Best of three! - Anonymous employee HomeServe Employee Review

5.0
Jan 1, 2016
Anonymous employee
Recommend
CEO approval
Business Outlook

Pros

Three management regimes in the last twelve years I have been working for Homeserve. The latest one led by Martin Bennett and Greg Reed (Chief Marketing Officer) have done a remarkable job in turning this company around. A company I am now very proud to say that I work for. The Customer and People Charter brought in the past few years has changed the culture, attitude and general mindset of its staffs to one that understands and promotes Customer and People values in a well run organisation. We all now understand the importance of treating both our Customers and one another fairly. Greg has put together a really good senior management team all but two worked with him at MBNA. I guess it's his way of wanting people he can trust around him. Anyway these people seem to be passing on his philosophy and message to the rest of their teams..His open door policy to all staffs and the fact that he treats all employees with the utmost respect makes me a big fan of him.

Cons

Now anyone who says there are no 'Cons' at HomeServe is 100% incorrect. We have come a long way since 2011 and there are things that are still not right but given time I am sure that Greg and his SMT will try and fix majority of them just like they have done with most other things that were not right before. I guess you get this in most organisations but there is disproportionately pay gap at HomeServe. The lack of a clear pay structure makes it very easy for certain teams to pay their staffs a lot more than other teams where both job titles and level of responsibilities appear to be similar. Guess we need a better and fairer HR department to ensure that this does not happen.

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HomeServe Response
10y
Thank you so much for the review and the kind words. It would be great for you to schedule some time with me to discuss your advice. You mention that I've had to bring in some external senior staff members. My trust in them is important but the most important factor was whether they were a good cultural fit and also whether they brought deep technical expertise. I think it is easy for me to argue that they meet both criteria and I think your comments indicate you would agree. Now my thinking then is if we can get senior leaders who know the what, how, and why of our strategy then they can develop the next generation of leaders internally. You mention People being promoted because they follow the Charters and I think this is true provided they have the capacity and ambition to do the job. We won't get all internal promotions right but I think we really do need to try and give our own HomeServe family the first option. I'd like to understand your comments on Unity in more detail. I've put a team of top talent (Simon A, Matt C, Louise B, and Kerry L) from the business into the project who work with Alison H and her team on the end user experience. If there is something else that concerns you specifically than please go to Alison and let her know as her team are empowered to ask for the changes. Your comments on pay rises are interesting as we do benchmark our salaries and you are right that People with similar titles may have different pay. This is intentional based on their individual skills and remit. We won't get them all right but you never will when thousands of People are involved. I think we do give decent pay raises. I know that for the 3 years I've been here we've given a pay raise each year that was significantly higher than inflation. Please do take me up on my offer to schedule a 1-2-1 to discuss further. Your view matters to me and you seem to have some well thought out positions. You may just drive some big changes for People just by stopping by to see me. Sam M can book the time for you. She's very nice. :)

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