Work/life balance : Work/life choices - A guide to flexible working in the transport industry
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Work/life balance : Work/life choices A guide to flexible working in the transport industry MAYOR OF LONDON Transport for London
Content Foreword 4 Message from Valerie Todd, President WTS London 5 Introduction 6 What is flexible working? 6 Flexible locations 6 Flexible time 6 Legislation and guidance 8 What is the law? 8 Who can apply? 8 How should an application be made? 8 Why do we need flexible working? 8 The business case 10 It’s not just for mums 10 Staff retention increases 13 Productivity and employee satisfaction increases 14 The environment benefits 14 The community benefits 15 Barriers to flexible working 16 What is good practice? 19 Our position 20 Case studies from other industries 22 Flexible hours in barristers’ chambers 22 The UK’s largest virtual contact centre 22 Further information 26 Footnotes 27
Foreword Message from Valerie Todd,
I am delighted to support the work of the Women’s Transportation President WTS London
Seminar (WTS) London in publishing this practical and informative
The Women’s Transportation Seminar (WTS) London was
guide on the issue of flexible working in the transport industry.
established in 2005 to address the chronic under-representation
Organisations need staff who consider their work as more than of women in transport. As well as working with schools and
‘just a job’, and who remain dedicated and motivated. Achieving colleges to encourage newcomers into the industry, we provide
balance between home and work is therefore vital for the training and networking opportunities to enable the progression
organisational development of businesses today. Evidence shows and development of women’s careers in transport.
us that flexible and enlightened working practices are good
At a time when skills shortages are proving to be a challenge for
for business.
just about every employer in the sector, there is a need to ensure
Many organisations, including those within the transport industry, that the industry is in the best possible position to retain its staff.
still believe that operational constraints make it impossible to We also need to seek out ways of encouraging employees to
offer flexible working arrangements. This is a misconception, and return after career, maternity or paternity breaks.
one that needs to change.
Flexible working arrangements are an extremely effective solution
Practical advice and examples of good practice will help to this dilemma. If implemented appropriately, they also have the
employers, employees, working parents and carers achieve flexible potential to improve staff satisfaction levels, leading to better
working arrangements. retention of employees and greater productivity.
This booklet is a welcome contribution to the agenda for change. Without this flexibility, the transport industry runs the risk of
I hope that those who read this document will implement flexible losing talented employees to other industries that are willing to
working in their own business and join other forward-looking adapt their policies and organisational culture.
employers which are focusing on this important business issue. This booklet adds to the body of information on flexible working
practice. It provides practical guidance on how the transport
industry can implement flexible arrangements for its staff and
Baroness Ros Scott of Needham Market uncovers some of the myths and misconceptions around the
implementation of work/life balance opportunities.
Valerie Todd
President, WTS London
4 • Work/life balance Work/life choices • 5
Introduction What is flexible Flexible The following table explains the types of flexible practices available under flexible time and flexible
location scenarios.
In January 2008, WTS London working? locations Table 1: Flexible working practices
hosted the workshop ‘Work/
The term flexible working can Offering flexible working Flexible arrangement Explanation
life balance, work/life choices’
be applied to a number of locations enables employees
with one of its sponsors, Flexi-time Working within essential or core time periods with some flexibility in
initiatives in the workplace. to work while they are on the
PricewaterhouseCoopers. The how the hours outside of this time is worked.
Organisations offer flexible move, from home, from tele-
event brought together women
working under both formal centres or satellite offices. Part-time Starting later and/or finishing early or working fewer number of days
from a range of companies
and informal HR policies. Advances in technology have per week.
within the transport industry
Arrangements are usually allowed significant changes to
to discuss the benefits of Term-time working Workers on a permanent contract can take paid or unpaid leave
offered to all staff members be made to the way colleagues
flexible working, the barriers during school holidays.
or, where business and and clients communicate. The
to its implementation,
operational requirements Staggered hours Employees have different start, finish and break times, often used
and the business case for it. option of working from home
dictate, to a subset of staff. as a way of covering longer operating hours.
The discussion was a has become possible due to
There are two core types of improvements in broadband Annualised hours An employee’s working hours are calculated over the whole year and
productive one with the
flexible working practices: technology, mobile telephones annual hours are then split into set and reserve shifts, which can be
groups working through
barriers to implementing • Flexible locations and access to computers. worked as the need arises.
flexible working and identifying • Flexible time Compressed working hours An employee can work their agreed total hours over fewer working
possible solutions. days (for example a five-day week over four longer days).
Many organisations
WTS London recognised there
was a need to distribute the
also offer special leave Flexible time Shift-working Similar to staggered hours, whereby employees generally work over
entitlements to employees a 24-hour cycle.
results of this discussion to Arrangements to allow
to accommodate parental, employees to work under Job-sharing Two employees share the work normally completed by
all members, sponsors and carer and other responsibilities
collaborators in the shape of non-standard or flexible hours one employee.
that may require time off can include: flexible hours
a guide to flexible working, work. Businesses can also Home or tele-centre-working Employees work from their home, tele-centre or satellite office.
highlighting its position on or ‘flexi-time’ schemes; part-
utilise varying contractual time working; job-sharing;
the issue. arrangements to enable compressed working weeks; In a recent survey of 585 companies, conducted by the Chartered Institute for Personnel Development
Given the transport industry’s their own flexible approach annualised hours; and (CIPD)1, respondents listed the following as the main types of flexible working practice offered by
wide portfolio and the range to workplace organisation, shift work. their organisations.
of jobs on offer, enabling including the use of agency
and/or temporary staff, Table 2: Policies for flexible working
flexible working arrangements
in this environment will be outsourcing and fixed Flexible working arrangement Formal policy Informal arrangements
no easy task. However, there term contracts.
Part-time working 41 24
are some great examples of
best practice on hand and the Term-time working 18 22
purpose of this document is Job-share 32 23
to pull these together into
one useful guide that not only Flexi-time 32 19
looks at the business case Compressed hours (eg four-day week) 17 23
for flexible working, but at
how it can be applied in the Annual hours 14 15
transport industry. Working from home on a regular basis 19 30
Mobile working 9 16
Career breaks/sabbaticals 26 16
Secondment to another organisation 18 18
Time off for work in the community 12 17
6 • Work/life balance Work/life choices • 7
Under the Employment Act 2003, an applicant making a request for flexible working must qualify
under one of the following criteria:
Table 3: Criteria for requesting flexible working
The applicant must: Relevant definitions
Have a child under six or a Parent: having parental responsibility for the child (includes
disabled child under 18. biological parents, legal guardians, adoptive and foster parents and
spouses of these, including same sex partners as long as they have
parental responsibility for the child).
Be the carer for an adult as Carer: an employee who is or expects to be caring for an adult who
defined by the Department is married to, or the partner or civil partner of the employee; or is a
for Business, Enterprise and relative of the employee; or falls into neither category but lives at
Regulatory Reform (BERR). the same address as the employee.
Employees can apply to work flexibly to look after a ‘relative’. This
definition covers parents, parent-in-law, adult child, adopted adult
child, siblings (including those who are in-laws), uncles, aunts,
grandparents or step-relatives.
Have worked for their Employee: The applicant making a request for flexible working must
employer for 26 weeks be an employee with a contract of employment – agency workers
continuously at the date that and members of the armed forces are not eligible.
the application is made. Whether an employee is eligible or not, many employers offer
flexible working opportunities and the employee should still aim to
find out what opportunities exist.
Legislation and guidance Not have made another
application to work flexibly
What is the law? should be objective and to work full time without under the right during the
should establish whether justification is indirect sex past 12 months.
In 2003, the right to request
the requested working discrimination due to the larger
flexible working was
arrangement can be proportion of women who
introduced for parents of
accommodated within the have caring responsibilities.
young and disabled children.
needs of the business.
In April 2007, this right was
extended to carers of certain The legislation requires Who can apply?
adults, including parents, employers to hold a meeting The Advisory, Conciliation and
parents-in-law, adult children, with the applicant within Arbitration Service (ACAS),
adopted adult children, 28 days of the application which aims to improve
siblings (including those who being made to discuss the organisations and employees’
are in-laws), uncles, aunts, application. The employee has working life through better
grandparents or step-relatives. a right of appeal against any employment relations,
refusal of their application. provides comprehensive
Applications can cover hours
The law can also mean that guidelines on how to apply
of work, times of work and
a refusal to consider flexible for flexible working2. The
places of work.
working can constitute indirect full advisory leaflet can be
Under the Employment found on the ACAS website
sex discrimination. Women
Act 2002, employers have (www.acas.org.uk) – a
have successfully argued
a legal duty to consider all summary is outlined below.
under the Sex Discrimination
applications for flexible
Act 1975 that requiring them
working. Consideration
8 • Work/life balance Work/life choices • 9
How should an Employees should be aware make the decision relatively
application be made? that if the employer approves straightforward. A good
their application, the variation example of this is the issue of
ACAS provides the following in contractual terms is a childcare. Research suggests
compliance guidelines for permanent one and the that 45 per cent of women
any application for flexible employee has no automatic leave work due to a child-care
working. The application must: right to change back to their challenge – a significant pull
• Be made in writing, stating previous pattern of work, factor. For many, the option
that it is being made under unless the application seeks of being able to return to
the statutory right to apply the variation for a specified work in a more flexible way is
for flexible working time period only. A trial period highly desired but quite often
may be agreed. the workplace culture is just
• Confirm the employee’s
not equipped to support this
relationship to the child
decision – the push3.
or adult
Why do we need The concept of work/life
• Set out the employee’s
flexible working? balance is becoming more
proposal and explain
appreciated by employees
what effect the employee Losing staff is expensive
and is here to stay. Whether
thinks this will have on the for any organisation. Most
employees want a better
employer’s business and how businesses invest significant
work/life balance to care
this may be dealt with amounts of money into new
for children or parents, to
recruits, training them to
• Specify a start date for the study, or to better appreciate
a certain level while losing
proposed change giving the life, employers who are
money in the first few months
employer reasonable time not prepared to offer an
due to lower productivity.
to consider the proposal and accommodating working
So businesses should be
implement it. This may take environment are likely to
asking the question – why do
12–14 weeks lose their staff to employers
people leave?
• State whether a previous that are. The business case
There are a myriad of factors
application has been made Despite the introduction audience. Mothers may have 4 illustrates that there is still
influencing a person’s
and, if so, the date on which of recent legislation giving led the charge for flexible a long way to go, with only
decision to leave their work.
it was made employees the right to request working rights in recent years, 25 per cent of women and
For women, pull and push
• Be dated factors often combine to flexible working arrangements, but it is beginning to be taken 15 per cent of men employed
there are misconceptions that up by a range of employees in a flexible working
flexible working is an issue of who are seeking greater arrangement of any kind. So
gender. In fact, the benefits balance in their working and why should employers aim to
are available to a much wider personal lives. However, Table improve on these statistics?
Table 4: Flexible working patterns4
Flexible working patterns: Women (%) Men (%)
Flexi-time 11 8
Term-time working 8 1
Annualised hours 4 4
Job sharing 1 0
Nine-day fortnight/four and a half-day week 0 0
Zero hours 0 0
None of these 75 85
10 • Work/life balance Work/life choices • 11
It’s not just for mums
More and more research is Increasingly, men are seeking requests rejected by their
showing that the need for flexible working arrangements employer (14 per cent of men
flexible working is not only from their employers. compared to 10 per cent of
an issue affecting women According to research from women) and to have their
or, more specifically, women YouGov and Microsoft on cases turned down in the
with young children. At the flexible working in small employment tribunals (male
launch of the ‘Hidden Brain businesses, men are more claimants account for 27
Drain Research’ initiative at aware of the benefits of per cent of flexible working
the House of Commons in flexible working. Almost seven tribunal claims, but for 45 per
2005, Patricia Fili-Krushel, out of 10 (68 per cent) of men cent of cases that were lost,
Executive Vice President believe that the nine-to-five ruled out or dismissed)7. This
of Administration at Time model of working is now out- implies that the system still
Warner, likened those women of-date compared to fewer perceives flexible working to Work/life balance in practice – Steve Newman, fire fighter and
who leave or languish as ‘the than six out of 10 (58 per cent) be something that mothers or environmental team leader
canaries in the coal mine, the of women6. women more generally should
first and most conspicuous be entitled to. However, as the For the past 10 years Steve Newman, environmental team leader for road schemes in Mouchel’s
Although significant numbers Brighton office, has served the community where he lives as a retained fire fighter for East
casualties of an out-dated, of men are requesting flexible following case study indicates,
dysfunctional career model’5. men can benefit from flexible Sussex Fire & Rescue Service.
working, they experience
So if it is not only working greater barriers to their working just as women and As part of the retained system, Steve receives the same training, qualifications and equipment as
mothers who need flexible requests than women. Men their employers can too. his full-time colleagues. The only difference is that rather than being based at a fire station day
working, who else? are more likely to have their and night, retained fire fighters are issued with an ‘alerter’ or pager and are called out
when required.
Each fire fighter guarantees to give a certain number of hours of fire cover – for Steve that’s 80
hours each week. This means that when he is on call at night and at weekends Steve has to be
able to reach the fire station, get changed into his fire kit and be ready to mobilise within four
minutes of being alerted.
Steve explains: ‘Most of the time my fire-fighting doesn’t conflict with my work for Mouchel but
there are times when I get called out at night or early in the morning and may be out for much of
the day at an incident. Although East Sussex got away lightly in the recent floods, I did get called
out one Friday morning and spent the next six-and-a-half hours pumping out water and rescuing
people from flooded houses, which meant I didn’t make it into the office that day.
‘To allow for this flexibility I have negotiated a 30-hour contract with Mouchel. This means that
if I have been out all night at a fire I don’t feel too much pressure to come into the office, tired,
the next day.
’Mouchel also benefits from the skills and training I receive in the fire service. Earlier this year I
was charged with reviewing health and safety policy and procedures for Mouchel’s planning and
consultation, as I am a qualified risk assessor with the fire service. I also plan to provide some
risk assessment training for my colleagues using what I have learnt through my fire service work,
where health and safety is obviously a priority.’
12 • Work/life balance Work/life choices • 13
Men are also indicating that
they would like to be working in
to accommodate the work/
life balance expectations of its
A report, commissioned by the
former Equal Opportunities
Staff retention increases
less ‘extreme’ job conditiond. younger employees in order to Commission, ‘Older Workers Although calculations vary, employees. Less tangible costs centred within the family (pull
Extreme conditions in this simply retain its staff. and Options for Flexible Work’ the CIPD estimate that staff include the loss of knowledge factors) or centred at work
instance involves long hours, And what about workers who states that older workers turnover costs on average and skill with the departure of (push factors) and quite often
high stress and unpredictable no longer have family and would welcome more choice £7,750 per employee, rising to every staff member, for which the two combine to make the
work expectations. Research in caring commitments? Millions about their working patterns £11,000 for senior managers a value is less easily estimated. reason to leave much greater.
the United States shows that of ‘baby boomers’ around the in the run-up to retirement and directors12. Turnover This combination of costs Both younger and older
while 57 per cent of women world are now approaching and the option to continue costs include administrative equates to substantial impact workers are looking to
‘want out’ of these jobs, 48 per retirement age and research working in some form after costs, such as resignation on the business due to the increase their opportunities
cent of men also want out8. suggests these employees State Pension age11. The and recruitment costs, the turnaround of staff. to work flexibly and research
Looking beyond gender, it are seeking greater fulfilment report also states that the cost of temporary cover to Research undertaken in the shows that loyalty to
is apparent that younger and a better work/life balance: balance of research suggests fill vacancies, administrative UK and the United States employers depends heavily
workers are less likely to ‘As they enter later life, baby people would prefer to stay time and costs associated with indicates that women, and on the business’ ability to
put up with these extreme boomers are likely to be with their existing employer, the recruitment and selection indeed all employees, leave accommodate flexible working
working conditions. The same deeply hostile to any attempt if they could downscale their process as well as induction their employment for a variety arrangements. The BT case
research in the US shows to encourage them to work commitment in terms of hours and training costs for new of reasons. The reasons can be study illustrates this point.
that generation X workers longer unless it works with or working pattern. Given
(those born between 1964 the grain of their desire for the Government’s recent
and 1980) and generation Y flexibility in the way work is announcement to increase
the State Pension age, flexible The BT business case
workers (those born in the organised, in the level of
1980s) working in extreme jobs time commitment involved, work options have great Since implementing its flexible working strategy, ‘Freedom to Work’, BT has seen staff turnover
are more likely to leave their and in how it is structured to potential to address individual drop to three per cent per year (compared to a UK average of 22.6 per cent for the private sector
employers within two years (36 dovetail with other activities concerns relating to and 13.7 per cent in the public sector). Ninety-nine per cent of women employees are returning
per cent) compared to workers and responsibilities.’10 health and managing the to work after maternity leave (compared to the UK average of 47 per cent), saving the company
in the 45-60 age-group (19 per balance between work and £5million per year.
Research shows that older family responsibilities.
cent) undertaking the same workers (categorised as
roles9. This provides a strong 50 years and older) are
indication that the future of more likely to seek flexible
the working model will need working arrangements.
14 • Work/life balance Work/life choices • 15
Productivity and employee satisfaction increases The community benefits
A recent study by the CIPD These findings illustrate the balance practices: The need for families to the case for full-time workers in reducing the gender time/
shows that people who work fundamental need to ensure • 81 per cent believed that spend time together has (73 per cent)16. According to pay gap, by enabling more
flexibly are more emotionally- employees are happy, not only these had a positive effect been a topic of widespread the report, fathers of young women to return to work after
engaged and more satisfied13. in their work, but in the way on employment relations discussion recently. Children children, supplementing the maternity leave, and more
Evidence shows that these in which they are able to carry within the UK are spending lost income of the mother, men to work flexibly while the
people provide greater levels out their work. Again, the BT • 75 per cent stated that the less time interacting with often work the longest hours, need is there to care for young
of enthusiasm and work case study provides a good workforce had become more their parents and family and which simply reinforces children. The positive impact
more productively. Flexible indication of just how big a motivated and committed there is a concern that this the gender time/pay gap. this has on the family unit is a
working is an important difference a flexible working • 60 per cent reported a better has the potential to lead to The Interim Report by the benefit to the community
tool in improving staff environment can make to retention of staff antisocial behaviour. The Work former Equal Opportunities as a whole.
satisfaction levels. employee satisfaction and Foundation and Employers for Commission into the It would seem the business
overall productivity. Almost half of these Work/Life Balance conducted Transformation of Work found
The Sainsbury Centre for employers also reported case for flexible working is
Mental Health produced a More generally, the business a survey in 2003, which found that neither men nor women straightforward. The question
that work/life balance had that more than two thirds of are adequately supported to
paper on mental health in the case for flexible working and increased productivity, is why is it not more
workplace which highlighted its positive impact on staff respondents (69 per cent) want successfully fulfil the dual widely implemented?
improved recruitment, to spend more time with their roles of working and caring17.
that ‘of the 70 million days satisfaction was illustrated reduced rates of absenteeism,
lost each year for mental in the Department of Trade families, and this is particularly Flexible working can assist
reduced overheads, improved
health reasons, about 10 and Industry’s Employers’ the customer experience
million are lost because Survey for its second work/ and created a more
of anxiety, depression and life balance study. The motivated, satisfied and Job-sharing in practice – Malcolm Murray-Clark and Michéle Dix,
stress which employees say study shows that of the equitable workforce15. Managing Directors Planning, Transport for London
is directly caused by their employers who have already
work or working conditions’14. implemented work/life Malcolm and Michéle worked together as graduates for six years before pursuing individual
careers. They subsequently had families and began to work part-time in their respective jobs,
both undertaking roles at director-level. When the Director of Congestion Charging role was
advertised as a full-time position within Transport for London (TfL), Michéle and Malcolm
The BT business case cont… submitted a job-share application for the role and were successfully appointed.
Home-workers have proven that productivity does not have to suffer as a result of their working Malcolm and Michéle continue their job-sharing working relationship today in their current
arrangement. Productivity has steadily risen since 1998, by as much as 30 per cent in some position of Managing Director Planning at TfL. The arrangement enables them to spend less
years. Home-workers are also saving the company money – with £70m in office space and £10m time at work and more time with their families and friends, while retaining the flexibility needed
in transportation costs saved every year. Sick days have also fallen to an average of three days to meet the demands of their job. The job-share arrangement means they have a colleague and
per year compared to the UK average of 11. friend to share work-related ideas, problems and understanding, which means they find the job
to be less stressful than it could otherwise be.
As a result of this arrangement, TfL also benefits – having access to two employees instead of
The environment benefits one. Able to bounce ideas off of each other, Michéle and Malcolm can apply greater scrutiny to
decision-making processes, and having two complementary skills sets means the organisation
Another benefit to add to world. ICT is already making work places, is diminishing. benefits from their expertise across a broader range of issues. The overlap of one day facilitates
the business case for flexible international meetings more If more people worked from effective handover and management. TfL gets longer working hours overall and Malcolm and
working involves an issue that achievable, without the need home, this would provide Michéle get greater flexibility, giving them more energy and enthusiasm for their role and the
on the surface would seem for travel. Improvements in a significant environmental ability to return to work recharged.
completely unrelated; the video-conferencing, display saving in terms of the cost
environment. Information and computer technology associated with transport. The
Communications Technology requires employees to be paper produced within office
(ICT) is having a major present at meetings less and spaces would also see
impact on the way business less and the need for travel – a reduction.
is conducted around the both into work and between
16 • Work/life balance Work/life choices • 17
Barriers to flexible working
Despite the options available, At the ‘Work/life balance: A number of these
the legislation being in Work/life choices’ workshop perceptions are explained in
place, and the business case in January 2008, WTS London the table below, and possible
becoming more apparent, focus group discussions solutions identified at the
some employees still seem highlighted some key barriers workshop are outlined.
to be reluctant to request to the implementation of
flexible working arrangements flexible working practices.
and in some cases, employers The overwhelming theme was
are reluctant to offer it. This the misunderstanding of
is largely due to people’s flexible working practices
perception of flexible working within the workplace.
and its history.
Table 5: Perceptions of flexible working
Perception Reason Reality Perception Reason Reality
That individuals working flexibly This is due to the embedded In reality, hours worked does That people working part-time Due to the historic lack of Employers are beginning
(particularly women) have to culture of presentee-ism in not necessarily equate to are not ambitious. part-time senior roles, part- to realise that there is a
work twice as hard to be half the workplace. Workers feel greater productivity. Employers time workers often end up cost-saving to be made by
as good. reluctant to be the first to should work with their staff to undertaking roles requiring introducing part-time roles,
leave the office. Equally, there develop performance measures less experience and less and this is becoming more
is an understanding that the that are realistic, rewarding and responsibility, so perpetuating apparent even at senior levels.
last person to leave is the that support flexible working a stereotype of seemingly Organisations such as Women
person putting in the most where possible. Burnt-out un-ambitious workers. Like Us, who deal primarily
work. Those working flexibly employees cost organisations with encouraging women
are often unfairly awarded the money, time and loss of to re-enter the workforce
reputation of not being a hard knowledge so creative planning after career breaks, are helping
worker simply because they is a must to ensure employees to make part-time work
are not visible in the office for remain loyal and productive. more widely available to
long hours. women of all levels of skills
and experience.
That flexible working is a As women have traditionally Flexible working is increasingly
woman’s issue only. been the primary carer in becoming a genderless issue That flexible working This perception is all about Engendering a cultural change
families, it is women who have as both women and men need creates a ceiling to employees’ stigma. Due to all the negative in an organisation is typically
campaigned for flexible working flexible working arrangements career paths. perceptions outlined in not an easy task. The same
rights and women who more to care for children and ageing this table, flexible working applies for changing people’s
commonly apply for flexible parents. Workers of all ages arrangements are not an attitudes around flexible
working arrangements. and gender are wanting greater option worth considering for working arrangements. What
The perception is confirmed by satisfaction and a better some. Women in particular can be done, alongside the
the statistic that men are more work/life balance. Having are reluctant to utilise flexible solutions identified above,
likely to have their application women and men in senior working practices as they are is better equipping both
for flexible working turned positions in an organisation concerned that it will limit their employees and employers with
down by employers. working flexibly and leading career path. Feedback from the information necessary to
by example, provides the best some companies in the US has make informed decisions about
possible solution to changing indicated that although flexible their opportunity to either
this perception. working practices are ostensibly partake in or offer flexible
on the books, women would working practices.
rather leave the organisation to
deal with external factors, than
apply for flexible working.
18 • Work/life balance Work/life choices • 19In the survey conducted by • Senior-level support moves into one that is less A significant challenge to implementing flexible working identified by the survey respondents was the
the CIPD across the public, and the prevailing traditional, operational capability of line managers in managing individuals who work flexibly. There are a number of support
private, voluntary and not- organisational culture18 considerations are slowly being mechanisms which can be implemented to address this issue, and some of these were referred to in the
for-profit sectors, respondents The challenges identified in tackled by organisations trying survey19. They include:
identified three key the survey are not unlike to implement flexible working
challenges to implementing those identified in the focus policies that go beyond the Table 6: Support mechanisms for line managers
flexible working: group discussions. minimum requirements.
Support mechanisms for Percentage of respondents who had implemented
• Operational pressures The operational requirements If the lessons learnt from line managers this mechanism
• Concerns about line of certain roles have those organisations already
reviewing their flexible working Provision of coaching/feedback 86
managers’ ability to manage traditionally made flexible from HR
individuals working more working options unachievable. policies can be harnessed,
flexibly and their attitudes to However, as the expectations then solutions for many of Provision of information about 79
flexible working of employees change and the real and perceived barriers legal requirements
the culture of the workplace identified above can be found. Producing written advice/guidance 66
Producing advice/guidance 41
on intranet
What is good practice? Provision of training courses 14
Around the world, companies •U
ndertake marketing taken or are being taken within
both large and small have and publicise the their organisations to address
been introducing flexible business benefits the concerns of employees
working practices. Some have • Conduct peer mentoring about requesting flexible
already reaped the benefits of to support flexible work working arrangements:
these programmes and learnt programmes • Improve communication
significant lessons in of the flexible working
the process. • Educate HR teams and
line managers on flexible arrangements available
At the WTS London workshop working practice • Ensure training and
in January, members from development opportunities
across the transport industry • Get senior level support and
buy-in – lead by example are available to those
identified key considerations working flexibly
for businesses contemplating • Have pragmatic discussions
or already actively encouraging with employees about what is • Include questions on flexible
flexible working arrangements. possible and what isn’t working in employee opinion/
Some examples of how staff attitude surveys
businesses can ensure • Build in performance
objectives to meet demands • Highlight flexible working
good practice when it comes opportunities in job
to introducing flexible • Provide role models for when advertisements
working include: it has worked well
• Gear performance
• Revisit the job definition – it • Share solutions with management to focus
does not always have to be each other on individual outputs
full-time (not presenteeism)
From an employee perspective,
• Analyse the business needs the stigma associated with • Encourage managers to
and find what works requesting flexible working can take up the flexible working
• Articulate the business be a deterrent in itself. In the options to act as role models
benefits – use examples of CIPD survey of HR managers,
respondents identified a • Focus job descriptions
best practice on outputs
number of steps that have been
20 • Work/life balance Work/life choices • 21Our position Case studies from other industries
WTS London sees flexible 2. A
dvertise and 4. Network with other people Two case studies are They wanted this project to Results:
working as a valuable tool acknowledge this as an working flexibly to share outlined below. Further case ensure they were viewed as Though participation is
in the development of employment benefit experiences and learn from studies can be seen at a progressive and pioneering optional, all staff have now
any organisation. It has 3. R
e-focus your employees’ each other www.flexibility.co.uk. chamber and to be an joined the scheme.
the capacity to improve performance measures 5. Ask for advice – speak to employer of choice for new
staff satisfaction, reduce The Cloisters recruits. They also wanted to What they say about it:
as output-driven, not your HR team, colleagues ’When we are busy, I can now
absenteeism and improve hours-driven or your manager. Further Case Study assist a shift in culture towards
productivity. In addition to devolved responsibility and stay beyond my normal hours
4. S et up regular feedback sources of information are An optional scheme that to make sure that everything
the legislative requirements also listed at the end of staff empowerment
pertaining to workers with sessions to learn from became an overwhelming is completed and up-to-
each other this booklet success among employees. What? date, and I know that I will be
caring responsibilities, WTS
London believes that flexible WTS London believes the Standards and ground rules are credited for this extra work.’
5. R
egularly review your policy Who?
working practices have the provision of flexible working developed by the team. Staff
and engage your business Cloisters is a barristers’ must work their contractual ’Going to the gym takes
potential to provide all and operational groups has an important place in the chambers providing legal longer than an hour, and the
workers with a healthier work/ transport industry. Working in hours over any four-week
6. G
et senior-level buy-in advice and representation. period. This means they can scheme allows me to take the
life balance and to ensure the transport industry is by no extra time needed to go at
that organisations across all For employees wishing to means a traditional profession, Barristers’ chambers are a carry over debit or credit
collection of self-employed balances of hours. A rota lunchtime some days, knowing
industries retain the best request flexible working, WTS particularly for women, so that colleagues on the rota are
people for the job. London believes the following why should the industry’s people with an interest in the designed by the clerking team
reputation and success of their is completed by everyone one providing the necessary cover
steps will help to make the employment policies be at the office.’
WTS London is pleased conventional? By actively chambers, but with individual week in advance. This has
that all of its valued process a little easier:
promoting and pioneering new specialisms and aspirations. in-built flexibility: individuals ‘I don’t have to run down
sponsor organisations have 1. F ind out what works and initiatives in flexible working may adjust their proposed the road anymore when I’m
implemented some form what doesn’t. If there Cloisters has 40 barristers
practice, the industry has the times only in consultation with 10 minutes late because the
of flexible working policy. are other people working supported by 10.5 staff. The
ability to send a powerful colleagues and provided there Tubes are bad. I just make the
What we need to ensure is flexibly in your organisation, project was aimed primarily at
message to other employers is adequate cover. time up.’
that these policies reach as you may be able to learn these staff.
about the workability of work/ How did they do it? ’I feel healthier and
many staff as possible and from these examples life balance policies. Why?
that support is provided to Cloisters’ flexible hours less stressed.’
2. R
ecognise the business They were hoping to decrease
employees seeking flexible scheme was developed in full ‘It’s good to know that, in
considerations and be absenteeism and low staff
working and to those managing consultation with the staff and future, I’ll be able to attend
prepared to negotiate with morale and they were also
people who work flexibly. was tailored to meet Cloisters’ some of my children’s daytime
your manager hoping to improve:
business needs. school events, such as class
To make a flexible working • Compliance with
3. A
sk to have regular The flexible hours scheme assemblies and sports days.’
policy successful, WTS employment law and
feedback sessions with your provides for extra time
London believes the following best practice
manager – this will help worked to be recorded
steps are essential:
build confidence and trust • Business improvements and acknowledged through
1. Provide appropriate between you accrual and this had led
communications about • Cloisters’ corporate
reputation to an increased inclination
your policy to respond to unplanned
• Working hours business demands – in effect a
• Improve time-keeping return of some goodwill.
• Telephone and reception
cover
• Training time
22 • Work/life balance Work/life choices • 23The Travel Call Centre by Teamphone, which was able Alistair Rowland, Managing
Case Study to configure its SmartNumber Director at Future Travel.
services to match the precise Peter Healey, Technical Director
‘Home-shoring’ is on the requirements and provide
increase due to technologies of Future Travel: ‘We’ve
real-time statistics and queue- reduced staff turnover by
improvements and can management tools for fine-
improve staff management and offering flexible home-working
tuning these requirements as to, for example, new mothers
customer services. needed. Since the service works returning to work part-time, or
Who? with existing telephones and older people looking to reduce
The Co-Op Travel Group’s requires no additional hardware their hours but not yet ready to
Future Travel, a company or network infrastructure it retire. In the travel industry, an
handling incoming calls from was possible to go live in a effective home-working centre
customers booking new matter of weeks, and at a very means that you keep valuable
holidays and enquiring about low cost per agent. It was knowledge and experience
previously booked holidays. important that the service within the company. Being able
The project involved 630 worked on existing as well as to add or reduce lines to fit
Association of British Travel Voice over Internet Protocols peak booking times, such as
Agents (ABTA)-certified agents. (VoIP) and mobile networks evenings and weekends, means
both for business flexibility and that we can plan capacity.’
Why? business continuity reasons.
They were hoping to decrease David Picking, IT General
In addition to full interactive Manager at Co-Op Travel,
costs and be more competitive
voice response and automatic said: ‘We have some unique
with labour costs abroad.
call distribution technology, business models reflecting
They were also hoping to
the virtual contact centre also both the quality of service
increase flexibility for workers
provides real-time and detailed goals we provide to our
and worker retention. They also
statistics of all interactions customers and also how we
wanted to improve customer
with customers. compensate our agents. It was
service by enhancing call
queue management. Call centre managers can therefore critical that the call
see on real-time wallboards distribution achieved both a
What?
detailed information on the high-quality experience for the
Co-Op Travel uses the service level, the efficiency of caller, as well as the optimum
SmartNumbers Virtual Contact the agents and the lines and distribution of calls to the most
Centre service. The staff statistics on the customers. appropriate agent.
is home-based and can be
managed at a distance. This Results: ’These issues were
does not require any special The project has seen the compounded by the fact
equipment, hardware or elimination of office-costs that inbound calls have to be
software as it is embedded in and associated administrative managed not just across one or
the phone network. overheads, with the home- two sites, but across more than
based contact centre operating 600 unique locations.’
How did they do it?
at around half the operating ‘In many ways, this provides
Incoming calls are distributed cost of a traditional site based me with better information
by the Virtual Contact Centre contact-centre. agent utilisation than I would
service to agents working
What they say about it: normally get if all the agents
across the UK based upon
‘Even though we have agents were operating in the single
skills, agent availability,
operating across more than 600 location. Here we can configure
entitlement, and equal
separate locations across the queues and teams based
distribution of calls.
UK, I can track in real time the on hard facts – and not just
The solution was implemented perception of performance.’
performance and effectiveness
of each our agents’, says
24 • Work/life balance Work/life choices • 25Further Legislation: For more information Footnotes
about WTS London 1 Chartered Institute of Personnel and Development, Flexible Working:
information • The Sex Discrimination
(Question and Replies) Order
Impact and implementation – An employer survey, 2005.
Visit the website
The statutory right to request 1975 (SI 1975/2048) www.wtslondon.org
2 ACAS guidance on flexible working and work-life balance:
flexible working: www.acas.org.uk/media/pdf/a/o/B20_1.pdf
• Employment Rights Act 1996 Email: wtslondon@tfl.gov.uk 3 Sylvia Ann Hewlett, Off Ramps and On Ramps: Keeping talented women
www.berr.gov.uk/employment (those provisions relating on the road to success, 2007.
Also at www.carersuk.org to maternity leave and
4 Aston J, Clegg M, Diplock E, Ritchie H, Willison R, Interim Update of
dependant carer leave)
ACAS guidance on flexible Key Indicators of Women’s Position in Britain, 2004.
working and work/life balance: • The Maternity and Parental 5 Hewlett, 2007.
Leave Regulations 1999
www.acas.org.uk/media (SI 1999/3312) 6 Brian Amble, in Management Issues: Women slower to adopt flexible
working, August 2005 www.management-issues.com/2006/8/24/
Case studies and examples of • The Part-time Workers research/women-slower-to-adopt-flexible-working.asp
flexible working in practice: (Prevention of Less 7 Colette Fagan, Ariane Hegewisch and Jane Pillinger for the TUC,
www.flexibility.co.uk Favourable Treatment) Out Of Time: Why Britain needs a new approach to working-time
Regulations 2000 flexibility, 2006.
Department for Children,
(SI 2000/1551) 8 Hewlett, 2007.
Schools and Families,
explanation for introduction • The Sex Discrimination 9 Ibid.
of flexible working legislation Act 1975 (Amendment 10 Julia Huber and Paul Skidmore, The New Old: Why baby boomers
(speech by Lord Adonis Regulations) 2003 won’t be pensioned off, 2003.
18 March 2008): (SI 2003/1657) 11 Wendy Loretto, Sarah Vickerstaff and Phil White, Older workers and
www.dfes.gov.uk/speeches • The Employment Equality options for flexible work, 2005.
(Sex Discrimination) 12 Chartered Institute of Personnel and Development, Recruitment,
CIPD, Flexible Working survey:
Regulations 2005 retention and turnover, Annual survey report, 2007.
Impact and implementation.
(SI 2005/2467) 13 Chartered Institute of Personnel and Development, 2005.
www.cipd.co.uk
• The Occupational Pensions 14 The Sainsbury Centre for Mental Health, Mental Health at Work:
Schemes (Equal Treatment) Developing the business case, 2007.
(Amendment) Regulations 15 Clegg et al, 2004.
2005 (SI2005/1923)
16 Alexandra Jones and Stephen Bevan, Where’s Daddy?: The UK fathering
• Equality Act 2006 deficit, 2003.
17 Equal Opportunities Commission, Interim Report of the EOC’s
investigation into the Transformation of Work, 2007.
18 Chartered Institute of Personnel and Development, 2005.
19 Ibid.
26 • Work/life balance Work/life choices • 27Produced by Group Publishing September 2008 This booklet is printed on paper that is made from 50 per cent recycled and 50 per cent sustainable sources. TfL 14482
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