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Fiona Caines

A strategic powerhouse who loves to shift culture and change behaviour. Fiona’s experience spans global tech, retail, and hospitality. She’s particularly good at managing CEOs, breaking down complexity and bringing people on the journey. When she’s not singing in a chamber choir. We’re not sure what Fiona can’t do.

Fiona Caines
In Culture

Death to the age of beige

Ai generated content. Tentative employee communications awash with corporate jargon and intentional ambiguity. Businesses all look the same. Sound the same. And feel the same. We’re living in the Age of Beige.

It’s easy to find that all a bit dull and dismiss it as harmless, if not somewhat boring. But here’s the kicker. It’s causing a total disconnect between employee and employer, and that makes this a commercial issue. Because let’s face it – beige is never going to help you to attract, retain or engage top talent.

So what’s going on? I don’t think you need me to tell you that we’re living through some of the most turbulent times we’ve ever seen. And it’s caused fear. It’s made businesses tentative. They’re looking down the barrel of a constant stream of bad news, from environmental crisis, to conflict, to Trump, to AI. It’s a lot. And with media hype swirling around how businesses are positioning their approach to DEI, flexible working and other people factors, businesses are hoping to stay out of the spotlight. But here’s the problem. These are the very issues your people are grabbling with every day – and they’re looking to you for the answers for how to feel, how to interpret it, what to say.

That is coupled with  a crisis of Trust. The Edeleman Trust Barometer shows that trust in businesses globally has dropped 3 points in the last 12 months alone. 68% worry that business leaders purposefully mislead them. And is it any surprise? When we sugarcoat bad news, exaggerate good news or worse, say nothing at all . How many times have you heard ‘we’re not a political organisation’? I’m afraid not having a stance on something, is having a stance in itself.

So, with all of this swirling around, businesses are turning beige. We’re using corporate jargon. Leverage. “Delighted to announce”. Seamless. I could go on.

And we’ve got vanilla values too. Trust. Integrity. Respect. Shouldn’t that be a given? Did you know that 60% of the FTSE 100 have the same values? How could that possibly true when we’re talking about banks, retailers, engingeers – each with distinct cultures, and let’s not forget, real life messy human beings.

So my question is, do your people really talk like that? And is this generic language really shifting your culture? Didn’t think so. And it’s such a missed opportunity. Defining the cultural fabric of your organisation changes the mood. It changes behaviour. It changes leadership style, and most crucially? It boosts performance. The Clearing did a study a few years back in FTSE 100 companies and they found that the companies with the most differentiated values were outperforming those whose values were more generic. Now tell me again this isn’t a commercial issue?

The good news is, we can all do something about it. And creativity kills the beige. So I hope I can inspire you to do just these four things in our crusade against the Age of Beige…

  1. First up. Let’s do a little beige audit. How beige are you? Hold up the mirror to the employee experience you’ve built. Is it differentiated? Does it feel uniquely you? How?
  2. Next up – consider, what do you want to be famous for? You can’t do everything at once. So have you decided to have an amazing onboarding experience? Is your L&D offer world class? Are your values yours and yours alone? Take your pick.
  3. What do you stand for? What’s your north star? What’s your personality, your fingerprint. The way you talk, the way you walk. This is the magic you want to weave through every touchpoint of your employee experience. Something for people to connect to.
  4. This one is really important. What’s stopping you? A lot of what I’m saying here isn’t rocket science. So why haven’t you done it so far? What’s getting in your way? And what’s going to be different this time?

Start now. No more Age of Beige. Find some personality. Be brave enough to stand up and stand out. It starts here. It starts now.

 

Fiona Caines
In Culture

The post baby career drop off that’s damaging your business

Maternity leave. It’s a big topic – and rightly so. Great strides have been made to protect parental leave because we know doing so has positive impacts on both parent and child – not to mention creating a fairer and stronger economy. But here’s the thing. We’re missing a crucial part of the story. The moment the mother returns to work.

The data is screaming at us. 

“85% of mothers leave the full-time workforce within 3 years of having their first child. 19% leave altogether” – Careers after babies 

“a quarter of a million mothers with young children have left their jobs because of difficulties with balancing work and childcare” – the Fawcett Society 

“43% of highly qualified women with children are leaving careers or off-ramping for a period of time.” – Lean In, Sheryl Sandberg 

That’s an alarmingly sharp drop off point. And expensive too. Because the average cost of replacing an employee in the UK is c. £25,000 per worker. And for senior roles, this number can range from £40,000 to £100,000. – Payfit 

So what’s going wrong? Companies have detailed policies and procedures around maternity leave. Because let’s face it, it’s a protected characteristic. They have to. The returning period? Not so much. From my friends alone I heard stories of mothers returning to work and finding they had no desk. Returning to work to find their mat cover is sticking around. Returning to work in a new role with no support. If it were an onboarding experience, you’d be horrified. But because it’s a returning staff member, it’s seemingly overlooked. You might ask, “why don’t they say something?” – but that misses the power dynamic of how it feels to return to work after prolonged leave. If I could describe my own experience, it feels something like this… 

The dichotomy 

I had so much to say, and at times, not much confidence to say it. 

I had days of big, bold ideas, and other days on minimal sleep where I’d seemingly lost the ability to use the English language.  

I had fresh eyes to reenergise the team and push for better, and I had moments of enormous doubt. 

It’s a unique feeling: knowing your worth and ability and wanting to be treated the same as before, at the same time as feeling your whole world has shifted and wanting that to be seen. 

And that’s not to mention the new financial burden of childcare, the dreaded nursery phone calls and the seemingly ENDLESS nursery bugs (hand, foot and mouth AGAIN?). 

Honestly? I wouldn’t have had the bandwidth or the confidence to complain. I’m lucky I didn’t have to. 

Businesses, you have a choice.  

Do nothing. See a dip in confidence, a drop in performance, building resentment and in the worst circumstances, a great team member gone. Or? Intervene. Build an offer that makes you famous, elevates your business and empowers amazing talent that you can’t afford to lose. We know it works. A recent EY study found that coaching for women returners resulted in a retention rate of 90%. Huge.  

So where to start? 

  • Create a proactive plan 

Collaborate with your team member to build a plan that works for them. Let them guide the pace, how many days, and what information they want when. Agree it in advance and check in to keep things on track. 

  • Reonboard 

A lot can change in a few months. Start from scratch. Refresh on the business strategy, priorities and cultural levers such as values and behaviours. Do a specific spotlight on the things that have changed since they’ve been off. 

  • Spot opportunities 

If your team member feels up to it, think about something specific that they can own and run with. You’ve got fresh eyes, so use them! Give them a special project, with review points and team members to collaborate with. A sure fire way to build confidence and give ownership. 

  • Make feedback the norm 

“Well done” goes a really long way. Make sure you positively reinforce the good things you see, and give constructive criticism where it’s needed. So often managers tip toe around returning employees, and that’s not helpful for anyone. Communicate. 

  • Returners interview 

Agree specific junctures for a ‘returners interview’ a 1:1 check in on how it’s going. Think exit interview – but much more useful – because you can shift your course, make changes in real time, and feed what you learn back into your returners plans for future employees. 

I’m confident with the right intervention we can make that drop off point a thing of the past. I’m making it my mission. So if you’d like to talk about what the returners experience looks like in your organisation, or if you’re in the post mat leave trenches and just want to talk to someone who’s been through it. I’m all yours. 

Fiona Caines
In Culture

Industry experts: the strategy team that gets it

Strategy. It’s a bit of a scary word. And it’s even scarier having it in your job title. It’s almost as if people expect you to be an academic. Someone who deals in theories, studies, stats and technicalities. Not words I’d always use to describe myself. My specialist subject on Mastermind would be Ru Paul’s Drag Race Seasons 1-17. Just for context. 

So when I’m looking to hire a strategist, academic isn’t top of my list. I’m looking for someone who can do big and small. Someone who can look at the broader picture, identify where people want to go, and build the path to get there, but is equally happy to roll their sleeves up and write that CEO communication, leaders toolkit or launch plan. 

That’s probably why I’ve ended up with somewhat of an anomaly in the Strategy team at Home. Every single one of us comes from an in-house background. All industry experts. Home is the only agency we’ve worked in. We’ve got a financial services whizz, a real deal professional sportsman come engineering pro, a charity sector and government expert and my own background in fashion retail and tech.  

But it’s not that sector experience that makes our work pack a punch (although it certainly does help). It’s the fact that we too have been Heads of Internal Communications or Heads of Employee Experience. We’ve sat in your seat. We’ve negotiated for more budget. We’ve influenced the CEO and turned the complex into the engaging. We’ve sat on panels and watched agency pitches, just like ours. We’ve navigated the pull between HR/Marketing and anyone else who takes an interest in our world. We get it.  

And that’s my favourite thing about our team. Throw any circumstance our way and it’s likely we’ve done it before. If we haven’t, we know just how to work it out. Combine that with the creativity of our studio and you’ve got something really special. You’re not finding that anywhere else. 

But don’t just take my word for it – here’s what the team had to say.

“Confession time. I was deeply suspicious of agency strategists when I sat on the other side of the desk. How can they know my company better than me? Because let’s be honest. We don’t. That’s not the value we add. What we bring is all the lived experience of an in house professional, a view from across multiple industries and a healthy distance and perspective. That leads to fresh perspectives on the most entrenched of problems, a passion for raising up our professional community and solutions that are practical to deliver.” – Caroline Tierney  

“Your mission is our mission. We’ve walked in your shoes and we share the same passion. But don’t think of us as advisors. We’re the do-ers. The roll your sleeves up and jump right in-ers. The ones who uncover the insights you need, bring your people’s voice to life at the highest table, and deliver the strategy that gets you from where you are, to where you want to be.” – Zac Costello

“Making change in a business is tough. Whether you’re struggling with a cynical workforce, restrictive budgets, or overly technical line managers, I’ve been there myself, probably multiple times in my rather squiggly career. I know there are few quick fixes to making meaningful, lasting change, but I also know that no problem is unfixable. And that’s what we do – zoom out to find the story behind the problem, then zoom back in to create practical, realistic solutions.” – Lauren Owen

Turns out, Home is where the industry experts are. Fancy throwing a challenge our way? We’re ready when you are. 

Fiona Caines
In News

We’re Home. The employee experts. 

In May last year, we became part of the PointZeroGroup. We’ve helped lots of organisations with mergers and acquisitions – including the biggest tech merger of all time – but here we found ourselves. Part of a new collective on a new course.

We’ve been in business for 43 years. That’s basically 200 in agency years. We needed to pause and take stock. To consider what we want to be known for – and the magic ember at the heart of Home that needed to be protected at all costs.

We split the team into three: a group to review our brand proposition, a second group to refresh our look and feel and tone of voice, and a third group to redo our (very old and very ugly) website. All of us love Home. We gave this the attention it deserved, handled it with care – and we had a great time doing it. And guess what? Each and every one of us bought into our future – and we’re so proud of where we’ve landed. So today isn’t really about a rebrand, or a new website (although it’s REALLY bloody gorgeous, isn’t it?). It’s a line in the sand moment. It’s standing up as a collective of smart, passionate, creative humans. Focused on the future.

Please allow us to reintroduce ourselves.

We’re Home. The employee experts.

Building high performing cultures through game-changing strategy, captivating creative and unforgettable client experiences. Still driven by the belief that better days mean better business.

Bigger. Bolder. Better.

We’re industry leading strategist and award-winning creatives, with world-class client services. Expect transformational employee experiences. Big ideas that break through. And fresh insights redefining work.
So, what are you waiting for?

Come on in. Take a look around. And when you’re ready to make work, really work. So are we.

Fiona Caines
In Communications, Culture

The science behind happier teams and stronger performance

Let’s go back in time. Let’s head to the 2000’s. The millennium bug wasn’t that big after all, “Who let the dogs out” somehow didn’t make it to number 1, and Gladiator was packing out cinemas everywhere.

But there was also a group of researchers visiting 60 different companies. And while we were watching Russel Crowe scream, “Are you not entertained?”, those researchers were silently listening to meetings, scribbling down every single word.

What they did afterwards was analyse their transcriptions looking for positive and negative words. And what they found was that companies with the greater financial performance had a 3:1 ratio for positive communication.

Meaning, that for every one piece of constructive feedback (or criticism), there were three examples of recognition, encouragement, or positive reinforcement.

What’s more, in teams that were achieving extraordinary performance, their ratio was closer to 6:1!

Words build worlds.

As leaders, what we say matters.

Positive communication can have an enormous impact on the motivation, emotional wellbeing, psychological safety and problem-solving ability of our teams.

It’s no secret that happier people are more productive. In fact, it’s been proven.

The Lasado Ratio – as this piece of research is called – highlights a way that we can use communication to create a more positive experience for our people. An experience that leads to greater happiness and satisfaction. That, in turn, translates into stronger performance.

So, you’re saying there’s a secret formula?

Not exactly. As with every piece of research there are several more papers that ‘debunk’ the theory, the results and the science behind it.

But whether you believe in the perfect ratio or not, communication remains an essential leadership skill. So, how do you want to use that skill – to create a cloud of criticism, fear, and defensiveness? Or to support, enable and inspire people to be their absolute best?

There’s only one real winner.

Five ways to start using positive communication

One of the best things about communication is… it’s free. But it does take a conscious and continual effort. So, how can we make positive communication a part of our day-to-day?

Manage your own emotions

I’m sure we’ve all been told at some point, “watch out, they’re not in a good mood”, before stepping into a leadership meeting. How did that make you feel – nervous, anxious, confused? Not exactly a positive experience.

So, let’s not be that kind of leader. We all have ‘off’ days – we’re all human – but don’t let those negative emotions spread across the team.

As a leader, your wellbeing is just as important as that of your team, so if you find yourself feeling low, take the time to recognise what you’re feeling; change what you can; and prioritise the things that you enjoy… turning those off days, into better days.

Catch people doing it right

Praise and recognition are a huge part of positive communication. So, catch people doing a good job and let them know about it.

Find the times that they’re living your values; appreciate the small acts that often go unnoticed; and let them know how they’re making a difference to the organisation.

Set the tone

You lead by example. You set the tone. So, make it a positive one. At your next meeting, start by showing your genuine appreciation for people’s time. Be inquisitive about people’s thoughts and reactions and invite them to contribute. Celebrate milestones. And instead of focusing on what went wrong, turn them into learning opportunities to ensure success next time.

Offer support

Being positive doesn’t mean saying ‘nice’ things – the things people want to hear. It means supporting people, showing up for them, and empowering them to succeed.

Things will always go wrong. But when we use positive communication, we can reframe challenges and problems as opportunities. And, as a leader, you role is to enable people to learn from the experience and support them in understanding what we can do differently the next time.

Actively listen

Communication is two-way. So, when you’re inviting ideas and asking questions, be ready to listen to and acknowledge the response. And remember, your body language is just as important as the words you speak.

Keep it going

The world is changing, and so are expectations of leaders. But why do we keep developing our leaders in the same old ways?

It’s time to evolve. It’s time to give our leaders the skills and tools to drive the culture that will power people and businesses forward.

Get in touch. And let’s get to work.

Fiona Caines
In Culture

Creating employee experiences people want to be a part of

It’s Monday. It’s 11:44am. And something funny is going on with the world’s algorithm today because I keep seeing and hearing the same message…

“Less than 30% of the world’s population is engaged at work.”

It’s not a particularly new stat. In fact, it first surfaced back in 2009! But it still intrigues me to this day. However, whenever I see it, the same thing happens. That stat gets thrown out there, alongside the global context such as the housing crash, the pandemic, cost-of-living, war, politics, etc – all of which are absolutely drivers of low engagement – but it always leaves me feeling that we overlook one crucial aspect. An aspect that, if we acknowledged, could actually help us shape our workplaces and create experiences that foster higher engagement.

If truth be told
Because the truth is, wherever you sit on the spectrum of engagement, when it comes to work, the majority of us would rather not have to. Wouldn’t we? But most of us do. So let’s make is as positive as possible.

Are we creating the right experiences?
We should always aim to elevate our experiences to a higher standard. Are we creating experiences people want to be part of? If the answer is no, there’s more work to do.

Ask yourself:

  • Are we using our purpose and mission to light a fire in people?
  • Does our onboarding experience get people excited for a future they want to be part of?
  • Are we giving people the power to do something meaningful?
  • Is the office an invigorating space where people genuinely want to be?
  • Does our tech make things simple… even enjoyable?
  • How are we showing up for people when they need us most?

Imagine the impact that would have on your organisation. Every 1% increase in engagement generates roughly a 1% increase in sales (Source: Aon Hewitt). And that’s a significant return-on-investment.

More than 70% of the world aren’t engaged at work. It’s time to change that.

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