admin – just 30 minutes could be enough. Think about where you’re going to work, when, how you’ll get there and how you’ll use your time productively. Check your transport options, book desks and meeting spaces and ensure the people you’re planning to meet in person have not changed their plans.
Do
Don't
Expect everyone to ‘eventually come back to the office’. Our firm is committed to working in this flexible manner, and we believe it’s fundamental to creating an inclusive environment to grow.
Further guidance
Which tool to use when?
Book desks and meeting spaces: Condeco
Travel and expenses policy
Dayshape resource management system
How this might work
We need to be organised and intentional in how we structure our working day and week, and deliberately plan where and when we work. Each week is different to the last, so ask yourself:
• When and where are your meetings taking place? Do you need to be there, or can you join virtually?
• When will you do your project work? Focused work? People management? When is your most creative time, or the time you’re most
likely to innovate?
• When and where will you spend time with your clients and colleagues this week?
You might need to book travel at specific times to avoid high fares or congested public transport.
You will need to book desks, meeting spaces and parking in advance if you’re visiting the office.
Many clients will have similar booking systems, so check before you visit.
Balance when you work
Work when is best – but be contactable or transparent about any lack of availability during your contractual working hours (typically 9.00am-5.30pm) on your agreed working days.
Agree your working pattern with those whom it may impact and respect the fact what works for you, may not work for others.
Go offline during business hours leaving colleagues or clients unable to reach you, and unclear about your availability.
Do
Don't
Further guidance
Set an out of office message from your Intune activated device (BYOD smartphone or tablet)
How to indicate your availability, location and working hours
Set up mobile apps to help you work on-the-go
How this might work
If you need to be away from your laptop for an hour or two for personal reasons during your contractual working hours (typically 9.00am-5.30pm), keep your work or BYOD smartphone with you, so that people can reach you on the phone or via Teams.
If you will be uncontactable during those hours for any reason, let your team know, mark this in your Calendar and if necessary, update your voicemail and Out of Office message on Teams and Outlook so colleagues and clients know you’re unavailable.
If you have agreed a contractual change to your working pattern and work a set number of days per week, or a set number of hours per day, there is no expectation for you to be contactable during your non-working time, unless pre-agreed.
Hold inclusive meetings
We all spend a lot of time in meetings. First, ask yourself if you need to conduct another meeting. If the answer is yes, ensure you make it inclusive to all involved.
Ask everyone (colleagues, clients or third parties) to come to the office for a meeting that could be effectively conducted in a hybrid manner, or 100% remotely.
Do
Don't
Further guidance
How to run an effective hybrid meeting
Use Teams to run breakout groups
How to make all meetings more inclusive
How to run more
productive meetings
How this might work
Having a meeting should be purposeful and include the relevant people to either make a decision, plan of action, provide information or move things forward in some way.
It can become easy for our days to get full up with meetings, leaving little time to focus on delivery. If you are setting up a meeting think about who really needs to attend – and if you are invited, challenge yourself as to whether you need to be there and if that will add value.
Keep the meeting time focused on the desired outcome by sharing resources or pre-reading in advance.
Agree delivery deadlines and stick to them
By managing and planning our workloads well, we will deliver the work we commit to in the timeframes set out. This is a vital component of flexible working, because when you’re not always working in the same place as your manager, ‘what’ you do becomes much more important than how long you spend doing it or where you do it from.
Expect your people manager to manage your time for you.
Do
Don't
How this might work
Setting expectations is important. Your stakeholders will usually be more focused on output, rather than the time you spend in the office at your desk. Frequent communication between all parties, and particularly with our clients, can help manage expectations when a deadline extension might be needed.
Did you know? It’s not against our policy to have a second job, or other commitments including voluntary roles elsewhere. However, if this is relevant to you, you must talk to your people manager before making any commitment, and be transparent about the time requirement so we can work together to ensure you achieve the right balance and deliver what’s expected of you here. You’ll also need your practice leader or business leader’s written consent prior to taking part in any other work.
You should record any additional employment that has been held in the last two years, or is currently held, in your Annual Declarations. You can learn more about this on our Core Manual.
Work out loud
Meet and collaborate with colleagues and clients using online channels, groups and communities.
Work on documents and projects offline, without being in regular contact with clients, colleagues and stakeholders.
Do
Don't
Further guidance
Working out loud
Use Teams to collaborate on a project
Collaborate with
clients in Teams
How this might work
Working out loud is about working and communicating in an open way, using digital technology like Teams or live document editing in OneDrive. It’s about taking the benefits of working in the office – a quick word over a colleague’s shoulder, a nod of reassurance from your manager, a conversation across desks – and making sure they happen online too. Taking the conversations and interactions we have in private and creating corporate memory that can benefit anyone who needs to see it.
Communicate clearly
Agree when and how you will communicate with clients and other stakeholders to set expectations. This includes Grant Thornton global member firms. Many will still be grappling with new ways of working and will appreciate the certainty this brings.
Assume clients and third parties work in the same way we do.
Do
Don't
Further guidance
Use Teams to collaborate on a project
Collaborate with clients in Teams
How this might work
We know from the feedback we receive from clients and stakeholders that communicating frequently with them is valued and appreciated.
We want to ensure all our clients receive a joined up and consistent experience of working with us. However, with different team members working in different ways and on different days, this can present a challenge. If the engagement team takes responsibility for this by agreeing a preferred approach to working with clients up front – and then reflecting on how successful it was post-engagement – we can manage client expectations and continuously refine our approach.
Connect
Check-in regularly
Connect with clients and colleagues regularly to maintain strong working relationships and provide support.
Work in isolation without being in regular online or face-to-face contact with your colleagues and stakeholders.
Do
Don't
Further guidance
Working smarter remotely
How this might work
We are a people business, and strong working relationships and networks are fundamental to our success. Actively involve others in your work to ensure that new or junior colleagues are learning from your experience. This could be as simple as optionally inviting people to client meetings for the experience, even if they don't have a specific role.
Consider your impact
Be mindful of your impact on your colleagues, the firm and the world around you.
Travel, print and over-use consumables such as stationery, where digital alternatives are available and suitable.
Do
Don't
How this might work
PEOPLE: Think about your personal brand, how you appear in person and on virtual meetings, and how you represent the firm. Inspire others’ confidence in yourself, your team and the firm. Dress for your diary. If you’re not working in the office but have important meetings, consider how you can manage the risk of interruptions during these times.
PLACES: Choose to minimise your travel, optimise your use of technology, and try to use our workspaces for collaboration and relationship building, rather than solo working. During your time spent working from home, break up the day by getting outside if you can, and try to support your local community.
THINGS: Think of Microsoft OneNote as your paper and pen. It’s a digital notebook that we can carry everywhere with us – on our laptop and smartphone – and all notes can be either private or shareable, depending how you set it up.
Collaborate effectively
Meet with colleagues in the most effective way using the technology and workspaces available to you.
Respect others’ boundaries, particularly with regards to working patterns and availability.
Call an in-person meeting for every interaction.
Do
Don't
Further guidance
How to run an effective hybrid meeting
Use Teams to run breakout groups
Video conference device availability
Hybrid video meetings – Microsoft Teams Room
Quick Start Guide
Use Teams to collaborate on a client project
How this might work
Spend time understanding the benefits of different spaces and different technology, so you choose the best medium for the outcome you seek.
Work safely
Work where you need to, but always work in a safe and secure manner that puts the integrity of firm and client data first.
Work where you need to and use the resources available to look after your mental and physical health.
Travel at times and work from places where you feel safe.
Work on sensitive or confidential matters in public spaces or on public and unsecured networks.
Spend more time than you need to in an unsuitable home working environment because of pressure from your manager or colleagues. If this happens, speak to your Health and Safety representative or the People Services for support.
Travel to places and during times of the day that make you feel unsafe or uncomfortable.
Do
Don't
Further guidance
Data protection policy
Information security policy
Confidentiality policy
Psychological wellbeing resources
How this might work
If you need to be away from your laptop for an hour or two for personal reasons during your contractual working hours (typically 9.00am-5.30pm), keep your work or BYOD smartphone with you, so that people can reach you on the phone or via Teams.
If you will be uncontactable during those hours for any reason, let your team know, mark this in your Calendar and if necessary, update your voicemail and Out of Office message on Teams and Outlook so colleagues and clients know you’re unavailable.
If you have agreed a contractual change to your working pattern and work a set number of days per week, or a set number of hours per day, there is no expectation for you to be contactable during your non-working time, unless pre-agreed.
Balance where you work
Work from the office between one and four days per week. We are adapting our office spaces to be more conducive to collaboration, enabling you to be more intentional about where you spend your time. You can already see this in places like Manchester, Birmingham, Oxford, Reading, Southampton and Leicester, which all have fewer traditional desks and more collaboration and social spaces.
Work permanently from home without having a homeworker agreement in place. There are many reasons for this, including tax implications. We believe that only a very small number of roles are suitable for 100% homeworking, and most of us should work within the boundaries of the framework set out here, so we can benefit from both homeworking and working from the office.
Work in the office five days each week (unless you work in a team/role that requires this, for example front of house or facilities).
Work from another country without getting prior authorisation.
Do
Don't
Further guidance
Flexible, agile working and job sharing
Remote working overseas policy
How to indicate your availability, location and working hours
How this might work
We may designate some roles as home-based in future, but most of us, with the exception of some office-based roles and existing homeworkers, will be expected to work in line with the framework.
A connection to our office spaces and the people within them is critical, ensuring that our culture continues to thrive, without risking the creation of a two-tier system.
Balancing where we choose to work is vital to the success of how we work.
When should you come to the office? When should you work from home? Check out ‘Workplace Why’ below.
Reflect
Create your own home office
Homeworking assessment
Find your local health and safety officer
Support Portal
Further guidance
How to run an effective hybrid meeting
Our volunteering policy
Workplace why
How we work
The framework in action
Workplace why
Choose your workplace depending on your needs. Use this diagram to help you decide where to work on any given day:
Learning indirectly
Touchdown desk
To innovate
Project desk or meeting room
To feel part of
the firm
Touchdown desk
Office
Home
Third space
To meet
with people
To be with your teammates
For an in person
workshop
Reading or
studying
Personal planning
For privacy
Administration
Extreme transport or
weather challenges
Routine tasks
Analysing data
Writing reports
Learning directly
tips for working effectively
away from your colleagues
Create the safest, most effective homeworking setup you can
Being as safe, comfortable and productive at home as in an office means you need similar tools and equipment.
Create your own home office, you can order a keyboard, monitor, desk and chair from the Support Portal to help you prevent neck, arm and back pain.
Learn about and practice asynchronous working
Asynchronous work is the superpower of remote work. It empowers us to do deep focused work without distractions.
This allows us to maximise the benefits of remote, have more control over living, and do our best work.
Read more
Work out loud
This ensures we can function well as a team, no matter how disparate we are.
By documenting everything we do and making it accessible on our Teams spaces, we ensure that knowledge is stored in the corporate memory and won’t get lost when people when people move on.
Learn more and check out your work out loud score
Communicate clearly and frequently with others
Ensuring everyone knows what is happening and where things stand takes concentrated effort when working apart.
Communicating regularly on channels like Teams, and using a shared OneNote, will help keep your colleagues up to speed and on the same page.
Read more
tips to achieve a healthy
balance when working flexibly
Most of this guide has explored ways of working, but this section is different. It’s designed to make it easier for us to relax and switch off from work, helping us achieve a healthy balance in our lives. It's not our place to tell you what to do with your free time, but it’s incumbent on the firm to encourage you not to spend it thinking about work. To learn more about the impact of ruminating about work in your spare time, and some tips to help you truly switch off, invest 12 minutes watching this TED talk from psychologist Guy Winch.
If your laptop and smartphone are constantly seeking your attention with a plethora of notifications and alerts, it can sometimes feel like getting things done is impossible. What's worse, it can lead to a feeling of being overwhelmed. Try this series of simple tips to get time back by taking control of your notifications, without missing what is important to you.
Read our tips
Take control of your notifications
1
Taking breaks from work is important. Most of us have now blurred the boundaries between work and home life and can often find ourselves working through lunch and only breaking to grab a drink or something to eat.
Take control of your time: Block out a lunch break and try to use it for something rewarding – even if that’s a conversation with a colleague, friend or family member. If you’re working at home, connect with people locally. Social time is important and helps give your mind a rest. You can use your Outlook Calendar to block time for short breaks away from your screen, focused work, exercise and connecting with colleagues too.
It’s also important for our minds that we have a transitional activity that marks when we start and stop our work. Try the Virtual Commute feature in Microsoft Viva Insights, which helps you switch your mindset away from work at the end of the day.
You could split your homeworking space psychologically to great effect too, ie a rug on the floor or a table by the window could mark the ‘work space’, so when you step away you know you’re ‘leaving work’.
Set your boundaries
and stick to them
3
Get out, keep fit and healthy, and get some fresh air every day. If you’re not walking as part of a daily commute, ensure you build some daily exercise into your weekly planning. We all have access to many physical fitness services which are detailed on our Health Hub, including Lift Your Wellbeing, the AXA Wellbeing Hub, the Spectrum Life Employee Assistance Programme (EAP) and Anytime gym discounts.
If you are able to,
stay active
2
How we work
The framework in action
Workplace why
Useful links
We’ve developed a more formal policy that sits alongside this guide to how we work. It provides further information on the different types of flexible working, including key responsibilities and requirements to ensure everyone is working in a safe, healthy and effective way. You don’t need to read it cover to cover, but do reference it if you have questions about how we work that are not covered in this guide.
Our How we work policy
If you’ve got a question, see if anyone’s asked it already: Read our FAQs
Ask a question about how we work
Share your feedback on the guide
Ask a question
Read our guide to people management
People manager hub
People manager FAQs
How to lead a remote team
People policy directory
People manager development programme
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