On this episode i4cp Senior Research Analyst Tom Stone facilitated a conversation with special guest Mike Lauderdale, Vice President of Human Resources at FedEx Services, a division of FedEx. Here are some highlights:

In developing its Workforce of the Future model, FedEx Services knew it needed to take a research-based, holistic, and employee-centric approach. So they formed a cross-functional internal task force that went beyond the typical HR, Comms, and Legal groups. Key workstreams included research, payroll/tax, investments, compensation, employee impacts, talent acquisition, employee experience, and tools & tech.
Hundreds of team members touched pieces of the project. Eventually, they had a consensus on decisions all the way up to the chairman.
They developed the model for the Services/Corporate operating companies of FedEx but are sharing and collaborating across all operating companies.

• Purple Flex was the name given to the new flexible work model. It is driven by designating its employees into three work modes: Central, Hybrid, or Anywhere. Central: Employees that must work onsite to perform their duties, e.g., operational tasks, security implications, etc.
  Hybrid: Employees who pre-pandemic worked in a FedEx facility full-time don’t have to work onsite to perform their duties at all times. These are the majority of exempt office employees.
  Anywhere: Employees that pre- or post-pandemic were hired remotely or that received approval to work remotely.
• The HR team and partners then undertook the immense exercise of designating all current employees (13,000+) into those work modes and revising all (~100) processes, policies, and procedures to represent this new way of working.
• Since hybrid is by far the largest category, a large focus point was how to change their work experience in a positive and meaningful way, while capitalizing on what they know worked pre-pandemic and what was learned while working from home.
• Purple Flex Team Days. That is the name given to the intentional, pre-determined days in the office that allow for planning, predictability, and in-person collaboration. Set at the individual org level, these days are meant for collaborative work when needed, not required time in the office. Team Days are for: townhalls, strategy/brainstorming sessions, celebrations, team buildings & meetings.
  Team days may be for: project meetings, performance management, coaching sessions, and team meetings.
  Team days are not for back-to-back Zoom calls or solo desk work
• Resources and communication. Leader and employee resources and communication have been a top priority throughout this process: A dedicated internal resources site, a dedicated email inbox for questions, leadership webinars, FAQs, job aids, and many more resources have been provided at every step of the journey.
  30 days' notice was given to team members before the start of Team Days to ensure they could ensure their support systems for child-care or other personal needs could be handled.
  They have continued to communicate the priority for a safe, secure, and clean workplace following CDC guidelines.
  Their executive team leaned into transparent and direct communication with team members and are discussing in their team meetings, 1-on-1s, town halls, etc.
  All our HR policies and procedures have been updated to reflect the new Purple Flex environment.
  Productivity and work-life balance have both increased because leadership has leaned into more flexible schedule arrangements with team members.