Flexible Working Framework
Perth and Kinross Council · 31 January 2024
Back to Finance and Resources Committee — 31 January 2024 and its agenda
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PERTH AND KINROSS COUNCIL Finance and Resources Committee 31 January 2024 FLEXIBLE WORKING FRAMEWORK Report by Corporate HR Manager (Report No. 24/42) 1. PURPOSE 1.1 The Council’s employment policies support the effective delivery of services and Corporate Plan Priorities. They also reflect the Council’s commitment to being a fair and inclusive employer. The current flexible working policies and provisions are being updated to ensure they take account of the Council’s operating environment, upcoming legislative changes and support the development of our culture and ensure our employment package is competitive. The core Flexible Working Framework (the Framework) is detailed in Appendix 1 and incorporates the main flexible working provisions which will be supported by operational guidance. 1.2 This report therefore seeks approval of the Framework which will formalise hybrid working as a workstyle and ensure a fair and consistent approach that is focussed on operational and customer need. 1.3 This report also asks Committee to note that the Framework, and the associated operational guidance, will continue to be updated to reflect new employee rights which are at different stages of the UK parliamentary approval process. 2. RECOMMENDATIONS 2.1 It is recommended that Committee approves the core Flexible Working Framework as set out in Appendix 1, which will be supported by operational guidance. 2.2 Committee are asked to note that with effect from 1 April 2024 a revised Hybrid working approach will establish the requirement for a minimum level of attendance in a workplace of normally 2 days per week. This closely aligns with the effective date for some of the legislative changes relevant to the content of the Framework. 3. STRUCTURE OF REPORT 3.1 This report is structured over the following sections: Section 4: Background/Main Issues Section 5: Proposals Section 6: Conclusion Appendix 1: Draft Flexible Working Framework Appendix 2: Forthcoming related legislation
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4. BACKGROUND / MAIN ISSUES 4.1 The environment in which the Council operates has changed during and since the Covid-19 Pandemic impacting on the way that services are delivered. Hybrid working arrangements developed at pace from the outset of the pandemic and were reviewed regularly as restrictions eased, new ways of working were embraced and have continued to adapt to organisational requirements. The development of the Framework brings together the different provisions which support increased levels of flexibility, formalises hybrid working as a workstyle and sets out key principles which help maintain a focus on operational and customer need. 4.2 The flexibility and responsiveness provided by the Framework will particularly support the following principles within the Corporate Plan: a) Working with our communities and partners and putting people first. b) Being a visible and valued part of our communities, engaging with and being accessible and responsive to our residents. c) Making best use of available assets …..(to) best serve the community. 4.3 Within the employment market, employees’ expectations of the flexibility and support offered by an employer have also changed, with arrangements such as hybrid working being sought by many applicants. To ensure that we are viewed as an employer of choice in an increasingly competitive labour market, we need to ensure that our employment offer is attractive to potentially new and existing employees. The availability of flexible working opportunities also helps the Council as an employer to attract and retain a diverse and inclusive workforce. 4.4 Recent changes to employment legislation have increased employees’ rights across the UK, with further changes scheduled over the next year. An overview of the pending and draft legislation is provided in Appendix 2. Once approved, these legislative changes will impact on the provisions the Council will be required to offer employees in respect of how we work, with resulting updates to our general terms and conditions of employment. The approach taken to the new Framework is intended to future proof these provisions based on what we know at this time. Consultation will continue to take place with our recognised trade unions, relevant stakeholder groups, such as the disABILITY Staff Network, and updates will be provided at meetings of the Employees Joint Consultative Committee and Joint Negotiating Committee for Teachers. 4.5 The Council also has obligations as a Fair Work First Employer and through our Equality commitments as set out in our Equality and Outcomes Mainstreaming Report. These are essential considerations in the development of our culture and are reflected in our Values. The Framework and associated guidance will reflect these commitments where they relate to flexibility in how, where and when employees work. 4.6 The Policy and Governance Group and Executive Leadership Team have been consulted in the development of the Framework which sets out the Council’s policy commitments on flexible working. There has also been
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consultation with the Extended Leadership Team, the Working Smarter Project Group (specifically regarding hybrid working and the impact on workspace utilisation and planning). Our recognised trade unions have been consulted on the development and review of hybrid working arrangements and will continue to be key stakeholders in the Framework and associated guidance. 5. PROPOSALS 5.1 The proposed core Flexible Working Framework, as set out in Appendix 1, incorporates a policy statement on the Council’s commitments to flexible working. It includes the new provisions relating to hybrid working which will be effective from 1 April 2024. 5.2 The Framework will be supplemented by operational guidance for managers and employees. This guidance and related processes will be developed in consultation with our recognised trade unions and updates provided to future meetings of the Employees Joint Consultative Committee and Joint Negotiating Committee for Teachers, as appropriate. 5.3 The core elements of the Framework cover: How we work The Framework identifies 6 key themes and the principles associated with each, which are essential in all forms of flexible working:- • Effective use of Technology and Resources; • Developing our Culture to reflect changing service demands; • Health, Safety and Wellbeing; • Communication; • Fairness and Inclusion; • Focus on Results. Guidance is also provided to ensure flexible working arrangements meet operational and customer requirements whilst balancing employee’s needs, as far as reasonably practical. When we work The Framework confirms the different forms of working patterns currently in place across the Council and how these can be best used to support effective service delivery. These include:- • Term Time Working, • Annualised Hours, • Part-Time working, • Job Share arrangements, • Compressed Hours, • Rota/Shift design, and • Temporary adjustments.
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Guidance is also provided on the related processes which ensure the Council as an employer fulfils its legal obligations. Where we work A number of formal work styles are in place across the Council: • Hybrid, • Home based, • Fixed Office based, • Digital Mobile Working, • Non-Digital Mobile Working. Guidance is available on their use and how the principles relating to how we work should be applied and/or adapted to each. 5.4 One aspect of flexible working that has continued to develop is the use of hybrid working. The approach taken and the related guidance has been regularly updated to reflect changing circumstances over the past three years in order to support those working remotely and those managing remote teams. The Hybrid work style allows a pattern of attendance (fixed or flexible) combining working from home and from workplaces which may be the contracted place of work, other Council premises or that of a customer, partner, stakeholder, or community setting. 5.5 The most recent review of the Hybrid work style arrangements was specifically focused on service delivery and customer requirements, as well as internal connectivity and collaboration. As a result of this review, with effect from April 2024: a) The Hybrid work style will be mainstreamed within the Flexible Working Framework; and b) Hybrid working arrangements will be based on a consistent approach across the organisation of normal workplace attendance of at least 2 days per week. Within this requirement, managers will have flexibility to design the pattern of attendance to best support service delivery. This guidance on hybrid working will be kept under review to ensure it meets operational requirements and reflects any decisions of Council in respect of its property estate. 6. CONCLUSION 6.1 The proposed Flexible Working Framework sets out the policy commitments and refers to operational guidance for managers and employees on all aspects of our flexible working offer including Hybrid Working, to ensure a fair and consistent approach with maximum benefit to all stakeholders. Author(s) Name Designation Contact Details Sandra Lawson Senior HR Officer HR@pkc.gov.uk
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Fiona Thomson HR Manager Approved Name Designation Date Pauline Johnstone Corporate HR Manager January 2024 APPENDICES • Appendix 1 – Draft Flexible Working Framework • Appendix 2 – Forthcoming Related Legislation
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ANNEX 1. IMPLICATIONS, ASSESSMENTS, CONSULTATION AND COMMUNICATION Strategic Implications Yes / None Community Plan / Single Outcome Agreement Yes Corporate Plan Yes Resource Implications Financial n/a Workforce Yes Asset Management (land, property, IST) Yes Assessments Equality Impact Assessment Yes Strategic Environmental Assessment n/a Sustainability (community, economic, environmental) n/a Legal and Governance n/a Risk n/a Consultation Internal Yes External n/a Communication Communications Plan Yes 1. Strategic Implications Community Plan/Single Outcome Agreement 1.1 This report supports all of the priorities within the Community Plan 2022-27. (i) Reducing Poverty (including child poverty, fuel poverty and food poverty) (ii) Mental and physical wellbeing (iii) Digital participation (iv) Skills, learning and development (v) Employability Corporate Plan 1.2 This report supports the objectives within the new Corporate Plan:- (i) Children and young people grow up safe, respected, well-educated, and confident in their ability to realise their full potential; (ii) People and businesses are increasingly able to prosper in a local economy which support low carbon ambitions and offers opportunities for all; (iii) People can achieve their best physical and mental health and have access to quality care and support when they need it; (iv) Communities are resilient and physically, digital and socially connected; (v) Perth and Kinross is a safe and vibrant place, mitigating the impact of climate and environmental change for this and future generations.
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2. Resource Implications Financial 2.1 There are no direct financial implications. Workforce 2.2 There are no direct workforce number implications as a result of the development of the Flexible Working Framework The Framework will be supported by clear guidance regarding flexibility options available to managers and employees which will support an employment experience which is designed to be more attractive to potential employees and tailored to those already in employment. This will improve the recruitment and retention of our workforce. This proposal is put forward by the Corporate Human Resources Manager. Asset Management (land, property, IT) 2.3 There are potential implications for the property portfolio which will be considered during the development of guidance. The Strategic Lead, Property has been consulted on the proposals, particularly with regard to hybrid working. 3. Assessments Equality Impact Assessment This proposal has been assessed as relevant and the following positive outcomes are expected following implementation: • Improved opportunity to support employees with additional personal needs that can be addressed through the use of a flexible approach to working. • Improved awareness of managers and employees of the options available to support a flexible approach to working (how, where, when). • Opportunity for employees to be proactive in their balance of working and personal life as a result of increased awareness/improved accessibility to related guidance and procedures. Strategic Environmental Assessment The proposals have been considered under the Act however, no action is required as the Act does not apply to the matters presented in this report. Sustainability There is the potential for elements of the Flexible Working Framework to impact on our Climate Change efforts, namely hybrid working and it’s impact
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on commuter traffic. As we develop each element this impact will be considered. Legal and Governance 3.4 There are no legal implications. Risk 3.6 The proposal will not negatively impact existing risks or generate new risks. 4. Consultation Internal 4.1 Internal consultation activity has been detailed in the report – ELT, Policy and Governance, Smarter Working Project Group. External 4.2 External consultation has focused on our recognised trade unions and details of this are included in the report. 5. Communication 5.1 Work will be undertaken with the Communications Team to ensure that: Managers are provided with guidance on the Framework, hybrid working and other elements and the necessary actions required of them as a result. Employees will be provided with initial information regarding future plans regarding flexible working, changes in the legislative landscape and our internal provision and options available to them. Trade Unions will be given the opportunity to co-create guidance and other documents which will form the content of the Framework. Communication channels used will be: The intranet (Eric) Cascade via managers Our recruitment information on www.pkc.gov.uk and MyJobScotland 2. BACKGROUND PAPERS n/a