Appendix 1 – Draft Flexible Working Framework
Perth and Kinross Council · 31 January 2024
Back to Finance and Resources Committee — 31 January 2024 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
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Draft Flexible Working Framework 1. Introduction The purpose of the Flexible Working Framework (the Framework) is to ensure working arrangements support and enable service delivery and meet the Council’s Corporate Plan priorities for the people of Perth and Kinross. It will also enable colleagues to have a balance to their working lives and offer an attractive employment package to potential employees. The Framework will be supported by guidance and support for managers to allow them to develop appropriate approaches to employees’ working time, place and practice, and to advise employees of the options available to them. We know that our colleagues thrive personally and professionally when working together with purpose. Collaboration and connection are fundamental to our success in meeting the needs of the people of Perth and Kinross. The importance of that connection and sense of belonging will be supported through the Framework. Policy Statement The Council recognises that there are all-round benefits from offering additional flexibility to employees in the hours they work, the times that their working week is organised and where they conduct their work. It is appreciated that particular flexible working provisions will not work for or be available to everyone. It will depend on the type of role carried out, the demands of the role, the team worked in, levels of cover required and the requirement to deliver the best possible service to our customers. Agreed working arrangements must ensure a high level of service delivery to customers (internal and external). 2. Flexible Working A What do we mean by Flexible Working? Flexible Working arrangements allow employees, through agreement with their manager, to vary the amount, timing or location of their work, to the benefit of both the individual and the organisation. In other words, creating flexibility in how, when and where an employee works in order to fulfil their role. B Why does Flexibility Matter? Having flexibility in our working arrangements: • Supports the achievement of corporate priorities • Ensures employees have the opportunity to engage with colleagues and customers in the most effective manner • Supports our employees to achieve a balance in their working and personal lives APPENDIX 1
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• Enhances our terms and conditions and our reputation as an employer thereby supporting our recruitment activity • Supports our equality and inclusion agenda This Flexible Working Framework brings together the different provisions which support increased levels of flexibility and develops these to address future requirements. It 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. To be a high performing organisation, the Council must harness the benefits of flexibility, whilst ensuring our employees connect and work together in the most effective way in order to meet the needs of our customers and community. Successful teams need face to face contact, interaction for inspiration and to learn from and support each other. The Framework clarifies our flexible working offer and provides clear guidance for current and potential employees. This supports the recruitment, induction and development of our workforce, and reflects our organisational culture. ➢ Benefits for our customers and community • Improved local access to services • Increased times of access to Council representatives ➢ Benefits to the organisation • Potential to attract and retain a wider range of talent • Becoming a more inclusive and diverse employer • Productivity/Output improved • Reduced carbon footprint ➢ Benefits to the employee • Improved Work Life Balance • Benefits to Wellbeing • Reduction in Commuting • Wider range of opportunities accessible C How Will We Measure Effectiveness? Our organisation has clear priorities and we measure our effectiveness against the achievement of our organisation objectives and delivery of these priorities. Therefore, we also have to be output focused at all levels of the organisation; to ensure that our employees are supported to deliver the best service it must be clear how organisation objectives translate to an individual level. Direction is provided through the Corporate Plan and relevant strategies – all of which are underpinned by our Values (Ambition, Compassion, Integrity) and related behaviours and competencies. These building blocks support the development of clear, manageable and measurable objectives at Service, team and individual levels.
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Guidance is provided on how flexible working should be considered when developing objectives and how it can be used to support their delivery. Objectives are regularly reviewed and revised to reflect changing priorities. This gives the opportunity for managers to discuss flexible working arrangements to ensure they continue to support effective performance and to make necessary changes to reflect changes in the needs of the organisation or employees. 3. Supporting Flexible Working The Principles: Based around 6 key themes - Health, Safety & Wellbeing; Communication; Culture; Fairness & Inclusion; Technology & Resources; and Focus on Results - the principles provide a framework to support the success of all forms of Flexible Working and ensure they meet employees and organisational needs. HOW WE WORK Further guidance on the principles associated with each theme is available to allow local application of appropriate working arrangements. WHEN WE WORK For most employees there will be times when we are required to be available to our customers, both external and internal, or core hours when levels of activity require our attendance at work.
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However, some degree of flexibility in when we work, will be an option for many, if we stick to the principles underpinning "How" we work. Existing options are summarised in the guidance and include: a. Compressed Hours b. Annualised Hours c. Part Time Working d. Job Share Arrangements e. Term Time Working f. Rota/Shift Design g. Temporary amendments In the Council, many people already have an agreed flexible working arrangement in place with regard to when they work, utilising one of the existing flexible working policies. WHERE WE WORK Where we work will depend on the type of work we are doing, the demands of the role, where we will be most productive and where space is available. Not all roles are suitable for home/ remote working, for example, roles involving face to face contact with customers, front line roles or some training/supervisory roles. For many, Hybrid Working - a combination of working at home and in a Council or non-Council (e.g. partner or stakeholder) workplace, or community setting will be optimal and reflects existing working practice. The most common examples of where we work are described in the Council’s Work Styles: a. Hybrid, b. Home based, c. Fixed Office based, d. Digital Mobile Working, e. Non-Digital Mobile Working. 4. Types of Flexible Working – Guidance is available on :- A Where • Hybrid Working • Hybrid working principles • Hybrid working FAQ • Home working • Fixed base • Mobile working • Smarter working styles • Smarter working styles and ICT standards of provision • Working from a distant/non-UK base (available from HR)
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B When • Hours of work • Types of working arrangement • Existing Special Leave support provision e.g. Carer Leave, Compassionate Leave, Parental Leave • Forthcoming Special Leave provision led by pending employment legislation and will be incorporated into the Framework following consultation with our recognised trade unions. In 2024 this includes Neonatal Leave and Miscarriage Leave. C How • Job sharing arrangements • Secondment opportunities • Job family moves 5. Flexible Working Requests A. Flexibility in new roles/vacancies Where a role has been identified as suitable for flexible working, this should be noted in the vacancy advert as appropriate. Consideration should be given to the skills and attributes looked for in a candidate where the role may involve a particular type of flexible working e.g. digital, organisational skills, able to work on own initiative/independently. B. Flexible Working – Organisation Required Instances may arise, as part of business improvement/transformation, that result in employees being required to amend their pattern of attendance on a either a temporary or long-term basis. Temporary changes could be needed for operational reasons to support colleagues or delivery requirements e.g. managers can adjust working arrangements to support the induction and training of new employees, to respond to emergency or unplanned situations or to meet pressing delivery deadlines. Longer term/permanent change may come about due to restructure or service design changes. We recognise that these changes may not be easy for some depending on their particular role and personal circumstances. Part of ensuring inclusion and equality in the way we work is taking into account individual working preferences and personal circumstances; individual discussion is therefore important to ensure that all options are considered, particularly where there
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is a requirement to address reasonable adjustments. Any changes to the way we work which involve a contractual change will be implemented following appropriate consultation with relevant parties. C. Flexible Working – Employee Requests (w.e.f. 6 April 2024) All employees have the right to - make a formal request for flexible working from day one of employment - make up to two requests in any 12 month period. Examples of requests that could be made are: • reducing the number of hours worked • opting into a hybrid working pattern • compressing working hours into fewer days Employees wishing to request any form of flexible working, should discuss this with their line manager in the first instance to ensure all suitable options are considered. A formal request can then be made and considered via the process outlined in the Flexible Working Guidance. 6. Related Policies/Guidance supporting flexibility across the organisation (Links will be included) Health, Safety and Wellbeing • Health & Safety Guidance for Employees working at home • Health and Wellbeing Framework • Hybrid Working Safely • Equally Safe at Work • Lone Working Arrangements • Toolkit for Working Smarter Communications • Virtual Meetings – advice • Effective Virtual Teams (CIPD) IT • Working from Home Like a Pro • Severe Weather Arrangements Miscellaneous • Recruitment Guidance • Induction Process • Scottish Government Guidance – Flexible Working • Draft Workspaces FAQ