Turning data into action the Virgin way

We have recently unveiled a new benefits package at Virgin HQ – a complete shake-up to ensure we are recognising the diversity of modern life and giving our people the choice and flexibility they expect.

While I’m proud of the result, the biggest achievement has been the approach. As leaders, we often feel that big, meaningful decisions happen behind closed boardroom doors. In reality, the most successful decisions are made collaboratively with our people.

Replacing a legacy benefits package that many people felt attached to was always going to be complex. But by involving our people in every stage of the decision-making process, we reimagined and relaunched our benefits in just two months with no extra budget and in a way I can confidently say is more meaningful for everyone.

Change can be daunting, but here are three lessons from our journey that can apply to any business transformation. First is the power of data to build a case for change. Having hard facts is essential to building an objective case for change.

On paper, our package looked progressive, generous and even market-leading. But the numbers told a different story. A quarter of our benefits had less than 5 per cent take-up, meaning 95 per cent of our people weren’t using a quarter of what we offered.

A great example was our primary carer leave. These family-friendly policies were weighted towards longer-serving employees; recently recruited top talent was missing out.

What’s more, only 24 per cent of our people identify as working parents, meaning the majority saw no value in the policy. Meanwhile, we didn’t have anything specific to support the 34 per cent of our people who identify as working carers.

This data told a clear story and enabled us to build a clear case for radical change. We used it as the starting point to inform our decisions, bring leaders on board and communicate with our people.

Second is the power of transparency to build trust. Information is power, but too often leaders hold it back, fearing it might be used against them or slow things down. From the outset we chose transparency, putting the facts in people’s hands and inviting unrestricted ideas and feedback.

We dedicated a week to share, listen and challenge our assumptions. Together, we openly addressed fears of change and asked our people what mattered the most to them – and why. This empowered everyone to think creatively and led to some wild and wonderful ideas that we followed up on through focus groups and surveys.

Key to success was having multiple touchpoints where colleagues could engage, so everyone had the chance to contribute, although of course some naturally chose to lean in more than others. We shared these insights on our intranet so people could see we were taking their feedback into account and using it to shape the next stage of the process.

Crucially, we did this for more sensitive issues too, inviting our colleagues to join us in weighing up even the most emotive potential changes. Knowing opinions would be divided, we went back to the data and invited open discussion on topics such as whether those with long service, or in more senior roles, should have less, if it would enable other team members to gain more.

We followed this up with drop-in sessions and online surveys – and shared our findings transparently. While 46 per cent of people would support those with longer service or seniority having less, the real concern from those who weren’t initially supportive was the need for reassurance that time would be given to plan for this change. This was valuable insight that we wouldn’t have gained without the honesty and openness we encouraged.

Third is the power of inclusion. What came through loud and clear from our research is that our people didn’t want a one-size-fits-all approach. At Virgin, we’ve always recognised that people are our greatest asset. Our new benefits offer the flexibility to do that, while reflecting the real lives and needs of our people.

We’ve introduced “Loved Ones Leave”, which offers all employees equal, market-leading paid time off to manage caring responsibilities and major life transitions – whether for a baby, older child, parent, partner, sibling or housemate. “Screw It, Let’s Do It” is a personal budget that colleagues can choose to spend in a way that suits them. “Rest Rest” is a total shutdown over Christmas.

There is also an uncapped bereavement policy and health inclusion fund; fertility and reproductive health support for all; in-person and virtual therapy sessions; and so much more.

It’s been an energising reminder that the most powerful change happens when you make it with your people. So, next time you’re facing a challenge, particularly one that will impact your people, I challenge you to invite ownership, give the power to your people and bring them on the journey with you.