In a market like Guernsey, where there are more jobs than candidates, having a strong employer brand and employee value proposition (EVP) is absolutely critical to attract and retain talent.
I (James Le Gallez) am a Digital Nomad and Flexible Work Advocate. I also work in Ops for a well-known business, operating as an outsourced risk and governance consultancy, predominantly for financial services businesses in the Channel Islands and beyond.
What is a WFA Policy?
A “work from anywhere” (WFA) policy allows employees the flexibility to work from locations outside their typical place of work. This could mean working from home, another city, or even a different country, depending on the specifics of the policy.
The goal is to provide employees with the freedom to choose their work environment while ensuring business needs are met. For our company, this flexibility is crucial as it aligns with our operational needs and enhances our ability to attract a wider talent pool.
Why We Decided to Implement a WFA Policy
Local talent is scarce, making it essential for us to be competitive in attracting the best people locally. But as we expand, we also recognise the need to cast a wider net to find top-tier talent. Some of these individuals can be employed in their home countries, either trough our established businesses or through an Employer of Record (EOR) service. Others, however, may need to relocate to the Channel Islands on a license.
For those relocating, a WFA policy becomes crucial as it allows them the flexibility to return home frequently without using up their holiday allowance. Additionally, the nature of our business means our workforce is inherently dispersed. With a team of over 30 individuals, less than a third are regularly based in one of our permanent offices; most are either working from home or on-site with clients. Even client visits are becoming less frequent as our clients increasingly value results over physical presence.
The Challenges of Creating a WFA Policy
Creating a WFA policy was challenging because it’s still a relatively new concept, and many businesses that have such policies don’t publicly share the details. This lack of publicly available information meant we had little to reference. Many companies adopt a somewhat casual approach and operate under the radar, but as a compliance and risk business, we must ensure we’re doing things by the book and setting a strong example.
The level of risk varies depending on the employee, their contract type, and their intended location. For instance, an administrative staff member spending a week in Spain is a straightforward scenario, but a consultant who is an MLRO or mandated to be on-site at a client three days a week presents a much greater challenge. In these cases, we might have to wait until the contract ends or seek the client’s permission. We strive to be fair, which means avoiding a blanket policy across the entire business.
Every request comes with a unique risk assessment that we need to carry out, some more complex than others.
Key Components of Our WFA Policy
While we evaluate each request individually, there are several key rules that form the foundation of our WFA policy:
- A maximum number of WFA days per year.
- A minimum and maximum number of WFA days per trip.
- A list of checks and prerequisites that employees must complete.
- A list of pre-approved countries to streamline the process
These elements form the backbone of our WFA policy. Before we even conduct an individual assessment, these conditions need to be met as a baseline. Clear communication with staff is also crucial to ensure they fully understand the policy and can take full advantage of the benefits.
Lessons Learned and Future Plans
It might be tempting to let staff work remotely whenever they wish, as many smaller businesses do in lieu of formal WFA programmes. While this approach can carry relatively low risk if managed carefully, as a risk and compliance business, we have to set a higher standard and follow strict protocols.
Therefore, our process involves thorough checks to minimise our risk exposure, which can be quite labour-intensive. Looking ahead, we’re exploring SaaS solutions that could automate parts of this process to help manage risk more efficiently and speed up approvals. Our aim is to strike the right balance between minimising risk and avoiding excessive red tape that could bog down our staff.
So, Should You Do It?
In short, absolutely. The most important factors to consider in your WFA policy are:
- Fairness
- Compliance
- Flexibility
There’s no one-size-fits-all solution, and as this is still an emerging area, experts are hard to come by. It’s essential to be transparent with your staff and make it a collaborative process. Be clear that the policy is subject to change based on the needs of both the company and its employees.
Some may choose to ignore this trend, but the statistics are clear: hybrid and remote work are growing at an exponential rate. If you want to retain your current staff and attract top talent to continue growing your business, you need to provide the freedom to choose.
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