LEGAL
Towards an even more f lexible workplace? By Pam Loch, Employment Law Solicitor and Managing Director of Loch Associates Group The launch in December 2021 of new guidance on hybrid working from the Flexible Working Taskforce reinforces that the way we work is likely to be permanently changed. Are employers now beginning to approach hybrid, or blended working with a more positive approach embracing its potential benefits, and is that being extended to a more flexible approach generally to working hours, holidays and other benefits? And are employers now thinking outside the box of conventional 9-5 physical presenteeism and traditional benefits? Research into hybrid working by Gallup, Harvard and Stanford Universities and Global Workplace Analytics has shown that workplace flexibility increases the bottom line in five areas: Productivity, Performance, Lower Absenteeism, Retention and Profitability. It’s also the case that in a tight recruitment market, where job-seekers can afford to be more discerning in their choices, looking at incentivising the packages on offer (and not just the money on offer) is what can make an employer stand out from the crowd. Hybrid working arrangements, where they can be accommodated, are certainly here to stay. Staff engagement and work/life balance can be improved with hybrid working, which in turn may help with the recruitment and retention issues many employers are currently facing. Certainly, many staff who want remote working do enjoy a better work/life balance and it seems that there is evidence productivity can increase as a direct result of this flexibility.
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However, the Flexible Working Taskforce says it’s impor tant to remember that hybrid working arrangements will not work well for every industry, role or individual. Indeed, there is a lot to consider to ensure successful hybrid working arrangements, such as contract changes, policy development, management training, the cost and purchasing of equipment and compliance with health and safety obligations. Another trend we are seeing is towards greater flexibility and employee autonomy in working hours. It was recently reported that one of the large City law firms was considering shifting away from traditional time recording and abolishing the billable hours approach. We also know an accountancy practice has successfully introduced core working hours with extended flexible breaks to give employees more control over when they work. This demonstrates that long-established practices are now coming under scrutiny. Other changes that are being introduced are in respect of holidays. Buying
Research into hybrid working has shown that workplace flexibility increases the bottom line in five areas ❜❜
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additional holiday (and selling excess holiday) policies have been around for some time now, but more employers are considering extending this is to offering unlimited holidays. Seemingly a we l c o m e ini tiative am o n gs t employees, and attractive to new recruits, it remains to be seen whether this results in staff taking more time off in the longer term as past experiences with this has not supported that happening. However, it may transpire to
