VIEWPOINT |
Laying down the law
23
Martin Fleetwood
Supporting your business: hybrid working and right to work checks The rail sector has been hard hit by the effects of Covid-19 but has continued to move both passengers and freight around the country despite a depleted workforce
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significant number of jobs within the industry require staff to be at their place of work to carry out their roles. However other jobs, notably back office and planning, can be undertaken remotely. During the second half of 2021 there was a move towards flexible or hybrid working and the Chartered Institute of Personnel and Development (CIPD) has recently published new guidance for employers on supporting hybrid working. Why have hybrid working? Hybrid working is a form of flexible working where staff spend some of their time working remotely e.g. from home and some of their time working in their employer’s workspace. Employees gain more flexibility to work where they want and work can be undertaken in conjunction with other forms of flexibility, including time flexibility. It does, however, require a type of workload which does not require constant presence at a specific place of work such as a railway station or freight depot. Covid-19 has greatly impacted working life and brought hybrid working into mainstream conversation in the UK. Although a small number of staff were already working remotely prior to March 2020, the extended period of enforced homeworking during the pandemic has led to a considerable interest in hybrid working. Employers have recognised the benefits of hybrid working, including a better work /
life balance, a greater ability to focus with fewer distractions, more time for family and friends, saved commuting time and costs and higher levels of motivation. An ACAS poll found that over half of employers in Great Britain expect an increase in staff working from home or remotely part of the week after the country comes out of the pandemic. Employers have a responsibility for the health and wellbeing of their employees and the opportunities from hybrid working may promote such wellbeing where it can be implemented in the workplace. With rising interest amongst employees for continued flexible working, it is being suggested that offering hybrid working could be key in attracting new talent, particularly for industries wishing to encourage and develop different types of employees. What does the CIPD Guidance say? The CIPD Guidance on hybrid working has been developed in collaboration with members of the Government’s Flexible Working Taskforce and supplements the ACAS advice previously given on hybrid working. The guidance suggests that organisations looking to implement hybrid working should: • Begin by defining what hybrid working would mean in their circumstances. • Take into account strategic goals and input from workers. • Consider how to recruit and manage
hybrid workers effectively. • Pay attention to ensuring that hybrid working policies are fair and inclusive to avoid any unintended potentially discriminatory consequences. • Provide training to managers, review HR processes, and undertake ongoing listening exercises with employees. The guidance reminds employers that hybrid working continues to evolve and they should be constantly reviewing and developing their approach towards flexible working. Effective implementation of hybrid working The guidance makes it clear that organisations need to consider how hybrid working can operate in various parts of an organisation. It may work for some parts but not for others. However, simply because some activities need workers to be physically present to perform their work, this should not stop other staff who could perform their tasks remotely from being offered hybrid working. In deciding whether to move forward with hybrid working arrangements, it is advisable for employers to: • Consult with staff on the practical considerations regarding introducing hybrid working. • Support and manage workers who are hybrid working and ensure all hybrid workers are treated fairly. • Think about the design of jobs and the
