Remote and flexworking session2
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  • What does flexible working mean… To you as an individual? To you as a manager? To you as an organisation? Let’s start by putting flexible working into context and to do this we need to look at it from all angles. Group discussion. Write up on flip chart. We will look at the first two initially. Link back to ‘Intros…What’s good and what’s bad’ Try to draw out that the positives that it means to them as an individual will be the positives that their team will feel and what knock on effect this has i.e improved loyalty, motivation. Likely to be some negatives on what this means to them as a manager and this is one of the key aims of the workshop to overcome these negatives and dispel any myths there are around managing flexible teams
  • Can often attract workers of high calibre who aren’t able or interested in “9to5”
  • There’s a clear business case (see Flexible Working Requests Toolkit) BT Case Study Benefits to the Organisation BT has saved £350 million in accommodation costs to date Enterprises embracing flexible working enjoy a 20% productivity gain on average BT has 20% less absenteeism than national average Benefits to People 99% of BT employees on maternity leave return to work, compared to national average of 49% 7% improvement in people satisfaction – happy people = happy customers!
  • There’s a clear business case (see Flexible Working Requests Toolkit) BT Case Study Benefits to the Environment In 12 months, flexible working has saved BT people an equivalent of 1,800 years of commuting Within ten years, teleworking and technology is predicted to achieve 18% reduction in heavy goods vehicle journeys BT employees save on average 12 million litres of car fuel a year by working flexibly Increased home working has the potential to cut the worst peak traffic by up to 10% within 5 years – saving 14.5 billion miles per year By 2010 the benefits to the UK economy in terms of reduced congestion costs could be up to0 1.9 billion Better use of people, buildings & IT… more for less
  • Summary Productivity increased 31% Customer satisfaction increased 8% Property reduction £180m (£6K per desk) Absenteeism reduced by 63% (now 3.1 days pa) Employee Satisfaction… increased 14% … and Retention 96% (attrition 3% men, 4% women) Fuel Costs £10m saving pa Better use of people, buildings & IT… more for less
  • Are there any more? Use these to help build your business case
  • This is a typical model of key strategic issues that organisations need to manage When I say issues I do not necessarily mean problems but important aspects of the business which will always need to be considered in a balanced way. Would you agree that these are the important aspects of a business? Do you have any more to add? Which would you say were the priority areas for your organisations at present? Put up on flipchart – list down left hand side leaving good space in between How do you think flexible working could impact on these key strategic areas? Put up on flipchart – list down right hand side next to relevant strategic area. We will now move on and look at ROI
  • In groups of 3 or 4, build business case. The facilitator instructs the delegates to build their business case for flexible working . Sample SME description handout for those who don’t want to or cannot use their own companies as examples. Each group feeds back their thinking, and facilitator summarises. Facilitator should ask each delegate to identify the biggest benefits to their business. Summarise by highlighting that many organisations are now seeing the commercial/business requirement to fully implement flexible working and we will be looking at some real life case studies later on to see how organisations have put this into practise.
  • Employment Appeal Tribunal
  • When designing a new role or writing a job spec to advertise, the time and place model can be used to help establish how the role might be flexible. Look at each role/responsibility in an individual job spec Ask for suggestions for typical jobs and demonstrate where they fit TOP LEFT Record here elements of a role which can be done in any location (with the required technology) and can also be done at any time e.g. • Routine administrative duties • Outbound sales calls • Planning • IT programming TOP RIGHT Record here elements of a role which can be done in any location but must be done at a certain time. e.g.: • Call centre operator • IT support • Conference calls BOTTOM LEFT Record here elements of a role which can be done any time but must be done in a certain location. e.g. • Staff appraisal meetings • Meetings • Client meetings/Sales meetings • Some elements of manufacturing/production BOTTOM RIGHT done at a certain time and must be done in a certain location: e.g. • Retail – customer service roles • Fire officer/police officer duties • Training workshop delivery
  • Best practice – Price Waterhouse Coopers have a section on all their job spec design forms where consideration has to be given to remote and flexible working. Proactive approach at design/recruitment stage
  • Work through BT’s guidance on Preparing a statement of working practices
  • Work through Handouts Sample Home Workers’ Policy Sample Remote Worker’s Agreement
  • Main H&S implications Analyse workstations (risk assessments etc) Plan work so breaks/changes of activity On request eye tests H&S Training and info for staff

Transcript

  • 1. Remote and Flexible Working Transforming the Workspace Session 2 This work, Remote and Flexible Working Workshop Materials by Reach Further Ltd., http://www. reachfurther .com , is licenced under the Creative Commons Attribution-Non-Commercial-Share Alike 2.0 UK: England & Wales License. To view a copy of this licence, visit http:// creativecommons .org/licenses/by- nc - sa /2.0/ uk / or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California 94105, USA.
  • 2. The business case for flexible and remote working Photo by victoriapeckham Photo by Stephen Cummings Photo by Matt Biddulph
  • 3. What does flexible working mean…
    • To you as an individual?
    • To you as a manager?
    • To you as an organisation?
  • 4. What are the business benefits of remote working?
    • Attract talent and reduce costs by introducing flexible working patterns
    • Reduce the need for permanent office space
    • Enable collaboration by extending working practices to include external partners
    • Open new opportunities, markets and services for the business
    • Better service for customers
  • 5. BT case study
    • BT have seen positive measurable results since its implementation of flexible working including:
    • £350 million savings in accommodation costs
    • 20% less absenteeism than national average
    • 99% of employees on maternity leave return compared to national average of 49%
    • 7% improvement in ‘people satisfaction’
    • £10million saved through retention
  • 6. BT: Benefits to the Environment
    • In 12 months, flexible working has saved BT people an equivalent of 1,800 years of commuting
    • Within 10 years, teleworking and technology is predicted to achieve 18% reduction in heavy goods vehicle journeys
    • BT employees save on average 12 million litres of car fuel a year by working flexibly
    • Increased home working has the potential to cut the worst peak traffic by up to 10% within 5 years – saving 14.5 billion miles per year
    • By 2010 the benefits to the UK economy in terms of reduced congestion costs could be up to £1.9 billion
  • 7. BT: Summary
    • Productivity increased 31%
    • Customer satisfaction increased 8%
    • Property reduction £180m (£6K per desk)
    • Absenteeism reduced by 63% (now 3.1 days pa)
    • Employee Satisfaction… increased 14%
    • … and Retention 96% (attrition 3% men, 4% women)
    • Fuel Costs £10m saving pa
    • Better use of people, buildings & IT… more for less
  • 8. Success metrics
    • Company
    • Accommodation costs – office space
    • Overheads
    • Recruitment
    • Environment
    • Fuel costs and costs to the environment
    • Productivity
    • Customer satisfaction
    People Absenteeism Satisfaction Maternity returners Retention
  • 9. Model of key strategic issues Company strategy Finance & Shareholders Competition Staff Recruitment and retention Customers Legislation Community Corporate governance H&S Suppliers
  • 10. ROI Exercise
    • In groups of 3 or 4, build a business case for flexible working using your own company or a typical SME
    • Identify the biggest benefit to your business.
    • Feedback
    • Summarise
  • 11. Legal issues and statutory guidelines
  • 12. Who can apply for flexible working?
    • Legal right to request flexible working
    • Employees with children under 16
    • Employees with disabled children under 18 years old and who are in receipt of disability living allowance (DLA) 
    • Carers for certain kinds of adults
  • 13. Who can apply for flexible working?
    • Applicants must fulfil certain criteria:
    • Employees with a contract of employment
    • Have been working for you for at least 26 weeks continuously at the time of the application
    • And have not made another application within the previous 12 months
  • 14. Making an application
    • A valid application must
    • be dated and in writing - whether on paper, email or fax
    • state that it is being made under the statutory right to make a flexible working request
    • confirm that they have, or expect to have, caring responsibility for a child or adult in need or care
    • confirm their relationship with the child or adult in question
    • specify the flexible working pattern applied for
    • explain the effect of the proposed change may have on your business and how you can deal with any such effect
    • state the date on which they want the change to start (allowing eg 12-14 weeks)
    • state whether they have made any applications to you before and, if so, when
  • 15. Making an application
    • The Department for Business, Innovation and Skills: BIS (formerly Business, Enterprise and Regulatory Reform: BERR) sample request form can be used by employees to make a request for flexible working arrangements.
    • Applications are for a permanent change, unless specified period requested – no ‘right of return’
  • 16. The employer must respond
    • arrange a meeting with the employee within 28 days
    • allow the employee to be accompanied
    • notify the employee of the decision within 14 days -
      • accept the request and establish a start date & actions
      • confirm a compromise agreed at the meeting, or
      • reject the request and set out clear business reasons for the rejection together with notification of the appeals process
      • request an extension of time to consider further
    • The BIS (formerly BERR) website has template acceptance and rejection forms
  • 17. Applications can be refused
    • Only for sound business reasons as follows:
    • Burden of additional costs
    • Detrimental effect on ability to meet customer demand
    • Inability to reorganise work among existing staff
    • Inability to recruit additional staff
    • Detrimental impact on quality
    • Detrimental impact on performance
    • Insufficiency of work during periods employee wants to work
    • Planned structural changes
  • 18. Possibilities
    • negotiate a different form of the flexible working arrangements
    • trial period (eg three months)
  • 19. Rights of appeal
    • Employees have 14 days to appeal in writing after employer
    • rejects their request.
    • If they appeal the employer must:
    • arrange to hear the employee's appeal within 14 days
    • allow employee to be accompanied
    • notify the employee of the decision within 14 days
  • 20. The notification will either:
    • uphold the appeal, specify the agreed variation, or
    • dismiss the appeal, state the grounds for the decision and contain a sufficient explanation of the refusal
    • Time limits can be varied by mutual agreement and in writing
    • An employee can then take this decision to an outside body - either ACAS or an employment tribunal.
  • 21. Learning from Case Law Craddock v Cornwall County Council
    • The EAT commented that it was a glimpse of the obvious to say that employing part-time employees could be inconvenient in that it required an employer to make adjustments. Yet the failure to make such adjustments to allow for part-time posts denied society the services of a wider pool of potential employees.
    Personnel Today Report Judgement (.doc format)
  • 22. Other legislation…
    • Working Time Regulations
    • Right to Request Time Off for Training
    • Single Equality Bill
  • 23. Contracts, recruitment and H&S
  • 24. Location independent Time independent Location dependent Time dependent • Routine administrative duties • Outbound sales calls • Planning • IT programming • IT support • Conference calls • Staff appraisal meetings • Meetings • Client meetings/Sales meetings • Some elements of manufacturing/production • customer service • t raining ELEMENTS OF A ROLE
  • 25. Job design
  • 26. Recruiting remote workers
    • Be creative and advertise the job where the remote workers are
    • Specialist agencies eg flexworks-uk >
    • Online skills banks eg Skillfair >
    • Social networks, eg Twitter >
  • 27. Preparing a statement of working practices
    • Definition of remote working
    • What the remote worker will need to do before starting to work from home
    • What the company will need to do
    • Changes to the remote working arrangement
    • Equipment provided (itemized)
    • Health and safety
    • Expenses
    • The remote worker’s own responsibilities for H&S and security
  • 28. Sample documents
    • Sample Home Workers’ Policy
    • Sample Remote Worker’s Agreement
  • 29.
    • The Health & Safety Executive has produced specific guidance for health and safety of remote workers and home workers
    • http://www. hse . gov . uk / pubns /indg226. pdf
    • Most of the Regulations made under the Health and Safety at Work etc Act 1974 (HSWA) apply to homeworkers as well as to those working at an employer's workplace.
    Health and Safety
  • 30. H&S and legal implications
    • Analyse workstations (risk assessments etc)
    • Plan work so breaks/changes of activity
    • On-request eye tests
    • H&S training and info for staff
  • 31. Lunch Thanks to