FLEXIBLE WORKING PRINCIPLES

"The Flexible Working Principles focus on making us more inclusive, whilst improving wellbeing, productivity, service delivery and customer satisfaction. "

DAVID ALLEN

Chief Executive, Wates

FLEXIBLE WORKING SHOULD BE FOR EVERYONE

Everyone at Wates, regardless of where they work should be able to request the degree of flexibility that makes sense for their role.  

 

What’s possible will vary depending on the role and this approach doesn’t mean that flexibility has to be provided at any cost.

 

Managers and their teams should consider what’s possible on the basis of ‘why not’, meaning that flexibility is not a special provision for a certain type of role, or a reward that needs to be earned.

IT SHOULD BE MUTUALLY BENEFICIAL

Flexible working must be achieved in a way that maintains or improves service delivery for our customers.

 

It should not result in work intensification for employees, and the appropriate boundaries and checks must be put in place.

IT NEEDS TO BE ABOUT THE TEAM

Flexible working should be considered within the context of the wider team.

 

Any agreed arrangements should consider the impact on team performance and structure, because the success of any arrangement will be dependent on the support and understanding of the team as a whole.  

 

The ‘if not, why not’ approach envisages scope for more local innovation and decision making within teams.

IT INVOLVES GIVE AND TAKE

Flexible working does not mean you always get what you want as an individual.  Not all types of flexibility will be available for every role, or every individual, all the time.  


Flexibility requires give and take between the employee, manager and team. It also places mutual obligations on the employee, manager and team to make flexible working a success.


Flexible arrangements should be reviewed regularly to check they are working well and address any issues that may arise.

IT MUST BE LEADER LED

Our colleagues look to their senior leaders to lead the way and show what is possible in many contexts – flexible working is no exception.  


Our Senior Leaders are responsible for visibly demonstrating how we’re building flexible working into our own lives and enabling our teams to work flexibly.  This is achieved through role-modelling a positive approach to flexible working through our own behaviours and decisions.

IT'S ABOUT CONTEXT

Given the different characteristics and scale of our businesses, one size can’t fit all. Different types of flexibility will suit different roles.  


Businesses will need to develop their own strategies based on their role types, operating contexts and projects.  Assumptions will need to be challenged to rethink work design and business models as we develop a more flexible approach.  


Processes will differ across the organisation on how to bring to life the 'if not, why not' approach, but all businesses will need to undertake a review of their arrangements.

Flexible-Working-external

By Wates Group

Flexible-Working-external

The six flexible working principles focuses on realising the benefits of flexible working: making us more inclusive, whilst improving wellbeing, productivity, service delivery and customer satisfaction. They will help us achieve the goals to which our Guiding Framework commits us, becoming more trusted, sustainable and progressive.

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