BDO - Why listening is the foundation of a wellbeing culture

In-person listening events and annual listening surveys have put wellbeing on the agenda at accountancy and business services firm, BDO. Head of People and Culture at the business explains how they measure the success of their initiatives...

At BDO, the UK's fifth largest accountancy and business advisory firm, wellbeing isn't a policy document gathering dust. It starts simply – by asking people how they are – measured through a combination of annual listening surveys, in-person events and continuous dialogue, the firm has built a wellbeing culture that is shaped by its people rather than handed down to them. Shirley Rogan, Head of People and Culture, BDO tells HR Grapevine how the business has put wellbeing centre stage.

What role does BDOs annual listening survey and in-person listening events play in building a wellbeing culture?

One of the most important things we do is listen. Through our annual listening survey, which sees strong participation from colleagues, alongside in-person listening events, we gain a clearer understanding of what matters most to our people and where we can strengthen support.

Shirley Rogan

Head of People and Culture, BDO

Our annual listening programme and colleague listening activity play an important role in shaping a culture where wellbeing is informed by feedback and continuous dialogue. We want colleagues to feel heard, supported and able to raise what is working well, alongside areas where additional focus may be needed. This activity all helps ensure wellbeing initiatives are guided by actual colleague experiences and aligned with the realities of working in a professional services environment.

Alongside formal listening activity, in-person engagement and local wellbeing conversations help bring this to life by creating opportunities for colleagues to share experiences, discuss challenges and contribute ideas in a more immediate and personal setting. These conversations support a culture where wellbeing is part of everyday dialogue rather than a standalone initiative.

Success is reflected in improved listening programme scores and the insight this provides, helping us understand where interventions are having a positive effect and where further action may be required. More broadly, listening helps reinforce a culture of openness, trust and shared accountability for wellbeing.

How has BDO instilled an agile working framework and how does that balance with ensuring clients are served?

Our approach to agile working is to balance collaboration and productivity, helping colleagues work in a way that supports their wellbeing while continuing to deliver quality work for clients. Our focus is less on policy and more on behaviour - agile working is most effective when leaders consistently role model the right balance between purposeful in-person collaboration with either colleagues or clients and working independently from another location when needed.

Through our annual listening survey, which sees strong participation from colleagues, alongside in-person listening events, we gain a clearer understanding of what matters most to our people and where we can strengthen support

Shirley Rogan | Head of People and Culture, BDO

Our focus has been on helping teams understand how to effectively balance wellbeing with the practical realities of audit delivery. Through our High Performing Teams framework and Audit Specific Behaviours, we emphasise sustainable ways of working, encouraging teams to collaborate closely, prioritise quality and manage workloads in a way that supports both performance and individual wellbeing.

While professionals value greater autonomy over where and how they work, the delivery of high-quality audit outcomes, effective coaching and strong team cohesion continues to depend on time spent together. This has reinforced the view that agile working is most effective when it balances purposeful, in-person engagement with clients and colleagues and independent working.