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Practical steps for managers in considering a request for flexible working
Job analysis
Start by doing a brief job analysis of the job in question.
Check if the employee's proposed hours fit with the tasks outlined in the job analysis. Are all the tasks necessary?
If there is a mismatch, consider how the tasks might be divided up differently. Could some parts of the job be reallocated or rescheduled?
Will the impact on clients be beneficial? i.e. the retention of a valued member of staff even if it means shorter hours.
Managing the new arrangements:
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How will the new arrangements be supervised and performance measured?
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What will be the impact on the other people you manage?
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Will the long-term benefits of flexible working (such as staff retention and saving on recruitment) outweigh the short-term costs of implementing change?
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How often will the arrangement be reviewed?
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Will there be insurance or health and safety considerations (for example for home workers)
Impact on the team
Make sure you advise the other team members of the change in working hours and have a plan of action for dealing with any problems that may arise from the change.
Hold regular reviews to ensure the scheme is working well for everyone.
Use team meetings or find another way to ensure flexible workers remain informed and involved members of staff.
Let them know as new training and job opportunities arise.
Refusing a request
Sometimes it may be necessary to turn down or postpone a request e.g. for valid service reasons. Whatever the reason for refusing a request keep a record of the date, reason and circumstances of the refusal on file so that it can be reviewed at a later date.
Let the employee know the reasons for the refusal and give them a timescale after which you will consider a new request.
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