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Flexible Working The Cambridgeshire Experience. Maxine Harriman. June 2009. Drivers for Change. External Demographics Modernising government Sustainability Employee benefits Employment legislation changes Internal Council’s Modernisation Agenda

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slide1

Flexible Working

The Cambridgeshire Experience

Maxine Harriman

June 2009

drivers for change
Drivers for Change

External

  • Demographics
  • Modernising government
  • Sustainability
  • Employee benefits
  • Employment legislation changes

Internal

  • Council’s Modernisation Agenda
  • Council as ‘Employer of Choice’/People Strategy
  • Council’s ‘Travel to Work’ Plans
what flexibility have we got
What ‘flexibility' have we got?
  • Flexible contracts (how work is done)
  • Flexible working time (when work is done)
  • Flexible work locations (where it is done)
flexible contracts
Flexible Contracts
  • Full Time/Part Time
  • Job Share
  • Term Time Only
  • Annualised Hours
  • Fixed Term
  • Relief
  • Contracts for Services
flexible time
Flexible Time
  • ‘V’ Time
  • Compressed Hours
  • Flexi-time/TOIL
  • Variable start/finish times
flexible work location
Flexible Work Location
  • Tele-working/Mobile Tele-working
  • Home-working (permanent, occasional, ad-hoc)
  • Hot-Desking
the delivered outcomes
The Delivered Outcomes
  • HR Policies/Procedures
    • Flexible Working Policy/Flexible Working fact sheets/checklists.
    • Employment contracts
    • Leave arrangements
the delivered outcomes8
The Delivered Outcomes
  • Development of Touchdown Centres
  • ICT equipment/facilities to support permanent/occasional home working and hot-desking arrangements
  • Introduction of flexible loan scheme
  • New training opportunities
  • Successes publicised (Countywide)
benefits
Benefits
  • Working hours to suit personal preference/domestic responsibilities
  • Improved time management/organisation skills
  • Productivity level increases
  • Less commuter travel (less pressure on traffic congestion/car parking facilities)
barriers
Barriers
  • Suitability of tasks/job role
  • Short-term investment to reap long-term gains
  • Individual employee type (motivation/initiative/self discipline/time management)
  • Management culture – by outputs>inputs
  • Changes to working practices (e.g. clear desk policy, contract arrangements)
the added value
The Added Value

Difficult to evidence take up, but there is:

  • noticeable change in culture (more positive attitude towards flexible working)
  • increase in requests for formal/informal contract changes (e.g. TTO and 9-day fortnights)
  • increase in number of employees accessing county systems remotely.
  • positive feedback from performance appraisal documents, the Employee Survey and new recruits who see CCC as ‘Employer of Choice’