Background
In a business context, ‘agility’ can apply to both workforce (matching fluctuations in demand) and operational factors (how responsive and adaptive processes and structures are). The potential for adaptation has been shown in many ways in recent years, the pandemic driving a surge in remote and hybrid (i.e., a combination of onsite and remote) working, with almost a third of workers working in this way during the first national lockdown and government statistics showing 30% working from home,. Though many have returned to their previous work patterns post-covid, a large number of employers have also decided not to return fully to previous work patterns and encourage some type of hybrid working. This has opened up possibilities that some had not previously considered. Often, we can find that workplaces have been designed around (outdated) ideas of an ‘ideal worker’ who has no social or caring obligations outside work, where in reality family structures and lifestyles can now be much more diverse.
A range of combinations of work patterns and locations are possible as highlighted in the Flexible and Family-Friendly Working section and incorporating this type of approach in your workforce can be of benefit to both employers and employees. Research by the Work Foundation in 2021 showed that most workers would be prepared to spend their working week combining days on site and working from home. However, remote working can present particular challenges for employees due to isolation and missing potential opportunities for learning and development. This has been found to have a greater effect on disabled workers, women, parents and those with caring responsibilities, and employers need to remain vigilant to ensure that these groups are not unfairly disadvantaged. There are other potential issues for employers, particularly in terms of communications and team cohesion where staff are working across different locations.
What are the benefits of introducing more agility into the workforce?
Working from home can mean less commuting/travel time, more autonomy for workers, greater flexibility, better work-life balance and ability to fit work with caring and family life. These can lead to increased motivation, reduced staff turnover in addition to the savings to employers on office space where this is a consideration. Challenges, though, include it leading to working longer hours, work intensification and isolation. Post-pandemic, it has also become apparent that working remotely, particularly if at home most/all of the time, can lead to a blurring of boundaries between the personal and professional and lead to a lack of equilibrium. Visit the section on Work-Life Balance section for further information.
What can employers do?
For some businesses, particularly where the work is related to animal care or includes specialist equipment or health and safety oversight, there is little potential for change in location (though some flexible work patterns may be possible). Where there is a possibility for this, and benefit for employers and employees, the benefits should be balanced out with the downsides. There are a number of ways to make it effective, with some of the key ways to do this shown below.
Some ideas for action
- Supportive line management has been identified as pivotal in enabling remote working.
- Ensure line managers are trained and prepared to manage remote teams and be a role model for remote working.
- Communicating and consulting staff is essential for success. A shift to different work types, whether this is home-working or involves a more hybrid model so employees are onsite at times, may involve some experimentation. Employers must understand employees’ needs and preferences whilst employees are being kept aware of the needs of the business.
- Be prepared to challenge ‘traditional’ views of work patterns and locations, where your business will allow.
- Recognise that there may be logistical challenges in terms of communicating with employees. Whilst the key focus may be on keeping in touch to ensure that work runs smoothly, other types of communication and collaboration are also important. This could include social interaction and community events, as well as access to career development opportunities. Those without regular computer access at home, for example, may appreciate paper-based communications or an accessible notice board, or some kind of regular team face-to-face update.
- Be alert to the blurring of lines for your employees between work and home if they do spend a lot of time there. Encourage them to keep some kind of routine, have a dedicated workspace and to switch off at the end of the day.
- Share resources that may support employees who are balancing work in this way for example, the NHS has a website with tips on working from home.
Information on the legal position relating to Flexible and Family-Friendly Working can be found.
For some additional reading and resources for this page click here.
