About this Policy

 

This Agile Working Policy and procedure provides a framework for consistent and fair practice when considering agile working arrangements.  Agile working is designed to help colleagues carry out duties in a more efficient and effective way.

 

This policy applies to colleagues with suitable roles. Agile working can’t work for every role within the Society, for example colleagues who need to be onsite to do their jobs, such as customer facing colleagues in food stores, post office, travel branches and in our nurseries.

 

This policy is non-contractual and the Society may amend it at any time.

 

Definitions

 

The following definitions apply to this policy:

 

Agile working	Agile working is the term used by the Society to describe how colleagues can work flexibly from different locations and/or at different times. In terms of location, it may be from an agreed Society premises, hot desking, home working, or another agreed location.
Flexible hours	Flexible hours is a form of agile working, where a colleague’s contracted hours are worked but with changes to either the days they work and/or their start and finish times.
Flexible working	Flexible working is the term used to describe the way colleagues can permanently change their working pattern, such as moving to part time hours. Flexible working is dealt with under the Society’s Flexible Working Policy.
Home working	Home working is the term used to describe when a colleague occasionally uses their home as a base to carry out work from.
Hot desking	A hot desk is a desk that can be used by any colleague to work from as it is not occupied by a fixed colleague. Please note fixed colleague desks can be used as hot desks if the colleague is not using the desk (e.g. is on annual leave or it is a non-working day).

 

 

 

 

Who is Responsible for this Policy?

 

Where this policy applies to a department or team, responsibilities for line managers and colleagues are as follows.

 

Line Managers

 

As a line manager, you are required to:   

     • Ensure that both you and those you manage adhere to the policy.

     • Ensure openness and hold constructive discussions about agile working with colleagues, remaining focused on the needs of the business and service requirements.

     • Consider any health and safety implications when agreeing to agile working arrangements. That includes the need to undertake any assessments such as risk assessments and display screen equipment (DSE) assessments.

     • Arrange for the provision of appropriate equipment that is reasonably required by the colleague to ensure they can work securely,                         effectively and safely when working on an agile basis.

     • Ensure colleagues working in an agile way are clear of the expectations of them. You should maintain regular contact, set objectives,                     monitor performance and take such other steps to ensure effective management.

     • Periodically review agile working arrangements for colleagues.

    • Consider any information governance and security implications associated with agile working and seek advice as appropriate.

    • Ensure that this policy is applied fairly and consistently.

   

 

 

All Colleagues

 

As a colleague, you are required to:

 

• Familiarise yourself with the content of this policy, and with the health and safety policies and procedures relating to agile working.

• Comply with all conditions contained within this policy, and any other policies or guidance referred to within it. 

• Ensure your line manager is advised of any changes to agreed agile working arrangements in a timely manner.

• Raise any concerns arising from your agile working arrangements, including those relating to health and safety and data protection to your line manager.

• Ensure openness and constructiveness in all discussions with your line manager about agile working, remaining focused on the needs of the service.

• Ensure the security of the Society’s equipment and data complying with the Data Protection Policy and the Acceptable Use of IT Facilities Policy.

• Report the loss or theft of any Society equipment or data or breaches of the Data Protection Policy and/or Data Protection Act in line with relevant policy and as soon as is reasonably practicable.

• Ensure that you adhere to expected standards of behaviour, wherever you work and leave any hot desks in a clean and tidy manner.

• Ensure that you dress appropriately for the location or office you are attending.

• Ensure that when working agilely you;

  • have a suitable working environment at your remote working location that enables you to carry out your role effectively;

  • are contactable and your outlook calendar is open and visible to your line manager and other key stakeholders;

  • continue to work the hours required by your contract of employment;

  • make arrangements for the care of any children or other dependants when you are working from your remote working location; and

  • determine any resulting tax implications for yourself

 

 

What is Agile Working?

 

The Society is committed to modern working practices that enable colleagues to maximise their performance and productivity, while maintaining a positive work life balance. One of the ways we can do that is by putting agile working arrangements in place, where appropriate.

 

Agile working is based on the concept that work is an activity that we undertake, rather than a place that we go. We also recognise that not all tasks carried out by colleagues must be done at certain times, which allows us to be more flexible with the hours that some colleagues work.

 

The Society recognises agile working in two forms, one being “location” and the other being “hours”. In total there are three methods of agile working the Society may consider, where appropriate for the role.

 

Location

 

• Working from another agreed Society premise

• Working remotely away from a Society premise, for example home working

Hours

      • Flexible hours – working your contracted hours with varying days and/or start and finish times

Guidelines

 

1. Colleagues will be expected to attend their contractual place of work, or other acceptable Society office location (as agreed with their line manager), for a minimum of two days each week (or for part time colleagues 40% of their working week). This minimum attendance requirement will be averaged over a four weekly reference period.

2. There may be some roles where the nature and makeup of the role are not suitable for remote working, or where the role requires more than 40% of the working week in an office. Where this is the case the line manager will discuss this with colleagues on an individual basis and outline what working practices can be accommodated in line with this policy. Scenarios where that may be the case, include: 

   1. • • you need to be present in the workplace to perform your job, for example, because it involves a high degree of personal interaction with colleagues or third parties or involves equipment that is only available in the workplace;

        • your line manager has advised you that your current standard of work is unsatisfactory;

        • you have an unexpired warning, whether relating to conduct or performance; or

        • you need training and/or supervision to deliver an acceptable quality or quantity of work.

3. When a colleague is working remotely away from the office, they should ensure they have access to the adequate tools to fulfil their role, including a stable internet connection and they must be mindful of data security, especially when working in public areas. The Society will provide all necessary equipment for a colleague to complete their role in the colleague’s office workplace and colleagues should not remove this equipment to be able to work remotely. The Society is not liable to meet any costs incurred of ensuring a colleague can work remotely.

4. Subject to the minimum attendance requirement of 40% at your workplace, colleagues may choose to work the remainder of their working week in locations which differ to a recognised Society office, for example at home. Colleagues must note that the ability to work from home is not a substitute for childcare or similar carer responsibilities. It is the colleague’s responsibility to ensure adequate provision is in place, should they choose to work from home.

5. Where a colleague is displaying symptoms of Covid-19 or other viral/bacterial infections, such as a cough or a cold, but are fit and able to work then the colleague would be expected to work remotely, where possible, and utilise the average days flexibility to accommodate this. Where a colleague does not feel fit and able to work from an office or remotely then they should notify their absence in accordance with the usual absence reporting procedures.

6. Colleagues would be expected to attend team meetings in person where required to do so and on receipt of reasonable notice. Where possible you will be provided 48 hours’ notice, however your line manager may request you to attend an office location with shorter notice should an operational requirement arise where your attendance is necessary.

7. Colleagues who choose to work the minimum requirement of 40% of their working week in an office location may be required to occupy designated ‘hot desks’ when in the office and therefore may not be allocated a permanent desk. Where possible, the hot desk will be situated within the colleagues departmental working area, however this may not always be possible.

8. Where a colleague’s role will allow such an arrangement, once a year the Society will permit the colleague to work remotely for up to a two-week period outside of the 40% average and this will include working remotely overseas. Any such arrangement must be agreed with your line manager in advance who will have the final decision on whether your role could accommodate such an arrangement. If an agreement is reached, the Colleague & Line Manager should complete the Colleague and Manager working abroad checklist and once finalised, send through to HR Admin to be logged on IFS.

9. Where a colleague's role will allow such an arrangement, collleagues may compress their hours and agree to work their total weekly contracted hours over fewer days. To enable colleagues and their team to manage workload, such arrangements need to be arranged in advance with the manager and can be done, six times a year to create a 3-day weekend or three times per year to create a 4-day weekend. However, colleagues must work their total weekly hours in the same week as the long weekend is taken. Managers must amend the Kronos schedule for that week to show the longer days and the day off.

 

The above guidelines do not constitute a change to a colleague’s contract of employment and their place of work remains as what is stated in their contract. A colleague may not at any time claim for travelling expenses to their contractual place of work. Where a colleague chooses to work at another Society office location (other than site visits in accordance with a colleague’s role) or travel to work at a location other than a Society workplace, they will not be reimbursed for any travelling expenses incurred.

 

Any agreement to work agilely is not a variation of contract. Any change to hours or location as detailed above, will be agreed on an ad hoc basis between a colleague and their manager.

 

This policy does not replace the Society’s Flexible Working Policy. Agile working is not appropriate for instances where a permanent change of hours or working pattern is required (e.g. for childcare), the Society’s Flexible Working Policy should be used in those circumstances.

 

There are a number of other policies relevant to agile working and should be referred to when working on an agile basis. They include:

 

• Flexible Working Policy

• Code of Business Conduct Policy

• Data Protection Policy

• Disciplinary Policy

• Acceptable Use of IT Facilities Policy

• Use of Social Networks Policy

• Working Time Policy

• Health and Safety Policy and Procedures

 

 

Agile Working Arrangement

 

Managers and colleagues should discuss and agree the level of agile working that is suited to their role in day to day management. The colleague may request to work agilely and there may also be some circumstances where there is a business need to put in place agile working practices. Where that is the case the line manager should seek advice from their HR Advisor.

 

The extent of agile working will vary according to individual job roles; however managers must ensure the policy is always applied fairly and consistently. If a colleague requests agile working, then the role will be reviewed to determine whether agile working can be accommodated.

 

The main things to consider for agile working are:

 

• The ability for the colleague to perform their role effectively and meet the operational needs of the business.

• The ability to manage productivity.

• The ability to protect the colleague’s health, safety and wellbeing.   

• The ability to communicate effectively with colleagues.

• Adherence to the DOES values.

 

Other considerations include:

 

• Whether this policy is applicable or whether flexible working under the Flexible Working Policy may be more appropriate.

• Whether there are any information governance implications. Where risks are identified, the line manager and colleague should discuss whether these can be adequately mitigated to ensure that the Society continues to comply with any legal or other obligations.

 

The line manager is responsible for deciding whether a colleague is authorised to undertake a level of agile working or not. Their decision will be final. The manager may seek further support where required (e.g. their line manager or the HR Advisor for their business area) when considering agile working.

 

Where a colleague’s request to work agilely is not agreed, the line manager should confirm this as soon as is reasonably practicable to the colleague. The reasons for not agreeing the request should be provided.  The line manager may wish to seek HR advice in such instances.

 

Agile working is optional and requires agreement from both sides to be put in place. Where a manager and colleague agree a level of agile working, they must:

 

• Confirm any particulars of the agreement. For example, in relation to management supervision and communication, or other specific arrangements.

• Ensure that all specific expectations of the agile working arrangement are clear to the colleague, including the delivery of objectives whilst working agilely.

• Diarise for regular review of the agile working arrangement to ensure effectiveness. This should be done at least every 3 months.

 

 

Managing Performance

 

Line managers should agree measurable outcomes with all of their colleagues working on an agile basis and be clear as to what constitutes effectiveness in their service area/role. This should cover areas such as productivity, quality of work, service standards and SLAs. These should be considered and reviewed regularly by line managers.

 

The most effective way of monitoring the work of an agile working colleague is to concentrate on outputs rather than their hours or presence at base. This requires the clear, realistic and achievable performance targets and objectives.

 

Both outcomes and behaviours must be monitored in order to understand progress and performance of colleagues. Where concerns regarding a colleague’s performance or behaviours are identified, agile working arrangements will be reviewed. In those circumstances, agile working may be withdrawn or suspended while performance issues are addressed. 

 

 

Maintaining Clear Communications

 

Having agile working practises in place means colleagues won’t always be working at the same place or time as their line manager and other colleagues. This makes effective communications between a colleague and all their key stakeholders even more important.

To aid effective communications, the following should be in place when working on an agile basis:

 

• Colleagues must have agreed hours of work. Those hours must be documented and followed. 

• Colleagues must share their outlook calendar with line manager and colleagues, and keep it updated with their location.

• Managers and colleagues must have shared their telephone numbers, so they are contactable at all times during their hours of work.

• Regular discussions regarding workloads and progress are expected between a colleague and their line manager.

• Colleagues must report sickness absence in the usual way as detailed in the Managing Attendance Policy

 

Data Security and Confidentiality

 

Where agile working is in place, your line manager must be satisfied that all reasonable precautions are being taken to maintain confidentiality of material in accordance with our requirements.

You are responsible for ensuring the security of confidential information in your remote working location and when travelling to and from your workplace. You must not use your personal computer equipment for storing any confidential information.

When working from a remote working location you undertake to:

1. change your password in line with Society requirements and comply with our instructions relating to password security;

2. use our designated VPN and multi-factor authentication;

3. comply with our instructions relating to software security and to implement all updates to equipment as soon as you are requested to do so

4. send work-related emails and messages through our designated communication facilities;

5. make all work-related calls through work mobiles or our designated video-conferencing software, where possible;

6. maintain a private space for confidential work calls;

7. ensure that any display screen equipment is positioned so that only you can see it, or a privacy screen is used;

8. lock your computer terminal whenever it is left unattended;

9. ensure no one else in your remote working location has access to confidential information stored on your computer or other devices;

10. ensure any wireless network used is secure;

11. change your wireless network passwords routinely and ensure that your wireless network router has software security updates applied;

12. keep all papers containing confidential information in filing cabinets that are locked when not in use, and ensure that no one else in your remote working location has access to such papers; and

13. shred or otherwise dispose securely of confidential information when it is no longer required and at all times comply with our instructions on document retention.

To comply with data protection obligations, you will only store or process company data or personal data on equipment which has been provided by or authorised by us.

To comply with data protection legislation, we retain the right to conduct a data protection impact assessment (DPIA) to assess the risks involved with data processing in your remote working location. Where this is necessary, we will contact you to arrange the DPIA.

You confirm that you have completed the e-learning modules on data protection and cyber security and that you have read and understood our Data Protection Policy and the Acceptable Use of IT Facilities Policy from time to time in force regarding the retention of personal data, electronic communications and data security and that you will regularly keep yourself informed of the most current version of these policies. will also attend any training on data protection and confidentiality whether online or in person when requested to do so.

If you discover or suspect that there has been a data breach or an incident involving the security of information relating to us, our clients, customers or anyone working with or for us, you must report it immediately to your line manager and/or data protection champion.

 

 

Monitoring and Review

 

Agile working practices will regularly be monitored by the line manager to ensure that; a) the agile working practices continue to meet the operational needs of the business, and b) required levels of performance and behaviour are being maintained.

 

The agile working arrangements must be reviewed by the line manager at least every three months to confirm that the arrangements still suit the needs of the business. This could form part of the standard one to one discussion. Where it no longer meets those needs, the line manager will meet with the colleague to explain what has changed and whether the arrangements can be adapted accordingly or if they will be withdrawn or suspended.

 

If a colleague is finding that the agile working arrangements are no longer suitable for them they should discuss this with their line manager so the withdrawal of the arrangements can be discussed.

 

Abuse of an agile working arrangement could lead to these arrangements being terminated immediately and/or disciplinary action being taken against the colleague in accordance with the Society’s Disciplinary Policy.

 

Additional Support

 

If you require additional support, you should speak to your line manager. Alternatively, you can contact the HR Advisor for your business group or email HR.advice@midcounties.coop.

 

 

 

Policy name:	Agile Working Policy and Procedure	Date of last review:	March 2023
Policy owner:	HR	Issue number:	004