Head of Marketing
5 Minutes Read
This article draws on episode 6 of Kara Connect, hosted by Tobba Vigfusdottir in conversation with Rachel Murray, Director of People and Brand at ORS, an Irish multidisciplinary building consultancy known for its strong employee-centric culture.
Rachel shared her journey stewarding ORS from a team of just under 50 people to a group of 280 across multiple companies, all while striving to keep the company’s culture, wellbeing offering, and brand aligned and authentic. Her dual oversight of people and brand functions gives her a unique view into not only what’s working, but also the challenges and learning moments that come with rapid business expansion and integration.
Here are five practical insights from Rachel’s experience that leaders can apply to support workplace wellbeing through periods of change.
1. Protect the Culture—Even When Expanding
“For me, my number one priority is always preserving that culture at ORS. We’ve worked so hard to get to where we are in terms of laying the foundation for that people first approach. And it’s definitely something that can be challenging, you know, with the acquisitions, and some remain a stand-alone business, but some integrate into ORS.”
Preserving a values-driven culture needs daily attention, especially as new teams join through acquisitions. Rachel explained how ORS recognises and respects the legacy cultures of acquired companies. Integration is handled carefully—leaders listen to pain points, go at the right pace, and prioritise trust-building. There’s an understanding that authentic cultural alignment takes time, not mandates.
2. Connect Brand and People Teams to Tell an Authentic Story
“The brand team are able to tell the story of what we’re doing around people and how we support people so well because we work together nearly as a team… They support even how we do our internal comms. They’re so involved in that because I can tell everything that’s going on, or they’re involved in the committee. So we’re able to tell that story authentically.”
At ORS, integrating people and brand isn’t accidental—it’s critical. By weaving together HR and branding, ORS is able to present workplace wellbeing efforts both internally and externally in a credible, unified voice. This strengthens employer reputation and builds trust, but it also liberates HR from having to be comms experts themselves; the brand team translates wellbeing initiatives into compelling, accessible communications.
3. Embed Wellbeing in Everyday Life—Employee Input is Key
“It’s not just something that comes from us… We try and give everybody a voice.”
Rachel described a range of employee-led wellbeing initiatives: a wellbeing committee, regular surveys and polls, and local team events like walks and charity hikes. ORS also provides support like Kara Connect, which gives staff access to wellbeing resources, whether or not they use them; simply knowing those supports exist builds psychological safety. Initiatives arise from real feedback, rather than top-down instructions, which fosters buy-in and participation.
4. Hybrid Work Means Flexibility, But Still Needs Connection
“With hybrid work, there’s no kind of rules and regulations around when people need to be in the office or when people need to be at home… that flexibility and autonomy and trust to manage their work and day and make it work around their lives as well because that’s a really important part of what we offer.”
ORS’s approach to flexible work focuses on trust rather than rigid policy. People are trusted to manage work around personal lives—crucial for wellbeing across life stages and circumstances. At the same time, Rachel notes the challenge of maintaining connection and culture, so ORS deliberately creates opportunities (like Kara Connect and peer-led social events) for teams to come together both virtually and in person, without mandating attendance.
5. Wellbeing Strategy Starts with Listening—and Closes the Loop
“People just want to be heard. They want to be seen, and they feel valued. And that actually starts with the very basics of just listening to what people want…”
Listening—both one-to-one and via surveys—sets the foundation for an effective wellbeing strategy. When ORS surveys its teams, leadership makes it a priority to discuss and act on the results, right down to using “You asked, we actioned” banners on communications. Making these feedback-action loops visible is as important as the initiatives themselves: it reinforces trust, signals psychological safety, and keeps people engaged long-term.
Conclusion
ORS’s experience shows that workplace wellbeing doesn’t have to be sacrificed in times of growth or change. By embedding wellbeing into the brand and the day-to-day employee experience—and by always starting with listening—ORS has managed to keep its people-first culture alive while scaling up.
👉 Listen to the full episode of Kara Connect with Rachel Murray for more first-hand insights.
If you’re responsible for people, culture, or employer brand, Rachel’s approach offers practical ideas for protecting and evolving workplace wellbeing through turbulent times.
