How Unilever Is Blending Aspects of Full-Time and Contract Work into Something Brand New

Today, the workforce increasingly expects flexibility, whether that’s remote work or hybrid arrangements. But can an organization offer their workers both the freedom they can get in the gig economy and the stability of a full-time position? 

Unilever executives believe so. That’s why the company is piloting a new initiative called U-Work in which employees are treated like empowered, free agents, released from fixed employment roles and job titles.

Unilever’s program allows employees to have the autonomy and freedom to choose the projects they work on, helping them strike that elusive balance between their professional and personal lives. With U-Work, employees enjoy some of the security, pay, and benefits of permanent roles, along with some of the freedom and flexibility associated with contract jobs.

Patrick (Paddy) Hull, VP of future of work at Unilever, says U-Work was created as a model for reimagining workplace flexibility and igniting lasting cultural change.

He says the aim is for U-Work to function as an entirely “new employment contract” between people and employers.

“We are trying to achieve the blend of flexibility and security that works for employees as well as the business,” Paddy says. The company has, he adds, “an exceptionally broad demographic in the workforce, both from an age perspective and diversity of culture and race, and we need to carefully cater to all of those different needs.”

Creating flexible work opportunities for every life stage

Placid Jover, the VP of new employment models and HR for Latin America, launched the effort to meet the needs of key segments of today’s workforce, with a particular focus on older individuals nearing retirement. A more individualized, adaptive way of working allows veteran employees to shave back their working hours as they age.

“Some of our factory employees are already taking part,” Paddy says. “One factory manager approaching retirement decided to join U-Work so he can work more flexibly and have time to coach the next generation and play golf when he wants to.”

But while many senior employees are interested in the program, it actually appeals to employees in every life stage. Since U-Work’s launch, some 57 U.K. employees have signed up for the program, comprising 1% of Unilever's British workforce. While that might not seem like a wealth of participants, Morag Lynagh, future of work director, says it represents real growth and progress.

“For our participating employees,” she says, “it means flexibility with security, which is on everyone’s mind. They want to adopt a gig economy mindset and have that flexibility, but without losing the security of being with a big employer like Unilever. Through U-Work, they retain their employment status as Unilever employees.”

Win-win for the employee and employer: Job security and a network of skilled talent

In between assignments, they have the time and freedom to pursue other interests, like caring for family members, traveling, or going back to studies. Plus, every month, whether working on a project or not, they still receive a monthly retainer and a portfolio of benefits. And they’re paid for each assignment when working.

“They receive a package of benefits,” Paddy says, “that guarantees a level of security they wouldn’t get if they became a contractor or freelancer on their own.”

In return, Unilever managers have access to a roster of skilled talent who know the company and its processes, reducing the amount of time it takes to bring someone new up to speed. 

Final thoughts: Encouraging groundbreaking new ways of working for all

Changing the employee-employer relationship with elements of contract work benefits Unilever and its people. Employees can choose rewarding projects that mesh well with their personal and professional lives. Meanwhile, managers have access to experienced workers who take charge quickly.

“We often speak about leaders needing to think about accessing talent rather than owning talent,” Paddy says. “I don't want a team that reports to me because that’s all about owning talent. I want to show how you can access talent across the full network of Unilever and beyond to make this work.” The U-Work initiative is gaining traction globally. The program is live in the United Kingdom, as well as Malaysia, South Africa, Argentina, Mexico, India, the Philippines, and the United Arab Emirates. Unilever is rolling out the program in Spain, Russia, and Turkey with further ambitions to expand by 2030.

“When we help people discover their purpose,” Paddy says, “or find ways in which they can live their purpose at work, then you've answered the big, million-dollar question: Why do I turn up for work?”

With Unilever’s belief that people with purpose thrive, the hope is that by encouraging company employees to choose their projects and how they spend their time, they will tap into their purpose and redefine work on their terms.

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