Is working from home (WFH) turning a profit centre into a cost centre?
One can say this has been a very interesting journey with great learnings and experimentation.
COVID-19 forced many businesses to adopt a WFH strategy. Is working from home viable? Are we not
turning profitable agents into agents getting paid to sit at home?
We wish to begin our journey as follow: One had to adapt to new a style of doing things from the
office to working from home very quickly.
Through innovation, technology, digital platforms we quickly had to learn how best to achieve
productivity equal to output achieved in the office. The Digital Era has certainly started.
Having the majority of our workforce working from home was a daunting thought. We’ve evaluated,
planned and geared all security, operational and technical challenges to enable working from home.
Reality quickly taught us WFH is not only a technical challenge but when you deal with people, you
need to listen and respond not only quickly but with what is really relevant.
We had to think differently on how to approach each and every process. How do we reward and
recognize our staff differently now that we are not together logistically? How do we keep everyone
in the loop around COVID-19 regulations and safety?
Several technical tools were developed, one being the JOC (Joint Operations Centre) to assist our
workforce to be more proactive in their day to day activities and manage productivity by the hour.
We created the Nimble University to empower staff to upskill themselves as and when needed. This
tool is easily accessible and is integrated with the Norman collections system. Staff are properly
motivated as they are allowed the privilege to work from home whilst they perform at an optimal
level.
The working from home model has really shown more advantages and engagement between staff and
management. Agents are always kept abreast with all business communications with various
communication processes from daily virtual team meetings, to one-on-one engagements via system chat
enablement. This enables us to maintain a sense of belonging between staff and the business.
People are our biggest asset and co-creating a WFH solution certainly helped Nimble to ensure that
everyone working from home, is part of a team, pulling towards the big objectives while having more
time and extra money in their pockets.
We are delighted with our role-out of WFH. As management, we had to shift gears from traditional
methods to a new way of doing things. We continue to learn how to improve WFH processes.
Remote working can benefit everyone, the company, and its employees, but keeping the balance is
important. The possibilities are endless.
Written by
Operations Executives: Cathy O’Callaghan and Moeshfiqa Levy
WhatsApp: +27 (872) 406-623
St Agnes is a public school situated in Woodstock, Cape Town.
Nimble Group actively supports St Agnes Primary School through the Partners for Possibility programme. We dedicate resources to a variety of initiatives aimed at creating an enhanced learning and recreational space, enriched student experience, and optimized day-to-day running of school operations.
Computer room upgrade Our dedicated team of IT technicians has upgraded the school’s IT hardware and software, creating a more user-friendly and modern environment for students and teachers using the computer room daily.
Playground painting and revitalization
Our enthusiastic volunteers devoted their time to painting vibrant murals and interactive games on the walls and paved areas of the playground.
Enriched student experience
Nimble strives to continuously improve the student experience by celebrating academic excellence, sponsoring prize-giving events, and more.
Day-to-day operational support
We also contribute to the school’s operational efficiency by offering administrative support and providing access to Nimble’s HR and Finance functions.
Nimble Group has taken the initiative to establish an Early Childhood Development Centre, which began operating in January 2019 in Woodstock, Cape Town. The centre operates under the guidance of Peak child, and while accessible to the public, primarily serves as a subsidized preschool for the children of Nimble staff.
Peak Child aims to equip children with the best possible foundation for life by providing affordable, high-quality preschools in close proximity to workplaces, catering to the needs of emerging middle-class parents. Since its inception, Peak Child has focused on collaborating with socially responsible employers to support their staff beyond conventional employee benefits.
Peak Child offers comprehensive programmes for children aged 3 months to 5 years. Through partnerships with prominent educational experts and local primary schools they ensure that children transitioning from Peak Child are socially, academically, and physically prepared for admission to any of Cape Town’s leading primary schools. Peak Child currently operates three schools, including Peak Child Nimble.
Nimble has made a significant investment in this project, with plans to replicate this model close to its Johannesburg offices.
The Altius Et Latius Trust is a school education initiative aimed at providing bursaries to historically disadvantaged students, enabling their attendance at top schools in Cape Town.
The primary goal of the trust is to promote equitable access to high-quality public education, fostering lasting transformation. Their objective is to support fifty talented learners in gaining admission to high-performing schools.
Nimble Group continually makes a substantial impact on this crucial initiative by providing essential resources for additional student support, such as tutoring, funding for school events or excursions, sporting equipment and more.
