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Flexible Working The Cambridgeshire Experience

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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Flexible Working The Cambridgeshire Experience

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  1. Flexible Working The Cambridgeshire Experience Maxine Harriman June 2009

  2. 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

  3. 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)

  4. Flexible Contracts • Full Time/Part Time • Job Share • Term Time Only • Annualised Hours • Fixed Term • Relief • Contracts for Services

  5. Flexible Time • ‘V’ Time • Compressed Hours • Flexi-time/TOIL • Variable start/finish times

  6. Flexible Work Location • Tele-working/Mobile Tele-working • Home-working (permanent, occasional, ad-hoc) • Hot-Desking

  7. The Delivered Outcomes • HR Policies/Procedures • Flexible Working Policy/Flexible Working fact sheets/checklists. • Employment contracts • Leave arrangements

  8. 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)

  9. 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)

  10. 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)

  11. 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’

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