At Earl Kendrick, employee wellbeing isn’t just a policy—it’s a way of life. In this Q&A, we explore how the company is building a healthier, more inclusive workplace through thoughtful strategies, flexible practices, and a people-first culture.
Q: How does Earl Kendrick define wellbeing in the workplace?
A: For us, wellbeing goes far beyond mental health awareness days or surface-level perks. It’s about creating an environment where people feel valued, supported, and empowered—every single day. Wellbeing is the lens through which we view everything, from flexible work policies to career development and community building.
Q: Flexibility seems central to your approach. Why is that?
A: Absolutely. Flexibility is one of our core values. We trust our people to work in ways that suit them best, which is why we’ve prioritised remote working and autonomy over rigid office-based schedules. Our most recent engagement survey returned a 100% score for “I value the flexibility the company offers”—a clear sign we’re on the right track.
We’ve invested in strong IT systems to make remote collaboration seamless. It’s all about enabling our team to do their best work on their own terms.
Q: What steps have you taken to promote inclusivity and support underrepresented groups?
A: Creating an inclusive environment is essential to employee wellbeing. One example is “The Job Share Pair,” which helps new parents—especially mothers—stay connected to their careers while maintaining work-life balance. We’ve also introduced enhanced maternity pay and flexible paternity leave.
Our evolving benefits, such as an upcoming review of life insurance offerings, are part of a broader effort to make our workplace more equitable and supportive for everyone.
Q: How does Earl Kendrick support career development as part of overall wellbeing?
A: Career progression plays a huge role in personal fulfilment and mental health. We’ve implemented a bespoke career framework and developed management training to ensure our team sees a clear, exciting future at EK.
Our recruitment is also smarter now—we use Personal Profile Analyses (PPA) to align talent with the right roles and partner with recruiters who understand the appeal of flexible, people-focused companies like ours.
Q: What are some of the ways you foster connection and community at EK?
A: Connection is crucial for wellbeing. We encourage ‘Walk and Talk’ sessions, where colleagues can step away from screens, get fresh air, and talk things through in a relaxed setting. We also do regular 90-day check-ins to identify anyone who might need support but hasn’t come forward yet.
Events like Propski, Proper Talk, charity football matches, and bake-offs bring our team together and build a sense of belonging. These moments of fun and connection are just as important as formal support systems.
Q: You’ve also made moves to support neurodiverse employees. Can you tell us more about that?
A: Yes—our partnership with the National Autistic Society has opened our eyes to how we can better support neurodiverse team members. In 2025, we’re launching Neurodiversity Month, featuring LEGO-based workshops aimed at enhancing communication and creativity. It’s part of our broader goal to create a workplace that welcomes all minds and working styles.
Q: What’s the role of the Entrepreneurial Operating System (EOS) at EK?
A: EOS has become a backbone of how we operate. It provides structure and clarity, helping reduce anxiety and making sure every team member has a voice. Our weekly IDS (Identify, Discuss, Solve) sessions proactively tackle challenges, reinforcing our culture of openness and continuous improvement.
Q: Sometimes wellbeing is about the little things. Do you agree?
A: Completely. Small gestures matter. Whether it’s a bowl of fresh fruit in the office or a reminder to get up and stretch, these small acts show our people we care about their health in a holistic way—not just during work hours, but in life.
Q: What would you say is the return on investment for focusing on wellbeing?
A: For an SME like us, the return on wellbeing goes beyond profit. It leads to stronger team cohesion, lower turnover, and better service for our clients. Our current engagement score sits at 76%, and while we’re proud of that, we’re constantly looking to improve.
Q: Final thoughts—what’s next for wellbeing at Earl Kendrick?
A: We’re never complacent. Wellbeing isn’t a checkbox; it’s an ongoing commitment. Whether we’re enhancing benefits, refining policies, or simply listening better, we’re always looking for ways to support our people more meaningfully. Because at Earl Kendrick, putting people first isn’t a strategy—it’s who we are.
