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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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The following principles underpin this guidance and the attached resources. Agencies can use these principles as key messages to engage with leaders, managers, employees and unions and as they embed flexible-by-default.1

Flexible-by-default is:

IF NOT, WHY NOT?

All roles are treated as flexible unless there is a genuine business reason for a role not to be.

Flexibility is equally available to women, men and gender-diverse employees, irrespective of the reason for wanting it. Working flexibly does not undermine career progression or pay.

WORKS FOR THE ROLE

Every role should be suitable for some form of flexibility but not every type of flexibility will work for every role. Genuine business reasons may mean that some types of flexibility cannot be implemented for some roles.

WORKS FOR AGENCIES AND TEAMS

Flexible working should not be viewed as something which is just agreed between an employee and manager. This means that the impact of flexible arrangements should be considered on teams, and the agency as a whole.

REQUIRES GIVE AND TAKE

Flexibility requires give and take between the employee, manager and team. It also places collective obligations on employees, managers and teams to be open and adaptable so that it works for everyone.

MUTUALLY BENEFICIAL

Flexible working needs to work for the agency, teams and employees. Consideration should be given to how flexible work arrangements can maintain or enhance service delivery and the performance of agencies, teams and employees. It should not result in increased workloads for employees working flexibly, or for other team members who are not.

ACTIVELY CHAMPIONED BY LEADERS

Leaders support, champion and role model flexible working for their teams and themselves.

1The Principles have been adapted from the NSW Public Service Commission Discussion Paper: Flexible Working Strategy: https://psa.asn.au/wp-content/uploads/2017/04/Flexible-Working-Discussion-Paper.pdf © State of New South Wales acting through the Public Service Commission.

  1. Section 03
    The impact of the covid-19 response
  2. Section 05
    There is a wide range of flexible working options