Yodel: ‘HR is the glue between leadership and the rest of the organization’

53% of women in the workplace feel more stressed today than they were 12 months ago, according to Forbes, with one-third taking time off to manage their mental health challenges.

As a result, 40% of women are looking for new roles, with burnout being one of the leading causes. The burden of taking on unpaid duties, such as caregiving roles in the home, are a major cause of this disparity, with women being 50% more likely perform unpaid caregiving than men, according to OECD.

Looking after employee wellbeing is not just an HR issue – it directly impacts a business’s bottom line, too.

To gain a deeper understanding of how businesses can prioritize wellbeing in an impactful way, UNLEASH spoke exclusively to Yodel’s HR Director, Alison Richardson, who has spent more than 20 years in HR, and now oversees 30 HR work streams to ensure Yodel’s workforce is fully supported.

Building confidence, showcasing role models, and encouraging promotions

Although the logistics industry has always been traditionally male-dominated, gender diversity is an enabler of business success – both at Yodel and across the wider sector.  

At Yodel, Richardson is one of the two females within the executive team, as well as many leading females across the business – positioning herself as a role model. 

“For me, it’s important that I use my platform to support other women in the logistics industry. As part of this, I play an active role in the Institute of Couriers, helping to build on the education opportunities available for individuals looking to join the industry and progress in their careers,” she explains.

Yet Richardson is a firm believer that the focus shouldn’t end with senior representation, as “all employee retention is critical for long-term success”. 

For this to be achieved, businesses need to promote flexible work arrangements, while focusing on creating an environment where women can excel. 

“We’ve found many employees have valued the work-life balance of being a delivery driver, for example, with the ability to dictate their own schedules and manage their workload around other responsibilities.”  

Women in the industry are also celebrated through awards, to provide recognition and to frame the sector as accessible. It also positions other women in the industry as role models to aspire to in their own careers, while debunking the myth that logistics is solely made up of a male workforce.  

Richardson notes: “Yodel already has incredibly talented colleagues, and we want to give them the opportunity to develop further.

We therefore encourage women within the organization to seek promotions and pursue further training and qualifications, ultimately supporting retention and career progression.

“We believe that a healthy workplace culture starts with supportive and well-equipped leaders.”

To exercise this, Yodel’s managers are provided with comprehensive training to upskill them so they can support their teams effectively, such as with mental health awareness training and courses to foster a positive work environment. 

Managers are therefore able to understand the importance of wellbeing – not only for themselves but for daily interactions with their teams. 

“We aim to lead by example by taking breaks when needed, managing stress, and prioritizing work-life balance,” Richardson adds.

“Offering training is crucial as it establishes a strong foundation for managers and that’s why we organize regular training seminars.”

This year alone, Yodel has scheduled 13 wellbeing sessions specifically for line managers, while providing a variety of supportive resources and the chance to participate in webinars covering wellbeing topics such as menopause, stress management, and enhancing sleep quality.

Promoting mental health to enhance wellbeing

To demonstrate its commitment to increasing employee wellbeing, Yodel has fostered partnerships with wellbeing organizations to provide a wide range of advice, guidance, and materials to promote healthy attitudes toward employees’ work lives.

We believe that by prioritizing mental health, we can foster a more engaged and productive workforce, so we place utmost importance on this,” Richardson says.

“We have recently strengthened our partnership with Retail Trust, a charity that looks to care for and protect those working in retail and logistics.

“In addition to online and in-person counseling sessions to help employees tackle experiences like trauma, loss, and anxiety, the partnership also offers helpline support, financial wellbeing advice, and financial aid support.”

Additionally, Yodel has trained over 100 Mental Health First Aiders across its network to offer immediate support and guidance to anyone in need – ensuring that help is always on hand if needed. 

“We’re always thinking of new ways to show how much we appreciate the work that our Mental Health First Aiders provide including regular development, support days, and rewarding colleagues who are making a difference in their local sites.”

For Yodel, these Mental Health First Aiders and Wellbeing Champions play a crucial role in supporting the workforce, and ensuring that there is a positive impact on workplace wellbeing by fostering a culture of openness and support. 

“Not only do our Mental Health First Aiders improve retention and engagement, but they create a culture of inclusivity, especially for groups of people who may feel marginalized or underrepresented.”

But after 20 years in HR, Richardson shared that her biggest lesson is that HR is never just about policies and paperwork – it’s about people.

“People can be unpredictable,” she concludes, “and always deserve to be treated as individuals. 

“One thing I have learned is to stay curious. Ask questions, listen properly, and don’t assume you know what people need – because sometimes they’ll surprise you.”

“You can have the best policies in the world, but if people don’t believe HR actually cares, even during tough processes, then those policies aren’t worth the paper they’re printed on. 

HR has the power to be a real connector – the glue between leadership and the rest of the organization. The best work happens when you stop being the ‘policy police’ and become the translator who helps both sides understand each other. 

“That’s when you make a real impact – and that’s what’s kept me hooked for 20 years.”