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Remote and flexworking session2
- 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
- 9. Model of key strategic issues Company strategy Finance & Shareholders Competition Staff Recruitment and retention Customers Legislation Community Corporate governance H&S Suppliers
- 11. Legal issues and statutory guidelines
- 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
- 31. Lunch Thanks to
Notes de l'éditeur
- 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