Having a flat structure and plenty of opportunities for everyone to have a voice. We’re collaborative by nature, which is why Build Together is one of our 6 Company Behaviours. We use a multitude of virtual and in-person tools and software to enable cross-functional collaboration and conversation, including Slack, and we bring our whole team together virtually every week at our 3pm calls to share what’s happening across the business and create opportunities for discussion.
We talk about it often, and have several employee-led communication channels for sharing the latest developments, successes and achievements. We don’t just talk about our strategy and how we’re progressing towards it, but we’ve even brought our product vision to life through fictional characters who represent our core customer audiences, so that we can tell their stories and showcase how our products and services might change their experiences in the near future. We work hard to ensure that every single Zoopligan can see a clear connection between what they do day-to-day and our Company strategy.
Giving everyone the space, opportunity and support to have a voice. We invite Zoopligans to share their personal stories on our weekly 3pm call cameos (e.g. on Transgender visibility day), in our 30-minute Z-Casts (podcast interviews), (e.g. Neurodiversity Celebration Week and Pride month) and we have supportive and safe spaces for conversation over Slack channels too. Our newly launched DE&I Champion Networks have created further communities of belonging for underrepresented groups, as voted for and led by employees. We regularly use Slido for discussions and Q&As with leaders on our weekly calls, and we run regular Company engagement surveys, and local pulse surveys.
We describe our culture as being an ‘upsizer’. We help small feet grow into big shoes by giving people plenty of autonomy, stretching challenges, the support to help them succeed and the confidence that we’ve got their backs. We have an in-house Talent Development team who offer manager and leadership development programmes, Upsizer workshops on critical soft skills (e.g. prioritisation, critical thinking, resilience) as well as ‘Build Together team workshops on topics like building psychological safety; We have career frameworks that outline the competencies required at each level in various disciplines or career paths and regular career conversation touchpoints and promotion opportunities throughout the year.
At Zoopla, we have Behaviours instead of values, because we believe that actions are more important than words. Our Behaviours and our EVP (our secret sauce) is weaved into every aspect of life at Zoopla, throughout the employee lifecycle, in our everyday language, in our performance management processes and recognition and reward schemes too. We evolved our behaviours in January this year when we built our EVP, involving over 100 Zoopligans, so they have been co-created by employees and rooted in the things that they love most about Zoopla.
Our weekly 3pm calls are a Zoopla institution, as are our regular Z-Casts, Learning Lunches and panel events with internal and external storytellers and experts on a whole range of topics. We’ve recently launched our Fireside Chat series; intimate conversations on sensitive topics such as the Menopause and Domestic Abuse. We also have a lot of fun, like with our very only festival Z-Fest which we launched last summer and hope to plan again soon. We even give teams their own monthly social budget, so they can get together and connect regularly. Our newly-launched Community Engagement Programme, and partnership with Crisis, is giving us even more opportunities to pull together as a team and create change that leads people home today, tomorrow and for good through fundraising, volunteering and supporting systemic policy change.
Leaning into difficult topics on our weekly company calls, for example talking about personal experiences relating to neurodiversity. Charlie is a very visible and approachable CEO and meets all of our new starters every month too. He is an expert in his field and provides regular clarity and direction, as well as industry insights, to help employees understand where we’re headed, how we will get there, and the potential obstacles we’ll need to navigate along the way.
Our Everyday Flex framework provides employees with the freedom and flexibility to decide when and where to do their best work, every day. As long as it works for their customers, and they are building conscious connections with their teams, we value performance not presenteeism. We know that this level of autonomy and flexibility is incredibly important for our working parents and carers in particular, as well as for commuters, mental health and wellbeing, balancing work and home commitments and for individual differences in working styles. We also offer a range of competitive benefits, including interest-free loans for moving home to fertility treatment, free Calm app memberships, fund matching on charity donations, and extra holidays like Birthday Day off, Move Day off and Digital Detox Day. We also have trained Mental Health First Aiders and a 24/7 employee assistance programme.
Everyday Flex was developed off the back of our collective pandemic experience, where we became 100% remote, and learnt – like many other businesses – how successful this can be and how important is to create a healthy work/home balance. During our enforced working from home period, we offered all employees a WFH allowance and shipped out much of our surplus office equipment to people’s homes to enable them to create an effective homeworking set-up. We continue to offer this for all new starters. This was also when our weekly 3pm calls started life, which we initially ran three times a week to help us collectively work through challenges and real time questions or concerns from employees.
We help people make intelligent home decisions. Renters, buyers, owners, sellers, browsers, dreamers, agents and builders – we’re here to take the pain out of the process for everyone. Our subject matter matters. And we’ve got irresistible momentum: leading three corners of the market and doing it with unrivalled strategic and financial backing.
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