Farfetch is a luxury fashion retailer that was founded in 2008. The company has grown exponentially over the past few years and now operates in 20 different countries with an international customer base of more than 3 million people. Farfetch has been able to achieve this success by finding new ways to connect its customers and employees through technology, social media, events, and other methods. One way they have done this is by encouraging their staff members to form communities of practice (CoPs).

CoPs are groups of employees who share a common interest and collaborate on projects. Farfetch has created CoPs for their buyers, designers, support team members, and more. These communities have increased productivity by providing an online space where people can work together to find answers or solve problems. They also help connect individuals with similar interests within the company so that they don’t feel isolated in their roles. This article will explore how Farfetch’s use of CoPs is effective at building community while increasing employee morale and engagement levels among other benefits as well!

Building Communities of Practice at Farfetch: How Communities Increase Employee Engagement Levels

Farfetch is a luxury fashion retailer that was founded in 2008…

The Company ‘s mission is to “bring the world’s most desired fashion…

– BUILDING COMMUNITIES OF PRACTICE AT FARFETCH

This article will explore how Farfetch’s use of CoPs is effective at building community while increasing employee morale and engagement levels among other benefits as well!

Farfetch compiles reports from their communities that are shared with employees. They also invite members to share information about what they’re working on or looking for help with, fostering a sense of belonging in each member. This helps create an environment where people want to work together and make sure everyone has what they need without feeling like asking for assistance would be too much trouble. In this way, Farfetch can ensure its customers have access to the best talent available.

The communities also provide a forum for employees to share knowledge and develop new skills, as well as make connections with people in similar roles or having the same interests. These networks are beneficial because they can be leveraged at any point during an employee’s career path, not just when transitioning from one job role to another.

Farfetch is able to have these conversations without being too formal about it by making sure that each discussion topic has several pages of comments and contributions before moderators close discussions after two weeks so there is time enough for members to comment on others’ thoughts and practices. This helps create space where all ideas are welcome and useful.

This is a great way to generate new ideas for how we can do things differently or what some of the issues with certain practices are, which then enhances our ability to innovate. Communities of Practice also provide an opportunity for employees who feel isolated in their roles because they work remotely or have different hours from colleagues to be part of discussions on topics that are relevant to them as well. By creating communities that address specific needs, Farfetch feels like its working towards delivering more value to all employees by enabling them get involved in something meaningful.

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