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Section 01
Summary of flexible-by-default key messages
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Section 02
Introduction
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Section 03
The impact of the covid-19 response
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Section 04
Principles that underpin a flexible-by-default approach
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Section 05
There is a wide range of flexible working options
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Section 06
Four-stage approach to shifting to flexible-by-default
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Section 07
Part two - Flexible-Work-by-Default Guidance and Resources
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Section 08
Resource 1 - Case studies of flexible-by-default in practice
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Section 09
Resource 2 - Flexible working options
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Section 10
Resource 3 - The benefits of flexible working
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Section 11
Resource 4 - Establishing formal and informal flexible working arrangements
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Section 12
Resource 5 - Agency self-assessment tool
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Section 13
Resource 6 - Example communication objectives and key messages
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Section 14
Resource 7 - Common questions, concerns and responses
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Section 15
Resource 8 - Flexible working challenges and suggestions for addressing these
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Section 16
Resource 9 - Tips for leaders, managers, employees and teams
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Section 17
Resource 10 - Addressing health and safety, and information security and privacy
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Section 18
References and further reading
This guidance is currently being reviewed to ensure it aligns with Government expectations as announced on Monday 23 September.
Example communication objectives
- Develop awareness and promote a consistent and complete understanding of flexible working and flexible-by-default at all levels of the agency.
- Demonstrate the benefits taking a flexible-by-default approach.
- Normalise flexible working practices for all employees, managers and leaders.
- Address conscious and unconscious bias towards employees working flexibly.
- Address other concerns and challenges surrounding flexible working, whether from team members, managers or leaders.
Example key messages:
You can share the Summary of flexible-by-default key messages with leaders, managers, unions and employees (page A) and the diagram of the Principles of flexible-by-default included in the summary. The summary and the principles can provide a foundation for your communications and engagement.
- All roles will be considered flexible unless there is a genuine business reason for any role not to be.
- Flexible working needs to work for the organisation, for managers, employees and teams. It requires give and take on all sides and there is a shared responsibility between the organisation and employees for making it work.
- It should be fair for everyone – employees, team members and managers – and approached with openness and flexibility on all sides.
- Not every type of flexibility will work for every role type, but some forms of flexibility should be workable for all roles (see Resource 2 for examples). The context and the demands of the role need to be considered.
- Flexible working is not just part-time work and working from home. There are many different types and forms of formal and informal flexible work.
- Flexible working is not new. A lot of flexibility already occurs, especially informal flexibility. Agencies have been supporting lots of types of flexible working for decades.
- Flexible work is not just for employees with family-caring responsibilities – there are many reasons why employees may want to work flexibly.
- Support is available to help managers, teams and employees get the best from flexible working.
- Flexible working will help close the gender pay gap, help increase diversity and inclusion, make the agency a better place to work, drive productivity and employee engagement. As a result, flexible-by-default will help the agency to achieve its objectives.
- We welcome ideas and approaches to help make this work for everyone.
You can also draw on Resource 7 which outlines some of the common concerns about flexible-by-default and suggested responses and Resource 8 which outlines common challenges and suggestions for addressing these.