At the centre of our PEEPs work is their function as people champion – with their chief role to be the employee voice. Our PEEPs do not have a performance management role: they are about supporting people in their personal development.
The PEEPs approach is not about communicating progress down waterfall style. Because we work in an agile environment with technology, we decided to take a similar approach with our people to ensure that if any changes need to be made, they will come from our people rather than by top-down communication.
Having PEEPs means that, in planning our business strategy, we will consider the views and voices of our people. If we're thinking about doing a new piece of work, the new system means we should already know whether it is something that will interest or benefit our people, be attractive to them, and encourage them to stay with us.
We believe that our people should be doing work that interests them. So, the PEEPs will ask people to reflect on where their careers are today, ask what they've enjoyed about where they are now and the kind of work they want to do.
Our team of four PEEPs (pictured) has already started working with our corporate development team to let them know what our people say they want. The corporate team will then go out and actively seek the kinds of work our people want. Our planning team will identify the people who want to rotate say every six months or who want to move into work with social impact.