Serving Happiness
Defining a new EVP and values for a customer service business whose colleagues identified more with the brands they served than the company they worked for.
The Challenge
FM Outsource's customer service colleagues worked across a portfolio of well-known consumer brands, names like Boohoo and Yodel with strong identities of their own.
The risk in that model is that people feel loyalty to the brand they represent rather than the business they actually work for. FM needed an EVP and a set of values that could cut through that noise and give colleagues a genuine sense of belonging to something bigger, one team, one culture, one identity.
Our approach
We spent a week embedded at FM Outsource's head office, running workshops, focus groups and stakeholder interviews to get to the heart of who they really were and what they stood for.
Rather than arriving with a framework to fill in, we listened first, letting the insight shape the strategy.
The Solution
The work surfaced a clear and honest truth about FM Outsource. Their purpose was rooted in making people happy, customers, colleagues, and the brands they served. That became the foundation for the new EVP. Serving Happiness.
The launch brought the EVP and values to life through a range of internal deliverables and signage. Alongside these, we developed the Wreck It Journal, a colleague development tool created in partnership with the in-house HR team. Inspired by the cult Wreck This Journal concept, it was playful by design but purposeful, a place for colleagues to document their year at work, reflect on their development and return to the values throughout.
It became a cornerstone of FM Outsource's newly launched development programme.
The results
The response from colleagues was immediate. Teams who had previously identified primarily with the brands they supported now felt connected to FM Outsource as a business, one team rather than many.
The EVP and values resonated across the workforce, and the journals were met with genuine enthusiasm, becoming something colleagues really engaged with rather than a piece of onboarding collateral that got forgotten.
"One team, one culture.
For the first time, colleagues felt they belonged to something bigger than the brands they served."
