PEOPLE CASE STUDY: Helping our employees achieve their potential »

Flexible working practices provide substantial benefits to both the firm and to the individual. Organizations that adopt flexible working practices can expect to see improvements in the attraction and retention of talent, reduced levels of absenteeism, boosted productivity and improved relationships with their employees. On the staff side, they allow individuals to flourish in their lives outside the office, spending more time on those things that matter most to them. Sanjay Bajaj, the Managing Director of the JLL office in Pune, India, illustrated these benefits with a real life example: “During the recruitment process it was clear to me that Manisha had a great deal to offer to our business and to our clients. Consequently I offered her the role of Assistant Manager and Manisha joined JLL India in the Pune office in February 2008.

“After joining our team, Manisha took some time to find her footing and settle in the role. For example, she felt her skillset and background, which was rooted in finance, was not transferrable to the marketing and promotion of a project. After a number of discussions, we worked together and found an ideal balance between her skillset and the responsibilities of her role. By doing this, Manisha was able to bring her keen financial insights into our client engagements. This provided a strong differentiator for JLL and also served to boost the skills available within the team.”

Manisha reflected on some of the pressures that balancing family life with work can bring: “In 2012, I was blessed with my first baby, a little boy. Following my maternity leave, JLL provided options that would help me to maximize the time I got to spend with my young family while being able to fully meet the requirements of my role. Ekta Acharya, Head of Markets in Pune, played a vital role in this, allowing me to focus on performance and delivery with the flexibility to work from home as needed.”

Sanjay picked up the story again: “Following the birth of her second child in 2014, Manisha continued to maintain contact with her clients and consistently delivered exceptional results. JLL was keen to support her and so we worked together to create an arrangement that introduced flexible working practices. This enabled Manisha to continue her excellent performance whilst taking care of her responsibilities to her family. This was extremely beneficial as it sustained and nurtured talent within the firm and at the same time met the dynamic and variable requirements of her personal life.”

Sanjay also said: “Client engagement and relationship management are Manisha’s key strengths. This combined with her keen understanding of a client’s business and curiosity to learn has allowed Manisha to successfully build excellent relationships with some of our largest clients. Manisha has since engaged and transacted with many clients, supporting JLL in fulfilling their real estate requirements. To her credit, she has built up a strong portfolio of diverse transactions and clients across different industries. Manisha played a significant part in helping to deliver the largest leasing deal in the history of Pune.”

We seek to create a work culture that values diversity, recognizes and rewards talent, develops skills for tomorrow’s challenges and fosters good health, safety and well-being.

Health and safety
We regard the health and safety of our employees and our business partners as being of the upmost importance. In 2015 our Recordable Incident Rate (RIR), a measure of recordable illness and injuries per 100 full-time employees per year, fell to 0.72 in 2015, a reduction of 17% compared to 2014. Days Away, Restricted Duty and Transfer (DART), a measure of recordable illness and injury per 100 full-time employees per year that resulted in days away from work, fell to 0.50 in 2015, a reduction of 23% compared to 2014. We have invested, and continue to invest, in the health and safety of our employees, clients and suppliers, as shown by our over 270 full-time health and safety professionals.

The real prize is our people and business partners experiencing no harm or injury. Tragically, we failed to achieve that goal in August 2015, when one of our mob ile technicians lost his life in a road accident. Additionally, we are saddened to report that three contractor fatalities occurred on contracts where JLL was involved during 2015. We take these matters extremely seriously and are working to ensure that our approach to health and safety meets the highest standards, including the introduction of a new Global Health and Safety Policy and the creation of a committee tasked with leading the organization through the next phase of its health and safety journey. JLL’s 2015 Health and Safety Report will be available shortly here.

Attracting and retaining the best talent ensures that we maintain our competitive advantage and offer the best possible level of service to our clients. JLL regularly undertakes surveys of our employees so that the company is able to learn what employees think of their jobs and to understand their perception of the business as a whole. The 2015 Global Employee Engagement Survey found that 78% either agree or strongly agree that they are extremely satisfied with JLL as a place to work, 3 percentage points up from the previous full survey undertaken.

Training and career development
Our future success as a firm depends on our ability to offer our employees opportunities for personal and professional growth. In 2015 we invested a total of $16.2 million on training, which equates to $248 per employee. This is compared to $15.3 million in 2014. JLL operates Sustainability University, which is designed to ensure that our employees are able to offer our clients the best possible service. Over the last year we delivered more than 16,200 hours of sustainability training, including more than 4,400 delivered through the Sustainability University.

Diversity and inclusion
At JLL, diversity is a strategic imperative for the way we do b usiness. We recognize that having a range of experiences, backgrounds and perspectives allows us to find new ways of doing things, leading ultimately to the creation and delivery of the best possible services to our clients. JLL achieved ‘role model’ in the RICS Inclusive Employer Quality Mark and came third against the Property firms which took part in the Workplace Equality Index 2016. Unconscious bias awareness has been addressed through various training interventions, including our award winning ‘icantbelieveisaidthat’ video series. We have also set up a number of Employee Resource Groups (ERGs) in the U.S. with a view to supporting and promoting diversity among our workforce.

To download the full Global Sustainability Report, click here.
Review our 2015 annual highlights