A “warm Cifas welcome” awaits new starters at the UK’s largest fraud prevention service, along with chocolates, a four-week induction schedule, and an assigned ‘buddy’ to help them settle in.

For the not-for-profit organisation, which has been steadily continuing to recruit through the Covid-19 pandemic, instilling a sense of connectedness from the very beginning of an employee’s career with the company is an important part of its culture.

During the past 18 months, the business has launched its 2020-25 Business Strategy and its 2021-25 People Strategy. Both have seen Cifas’ leadership team meet regularly to discuss progress and consider factors such as changing environments – including revising its approach to office-based working – as well as its pay structure and policies to enable agile working. Updates on progress are communicated to staff via a monthly meeting.

The organisation proactively encourages staff to engage with its ‘Employee Representative Group’, which aims to bring the employee voice to life. Representatives meet on a bi-monthly basis with Cifas’ CEO and Head of People and Culture to consult on certain aspects of the Business and People Strategies, leading to what it says is meaningful change that may not have otherwise been considered by the organisation.

Collaboration is at the heart of what Cifas does, being its core principle and something that drives its data, intelligence, and learning. The organisations that collaborate with Cifas come from all sectors, working together to stop fraud.