Flexible working

Author: Neil Rankin

Summary

• Flexible working can help make the most of today's diverse workforce and reduce skills shortages. In addition, most employees have the legal right to request flexible working. (See The importance of flexible working and The right to request flexible working)
• Flexible working involves working arrangements that take account of employees' preferences, interests and non-work responsibilities. (See What is flexible working?)
• While flexible working can result in benefits to an organisation, there are also potential barriers to its introduction, including resistance from line managers. Training and support for line managers will be particularly important if a scheme is to be successful. (See The main barriers to flexible working and Training and supporting line managers)
• When investigating the possibility of introducing flexible working, employers should consult employees and managers. (See Introducing flexible working)
• It is good practice for employers to make flexible working open to the whole workforce. (See Developing flexible working options)
• Employers should identify the procedure for handling requests for flexible working, ensuring that the assessment criteria for deciding whether or not to agree to a request are objective and business related. (See Procedure for handling flexible working requests and The assessment criteria)
• While a company's procedure for handling requests should be broadly neutral, its flexible working policy can set out its statement of intent. (See Developing a policy on flexible working)
• Commonly provided types of flexible working include: part-time working; variable hours; flexitime; job-sharing; teleworking; term-time working; compressed hours; self-rostering; shift-swapping; career breaks; and sabbaticals. (See Part-time working; Variable hours; Flexitime; Job-sharing; Teleworking; Term-time working; Compressed hours; Self-rostering; Shift-swapping; Career breaks; and Sabbaticals)