ENABLING FLEXIBLE WORKING - CIPD

1 ENABLING . FLEXIBLE . WORKING . Cross-sector case studies and practice highlights Case studies June 2019. The CIPD is the professional body for HR and people development. The not-for-profit organisation champions better work and WORKING lives and has been setting the benchmark for excellence in people and organisation development for more than 100 years. It has 150,000. members across the world, provides thought leadership through independent research on the world of work, and offers professional training and accreditation for those WORKING in HR and learning and development. ENABLING FLEXIBLE WORKING : Cross-sector case studies and practice highlights Case studies 1.

2 ENABLING FLEXIBLE WORKING : 2 Cross-sector case studies and 3. practice highlights 4 Contents 1 Introduction 2. 5. 2 Calderdale and Huddersfield NHS Foundation Trust 2. 6 3 Enterprise Rent-A-Car 11. 4 GLF Schools 15. 7. 5 Hachette 23. 8 6 Lendlease 32. 7 Pharmaceutical Research Associates 41. 9 8 Schneider Electric 46. 10 9 Transport for London (TfL) 54. 10 United Living 61. 11 11 Job-share partnership 67. Acknowledgements We are most grateful for the support of all the organisations, individuals and FLEXIBLE Hiring Champions who participated in the research behind this project and to all the different teams within the CIPD who have collaborated with us to process the findings and develop our insights.

3 The case study summaries and the main guidance were written by Claire McCartney of the CIPD and Emma Donaldson-Feilder, Rebecca Peters, Kate Godfree, Rachel Lewis and Joanna Yarker of Affinity Health at Work (Rachel and Joanna are also Associate Professors at Kingston Business School). Affinity Health at Work is a specialist consultancy offering research and consultancy solutions to improve workplace health, well-being and engagement. 1. ENABLING FLEXIBLE WORKING : Cross-sector case studies and practice highlights 1 Introduction 1 The widespread demand for FLEXIBLE WORKING and the significant policy drivers to improve FLEXIBLE WORKING and increase its use have underscored the need for real-life, evidence-based guidance to support FLEXIBLE WORKING implementation.

4 The CIPD therefore conducted in-depth 2 research in collaboration with Affinity Health at Work, to produce a new guide, Cross-sector Insights on ENABLING FLEXIBLE WORKING , together with supporting tools to provide that support 3 for organisations and people professionals. Our insight was drawn from ten cross-sector case studies, action learning events and reflective diaries. Nine organisations contributed these case studies. In each organisation, interviews were 4 conducted with an HR professional, a line manager and a FLEXIBLE worker to obtain a rounded perspective. A further case study was gathered from a job-share partnership (in 5 which the job-sharers have worked together across different employers).

5 The full summaries of these case studies and practice highlights are collated here to give 6 clear examples of FLEXIBLE WORKING operating within different contexts, including at senior levels and in roles and areas of organisations that are not traditionally seen as suitable for FLEXIBLE WORKING . By examining and adapting as appropriate some of the creative FLEXIBLE 7 WORKING practices seen, organisations and people professionals can derive solutions that can help them to successfully enable FLEXIBLE WORKING whatever stage they are at on their journey. 8. 2 Calderdale and Huddersfield 9 NHS Foundation Trust 10 Business sector: Healthcare Number of employees: around 6,000.

6 Overall lessons learned 11 Culture change takes time and ongoing explanation of why it works and what are the key benefits, as well as keeping an eye on the challenges and finding ways to overcome those. No one size fits all and you don't necessarily have to reduce your hours: allowing someone to pick their kids up from school once a week by leaving two hours early . you can let them do that and make that time up sometime else, for example WORKING from home it's about thinking outside of the box.' Different people need different things for example, time off on particular days for religious reasons. The need for FLEXIBLE WORKING is going to grow over time: Given how the NHS pension scheme is progressing, people are going to want to work for longer, so we need to think differently about how we do that how can we create FLEXIBLE WORKING for people at that stage of their career when some of the physical impact is relevant?

7 '. There is still more to be done for example, creating more job-shares at senior level. FLEXIBLE workers need to be organised and plan well to work successfully. Key themes from case study Implementing FLEXIBLE WORKING has had tangible benefits at this trust, in terms of retention and reduced sickness absence. There are different ways of WORKING flexibly, some of which do not involve a reduction in WORKING hours, but are just about changing or flexing the time, place or pattern of work. 2 Introduction ENABLING FLEXIBLE WORKING : Cross-sector case studies and practice highlights It is helpful to think about FLEXIBLE WORKING across the life course and consider the needs of younger and older workers, including options for professional 1 development and retire and return' as well as flexing around caring responsibilities.

8 Culture, communication and individual conversations are all important for creating 2 an environment in which FLEXIBLE WORKING is not only accepted, but also encouraged. Having champions and talking about the benefits are key to supporting people to overcome any resistance to FLEXIBLE WORKING . 3 Systems, processes and technology can all help make FLEXIBLE WORKING possible. 4 Organisational context Calderdale and Huddersfield NHS Foundation Trust comprises two main hospitals, 5 Calderdale Royal Hospital and Huddersfield Royal Infirmary, plus community sites, health centres and care provided in patients' homes. The trust offers a wide range of FLEXIBLE WORKING arrangements, including: term-time-only contracts, part-time, job-share, FLEXIBLE 6 WORKING hours, FLEXIBLE days, compressed hours, reduced hours, the possibility to work from home when appropriate, annualised hours, career breaks and sabbaticals.

9 There are opportunities to flex the days of the week, hours and times of work and place of work: 7 Work is something I do rather than where I go or a specific time to do it in.'. The trust also operates an internal FLEXIBLE bank' for nurses. People who do not want a 8 substantive contract, or who want to choose when they work, or to be paid weekly instead of monthly, can choose to work as part of the bank'. These people are not contracted for particular shifts; they simply work when they can work (and when the work is available). 9. In addition, people are allowed to move up and down the grading structure, without it being seen as a negative. For example, if someone who previously worked at a higher 10 grade decides, when they come back from maternity leave, that they want to move down a band (for example move from ward manager to junior sister) in order to manage their additional responsibilities and have a healthy work life balance, they are supported to do 11 that: we say you are not lost to us, we still recognise you as having potential talent, so we will meet their needs now and have another career conversation at their appraisal.

10 '. People can also move around the organisation and get support for qualifications through WORKING flexibly: people recognise that they might start in one place, but don't have to follow a traditional path anymore; they can swap from specialty to specialty and we will support that and they can move around the organisation they can do their CPD. differently when they are WORKING flexibly too.'. While the organisation previously wanted people to be able to rotate through the full pattern of shifts across 24 hours, it now recognises that people's other needs, such as bringing up children or looking after ill parents, may mean that they can only work at particular times of day/week.