Flexible working schemes

Contents

Quick links to the content of this page:

• Introduction
• Legal considerations - the statutory right to request flexible working
• Background to the work-life balance debate
• The extent of flexible working schemes
• The advantages of such schemes
• Pitfalls to avoid
• How to introduce a scheme
• Discrimination
• Further advice

Introduction

Whilst some staff (see below for eligibility) have a legal right to request flexible working, employers are increasingly offering more flexible working practices in order to recruit and retain employees and to enable them to achieve a better "work-life" balance. This overview considers the reasons such schemes are becoming more common and offers some practical tips for employers when considering giving employees more flexibility in their working patterns.

Legal considerations - the statutory right to request flexible working

The right to request flexible working, and the statutory procedure to follow, is outlined in full in our legal overview . This applies to parents of a child aged 16 or under (or a disabled child under 18), or the carer of a dependant adult. (The Government had planned to further extend this to parents of children aged under 18 in April 2011 but this extension was subsequently postponed. However, it is the Government's intention that flexible working should, eventually, be offered to all employees.)

Background to the work-life balance debate

The debate over how employees manage to balance their work and home lives is not just concerned with parents; other employees also have caring duties. One in six people aged 16 or over care for a sick, disabled or elderly person (there are 6.8 million carers in the UK) and this is expected to increase to 22% within the next five years. Other employees may have other commitments or interests where the ability to work more flexibly would increase their job satisfaction and loyalty.

The traditional 9-5 working pattern is also becoming less common. The Office of National Statistics, which looks at changes in working patterns, says that patterns of work are changing and there may no longer be a standard model. Only 9% of adults are in a relationship where the man is the sole breadwinner in the family. There is also a significant rise in the number of men working part-time. The government aims to enable men to take a more active role in family life and changes to maternity and adoption leave will allow the father to take the second six months of his partner's maternity/adoption leave if desired.

This is commonly referred to as "work-life balance" and initiatives taken by employers to help employees manage their work-life balance to best meet their needs and aspirations include the following:

• flexitime
• staggered hours
• time off in lieu
• compressed working hours
• shift swapping
• self-rostering
• annualised hours
• job sharing
• part-time working
• term-time working
• home working
• tele-working
• breaks from work, including unpaid sabbaticals, or career break schemes.

The most common of these are part-time work, job sharing and flexitime. Many of these offer non-financial benefits which give the employee greater control of his/her life and enable a more satisfactory lifestyle to be achieved.

The extent of flexible working schemes

96% of private sector employers operate at least one flexible working policy and a survey by ACAS found that the number of employers offering flexible working almost doubled over the last six years. Of the various different types of flexible working, the percentage of employers now offering these was as follows:

• switching from full-time to part-time working - 64%
• job sharing - 41%
• home working - 28%
• term-time working - 28%
• flexitime - 26%

Examples of large companies which report significant successes as a result of their flexible working policies include British Telecom (who reported productivity gains of £10M a year, recruitment and sickness absence savings of over £7M a year and accommodation savings of over £40m); the RAC, who reported productivity increases of 8% for flexible hours, and HSBC who reported a 300% increase in women returning to work after maternity leave.

Part-time work and coming in late/leaving early are the most frequently requested forms of flexible work. What is necessary to meet individual needs can vary tremendously - it may just be a simple requirement for more flexibility on start/finish times, provided that the work is done, or some unpaid leave in order to cope with childcare responsibilities.

A report by PricewaterhouseCoopers, "Managing Tomorrow's People", found that 47% of more than 1150 UK professionals surveyed rated flexible working arrangements as their most important benefit. Both men and women valued this equally highly - 41% and 54% respectively ranking it as the most valuable.

The advantages of such schemes

The advantages of taking a more flexible approach are as follows:

• enhanced job satisfaction - 40% of SMEs believe the main benefit of flexible working schemes is increased staff satisfaction
• increased productivity - statistics prove that a happy workforce is more productive
• better utilisation of workers - the arrangements are not always just one-sided as flexibility can work both ways, with work being done to meet the demands of the job and time off being taken in quiet periods
• a less stressed workforce - workers who can accommodate either family commitments or other outside activities feel less stress as they are not so torn between conflicting demands. 68% of employers surveyed by the CIPD reported that the opportunity to work flexibly has had a positive effect on employee attitudes and morale.
• financial benefit to employees - in some cases, adjustments to working hours can result in employees incurring reduced costs of travel, childcare or domiciliary care and this is therefore an attractive benefit which costs the employer nothing but is very valuable to the employee
• reduced turnover - people can fit demands of home life within their working lives and are noticeably more committed to staying with an employer who facilitates this
• wider recruitment pool - flexible working is an overwhelming attraction proving even more of a pull than money. In addition, flexible schemes can attract a wider range of candidates who otherwise would be barred from applying because of their other commitments.
• better timekeeping - if people can fit their working time around outside commitments (eg the school run, rush hour traffic) their ability to arrive "on time" may be enhanced and you will benefit from their presence, rather than having to manage their absences/lateness
• lower costs for the employer - in some organisations, the introduction of some form of flexitime system has actually decreased costs. Time previously spent attending appointments, taking long lunch hours etc is now taken in the employee's own time and is no longer working time. In addition, a "bank" of worked hours can reduce overtime payments: overtime is worked to meet the demands of the job but may not be automatically paid until, for example, the end of each quarter and it may be that the employee prefers to take the time in lieu.
• reduced casual absenteeism - in some environments employees take time off sick when they are not actually ill, in order to look after children, deal with personal or family emergencies, catch up on domestic issues etc. If employees can take this time off legitimately, they may well do so instead of "pulling a sickie". Two-thirds of the organisations who offered flexible working believed that this helped reduce absence, as do flexible annual leave and occasional home working.
• accommodation savings - BT claim that improving desk utilisation by replacing the conventional one-desk-per-employee arrangement with fewer "hot desks" can save £16,000 per year per employee who works at home.
• increased loyalty - because the employer has attempted to meet the employee's needs, greater loyalty is usually assured
• retention of experience - older employers with particular experience may be happy to work beyond retirement age on a part-time basis (note that rules which previously prevented employees from drawing their occupational pension while working for the same employer have been relaxed).

Pitfalls to avoid

Most schemes are extremely successful but this depends on careful planning and agreement before implementation. Issues to consider include client/customer requirements; the need to have sufficient cover during opening hours and breaks; problems of fairness (if some departments can accommodate certain patterns and others can't); the timing of routine meetings so that people aren't excluded; ensuring that there is sufficient resource to meet business requirements. Also if you are recruiting job share partners, do ensure that they not only respect each other, but that their working methods are compatible.

Organisational culture is seen as the biggest barrier to successful integration of work and family life and lies at the heart of the psychological contract between employee and employer. Even where you have clear policies in place, employees can be reluctant to take them up if they run counter to a dominant long-hours culture (and research shows that the response of such employees is more frequently to leave and go elsewhere rather than to raise the issue). So consider your culture and take steps to ensure that work-life balance issues are seen to be acceptable, let senior managers work flexibly (as a good example), promote the policy, discourage activities and practices which make flexible arrangements harder to uphold and ensure that role models are visible.

How to introduce a scheme

The first thing to consider when introducing any sort of change is consultation . Ensure that what you are proposing will be valued and is workable, and consider having a trial period or extending your plan to a pilot group first.

• employee survey - find out what your employees would appreciate and value. If you impose the solution from above, the project may have the opposite effect to the one intended. Flexible working is a cultural shift for many organisations, showing greater trust in the employee. You may be considering lessening the extent of supervision and aiming to give your employees the ability to manage their own lives better, so don't impose a ready-made solution on them. Also, if you don't check, you may end up offering flexibility which is not really valued but causes you considerable difficulties in implementing so it is good to ascertain what is of value to both the individual and to you. Remember that it is personal flexibility that accommodates personal needs that will build a strong, loyal workforce.
   
• manage expectations - don't make out that you will consider anything if, in reality, your ability to offer flexibility is extremely limited because of production requirements etc. Only ask for comments on the areas where you are able to take action. And make it clear to employees that you value their views but obviously can only accommodate changes which will benefit the business (even if indirectly) as well as the individual. Feed back the results of your research to your workers including a timescale which you will then stick to, to evaluate suggestions and make decisions.
   
• culture - bear in mind the cultural shift. Are your managers concerned about how they will monitor performance if the rules are less rigid and they're not actually present at all times to oversee? You may find that you are moving away from an attendance-based culture to a results culture and this will need managing.
   
• check actual requirements - talk to your managers and find out what is really required in terms of on-site cover. In particular, IT support staff, administrative and reception staff tend to be areas where the degree of individual flexibility may be limited. Analyse the jobs to find out what is actually necessary. Consider the impact on colleagues of any individual changes.
   
• consider your competitors - What are they doing? What problems have they had? What benefits have they gained?
   
• consider your clients and suppliers - many managers are worried about the thought of employees not being there at core times in case a client rings. Provided there is sufficient cover, to what extent does this really matter? It may be easier to provide a better service to clients (ie you retain valued staff even if during shorter hours, and staggered working hours may mean that you can offer wider access opportunities to clients).
   
• consider health and safety implications - such as longer opening hours in the office and the requirements under the Working Time Regulations for minimum breaks, people working alone, security provisions, risk assessments for home workers etc.
   
• consider routine meetings - both days and timings etc to ensure that all workers can be present together when necessary and that they remain well-informed and involved.
   
• home working - if considering this, decide what level of staff, how much work may be done at home, with whose permission and bear in mind health and safety considerations. Also look at the technology required to enable this. And if you intend to spread the scope of home working widely (rather than just allowing this on an occasional basis to meet deadlines, complete confidential projects or reports etc) then consider your working practices and security issues - are files accessible, do you have sufficient data security etc.
   
• compromise - you may need to consider and discuss what may be a reasonable compromise.
   
• change contracts - you may wish to ensure that you have the right to return to previous working practices if the new schemes don't work satisfactorily.
   
• monitor and review - decide how you will monitor the effectiveness of the scheme and consider having a trial period. Is productivity up? Is turnover down? Are your employees happier?
   
• implement - feed back your decision to your employees and agree a suitable start date. Make sure that there is an open door to discuss and resolve any problems which arise as you go.
   

Discrimination

Just a few points to bear in mind:

• Women who are refused flexible work could bring a sex discrimination claim so take care to consider any requests fully.
   
• A disability claim can be made if any employer fails to make a reasonable adjustment by refusing a request from a disabled employee (or by association, someone who cares for a disabled person) for flexible work.
   
• Workers with particular religious or other beliefs may claim discrimination if an employer refuses a reasonable request for flexible work in order to permit religious observance.
   
• Part-timers must not receive less favourable treatment than full-timers.
   
• Changes to working hours must still comply with the minimum breaks set out in the working time regulations .
   

Further advice

Business Link has some interesting case studies describing successful flexible working initiatives.