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NGĀ WHAKARITENGA NGĀWARI E AUNOA ANA MŌ TE MAHI Guidance: Flexible-Work-by-Default

  1. Section 01
    Summary of flexible-by-default key messages
  2. Section 02
    Introduction
  3. Section 03
    The impact of the covid-19 response
  4. Section 04
    Principles that underpin a flexible-by-default approach
  5. Section 05
    There is a wide range of flexible working options
  6. Section 06
    Four-stage approach to shifting to flexible-by-default
    1. 6.1
      A: Agencies explore their current State
    2. 6.2
      B: Design
    3. 6.3
      C: Implement
    4. 6.4
      D: Monitor and review progress
  7. Section 07
    Part two - Flexible-Work-by-Default Guidance and Resources
  8. Section 08
    Resource 1 - Case studies of flexible-by-default in practice
  9. Section 09
    Resource 2 - Flexible working options
  10. Section 10
    Resource 3 - The benefits of flexible working
  11. Section 11
    Resource 4 - Establishing formal and informal flexible working arrangements
  12. Section 12
    Resource 5 - Agency self-assessment tool
  13. Section 13
    Resource 6 - Example communication objectives and key messages
  14. Section 14
    Resource 7 - Common questions, concerns and responses
  15. Section 15
    Resource 8 - Flexible working challenges and suggestions for addressing these
  16. Section 16
    Resource 9 - Tips for leaders, managers, employees and teams
  17. Section 17
    Resource 10 - Addressing health and safety, and information security and privacy
  18. Section 18
    References and further reading
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Agencies can review their progress towards being flexible-by-default six monthly or when they develop their annual Gender Pay Gap Action Plan.

To monitor progress, agencies can re-run the processes recommended in Stage A: Agencies explore their current state, such as:

  • running focus groups or surveys of managers, employees and unions to determine if experiences of flexible working are positive and if any concerns and challenges have been addressed
  • monitoring their data on formal requests and decisions
  • refreshing their data on the take-up of informal arrangements
  • reapplying the self-assessment tool
  • breaking down their HR data on turnover, engagement, career progression and performance ratings (if these are used), by part-time, other flexible and non-flexible employees, to enable them to monitor whether flexible working has any adverse effect on pay or progression.

These sources of information will help agencies understand how they are progressing towards their goals for flexible-by-default, and identify whether:

  • concerns and challenges have been addressed
  • teams and the agency are maintaining or strengthening delivery
  • employees working flexibly have the same career opportunities and progress at comparable rates to other employees
  • consistent approaches to establishing formal and informal flexible working are being applied across the agency.

Linking this information to any regular monitoring of employee engagement, diversity and inclusion and employee turnover will provide a clear indication of whether the shift to flexible working is on track.

Normalising flexible working will support career progression and ensure that it is equally available to all regardless of gender, ethnicity, disability and other dimensions of diversity

Calvin, Graphic Designer

Flexible working is an increasingly important part of an agency’s employee value proposition.

I think it is great that my organisation does offer flexible working. I think lots of people can benefit from that. I know that I do. I definitely would pick an employer that does offer flexible working over someone that does not, just because I am able to, as a graphic designer, build my portfolio outside of working hours on other projects so that I can also learn new skills to bring in here. It is a win-win for both.

Tina Griffin, Principal Learning and Development Adviser

Flexible working that is equally available to both parents supports more equal sharing of family caring responsibilities.

For me being able to start a little bit later and leave earlier on a couple of days, is a real benefit for me. I was in a really lucky position that I share flexible working with my husband. My husband and I both applied for reduced hours. I do two days a week and my husband does three days a week. It is very challenging for two working parents to manage their family and manage their work. The other thing is that we can flip around a little bit for each other. Sometimes he might need to work longer hours and I might need to swap days around, so we can actually support each other. That is one of the things that has made flexible working work really well for me.

  1. Section 6.3
    C: Implement
  2. Section 07
    Part two - Flexible-Work-by-Default Guidance and Resources