This toolkit proposes a four-stage approach to implementing a model of hybrid working that works effectively for your department and/or team.
The toolkit is not prescriptive and individual areas will need to adapt their approach to meet local needs.
The leadership team/service leads should identify the parameters and expectations for hybrid working within the department/team, guided by the organisational context and operational requirements.
Questions to consider:
Having worked through these questions, the leadership team/service leads should agree the hybrid working parameters and expectations for the department and its constituent teams.
In considering these questions, it will be important to consider how the parameters established by the leadership team ensure that all colleagues are able to engage in the culture and life of our campus, fostering a shared sense of community, inclusivity and belonging.
The opportunity for teams to come together in person provides a vital support structure as well as enabling cohesive functional team working. Our shared workspaces also provide our staff with important opportunities for informal communications, development through shared experience and observation, and networking, that are crucial, particularly early on in a career and for new staff.
Explore as a team how you will make hybrid working successful so that colleagues:
Ensure that individuals feel heard, supported and that they belong within the team. Emphasise that team discussions will be followed by 1:1 meetings so that colleagues will be able to make their individual preferences and concerns heard.
It is suggested that 1:1 meetings with your team may help to clarify understanding and expectations and address any questions and concerns.
Suggested agenda:
Be prepared to discuss concerns honestly and openly, in order to encourage a frank dialogue which seeks to find an optimum solution to any issues. While it is important to take into account individual needs and requirements, the organisational requirements must be achieved. The discussion can also develop the trust needed for a good working relationship in general and for hybrid working in particular.
If there are current performance issues e.g., a member of staff is not meeting expected objectives, these should be addressed through setting expectations, regular reviewing of objectives, and giving feedback in regular one to one meetings.
Managers should address the following question with their teams:
After the team and individual meetings, the manager will confirm the new arrangements by e-mail. You will find a template e-mail below; this makes clear that this arrangement is kept under review and is not a contractual change.
Dear <name>,
Further to our recent discussions in relation to hybrid working, I am writing to confirm the following arrangements:
<state arrangements agreed during team discussion, I.e. what days/number of days in different locations etc>
<state any individual preferences/needs agreed during 1:1 meeting>
We agreed that the above would start with effect from <date>, and would continue until further notice.
We have also discussed the need to be flexible, and with that in mind the above arrangement is not a contractual change, and will be kept under regular review. The arrangement can be amended or brought to an end at short notice, should the need arise.
Yours sincerely,
<Manager Name>
Once colleagues have started working in their new way of working, it is important to keep the arrangements under review. People need time to adapt – there can be many practical and behavioural aspects that need time to bed in. If arrangements do not work well initially, often they can be addressed very easily – but only if they are vocalised constructively, with commitment to address anything that is raised within the team.
It is also important to note that circumstances change – team needs, team tasks, and objectives – as well as personal circumstances and preferences. Changes will require some flexibility to accommodate, but everyone should be aware that it is acceptable to raise and discuss things that have changed. Paying attention to team dynamics is critical – as they can come under strain if people see each other less often and don’t put other mechanisms in place to ensure good communication and trust.
Consider ‘hybrid working review’ meetings for your departmental leadership team/service leads (for example, every three or four months after the start of hybrid working) to collate the feedback gathered as above. Take time to reflect on what is and isn’t working, and consider changes to be made to working practices accordingly – keeping in mind that Stage 2 and 3 will also have to be reiterated.
Keep in mind that many new working arrangements fail because there is a reluctance to address performance issues. It will be important to focus on outputs and maintaining the quality and consistency of standards, regardless of working location.
Different activities may be most effectively carried out in different locations, e.g.
• Collaboration space e.g. on campus
• Concentration space e.g. at home, quite space on campus
• Catch up space e.g. meeting room, communal area.
Example: For the task of updating a policy or updating a system, the most appropriate location may be at home or a concentration space on campus.
Remote activities:
Activities that are largely independent and can be undertaken anywhere or at any time. These roles may permit remote working.
Characteristics that may make activities suitable for remote working include:
On Campus activities:
Activities that are undertaken with other people or resources, at the same time and at the same place. Such roles may not permit hybrid working, or only a minority of time spent working remotely.
Characteristics that are likely to require campus presence:
Communication in a hybrid team requires a different approach to communicating within an office-based or fully remote team. However, the key principles of good communication remain: Colleagues need to have the information that they need, in a timely way, to allow them to successfully undertake their work and feel connected.
Communication is a shared responsibility across the team. Consider:
Working within the parameters and expectations established by the leadership team/service leads, consider the following questions: