Hybrid contracts
The pandemic's remote working policies allowed organisations to expand their talent pool geographically. This approach continues, with some companies negotiating contracts based on remote work. The challenge now is to create a fair system that accommodates both historical and new hybrid arrangements.
Flexible working arrangements
An overwhelming majority (97 per cent) offer regular or ad-hoc work-from-home options, with 91 per cent providing part-time work. Informal flexibility, such as ad-hoc changes in hours or locations, is also prevalent, offered by 65 per cent of respondents.
“Work from anywhere” is an option for some, fully trusting employees to manage their tasks independently. FlexiHours policies included those who did not have ‘core’ hours and are empowered to balance their work with personal priorities and preferences on a week-to-week basis. This fully flexible model will suit some organisations more than others. Some employers are offering guidance in the form of a ratio – with some designating that 60 per cent of time can be spent working from home.
Compressed working weeks
Four-day week trials have been piloted. The four-day working week report by thinktank Autonomy and researchers from the University of Cambridge, the University of Salford and Boston College in the US found that out of the 61 organisations who took part in a six- month UK pilot, 51 per cent made the change permanent.
Participating staff committed to deliver 100 per cent of their output in 80 per cent of their time, bringing positive changes. Reported positive effects included improved staff wellbeing, reduced staff turnover and improved recruitment. Nearly half reported that productivity improved.
Importantly, it is crucial to realise that one policy will not suit all organisations. Trial and error may be a crucial part of defining the right policy that works most effectively, not just for an organisation, but for individual teams. Bringing more energy to work when certain roles can be delivered outside of the nine to five model, five days a week, is one way to reduce turnover and reduce levels of staff sickness by giving people more flexibility.
Commitment to diversity, equity and inclusion
Working from home and flexible working arrangements are often discussed synonymously with the issue of equity, diversity and inclusion. Initiatives need to be sustained and long-term to truly effect meaningful change, but a focus on the individual is key. Additional caring duties, juggling family commitments and ensuring that work is open to everyone are key aspects of the debate, with working from home and remotely opening up whole new talent pools demographically and geographically.
Bringing the employer brand to life
Understanding the culture an organisation wants to build, how they want people to interact in teams and across the business, and the unique selling points they offer employees as an employer is important to define an effective hybrid working policy.
A well-defined hybrid working policy aligns with an organisation's culture and values. Case studies and internal communications can strengthen the employer brand, highlighting success stories and promoting virtual team-building. Performance management conversations also play a role in ensuring the right balance of office attendance and remote work.
Values-led working arrangements
Organisations are increasingly aware of risks posed by ignoring environmental, social and governance issues. If a commitment to wellbeing and sustainability are among the key values of an organisation, then designing a hybrid working policy that enables people to avoid a five-day commute, reducing their carbon footprint in the process, and that gives their employees the opportunity to build in wellbeing practices to their working week, can deliver benefits to employees while upholding core organisational values.
Get in touch
Defining a policy that works, not necessarily across a whole organisation, but works based on different teams and their requirements is something that may require trial and error to reach an equitable and motivating solution. It is important to understand that there is often no ‘one size fits all’ approach. Often employee opinion surveys can help track employee attitudes to hybrid and flexible working policies, helping you to fine tune your offering for the benefit of the business. Get in touch to discuss how to define a policy that supports your people and meets client needs.
