Tag Archive for: hybrid working

Changes to flexible working coming in April 2024 – what employers need to know

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On 6 April 2024, the widely discussed changes to flexible working will come into force, when the Flexible Working (Amendment) Regulations 2023 take effect. Here’s what those changes are, what they mean for employers and what needs to be considered going forward.

What’s changing?

If you ask most people what the changes to flexible working are, they will say that the service requirement has been removed, as that has been the source of most discussion and debate. In fact, the legislation is actually making more changes than perhaps people realise. A summary of these changes includes:

  • ‘day one right’ – currently employees can only make a flexible working request once they have 26 weeks continuous employment. From 6 April 2024, this becomes a ‘day one’ right.
  • Two requests – currently employees can only make one flexible working request every twelve months. With these changes, employees will be able to make two statutory flexible working requests every twelve months.
  • Timescales reduced to two months – the current timescale for employers to deal with flexible working requests is three months. This reduces to two months under these changes.
  • Employers will not be able to refuse a request until they have consulted with the employee
  • Removal of the need for employees to explain the effect of the proposed change on the organisation, or how that could be dealt with when making a request

The changes do not affect an employer’s ability to reject requests on eligibility grounds or for one or more prescribed statutory reasons.

What does this mean for employers?

With the removal of a service requirement and greater application opportunities, it is possible that employers may see an increase in the number of flexible working requests, so it may present a ‘numbers’ challenge in the first instance. Employers should ensure any requests received, are acknowledged and tracking systems are in place to monitor progress.

Perhaps of more critical importance is the consideration of the reduced timescales and what that means for internal procedures. To ensure compliance, it will be essential that meetings are scheduled and responses returned, including any appeal, within the two-month period. You can extend the timescales but only with agreement from the employee. But critically, managers should look to maintain momentum in reviewing requests to avoid any unnecessary delays.

Importantly the responsibility is now on employers to give careful consideration to the request, its impact and how it might be accommodated. You can ask your employee to consider these and make any suggestions, but you cannot make it a compulsory part of the process.

What should employers do now?

  • Review your flexible working policies to ensure that they reflect the new requirements. Put in measures and systems that support being able to deal with requests within the timescale required. This might include putting in tracking systems to monitor the progress of requests, as well as guidance documentation so everyone involved understands their roles and obligations in the process
  • Train line managers on how to handle flexible working requests in light of the new requirements, particularly providing guidance on how they might make best use of the meeting with their employee, to explore the request and how it can be accommodated
  • Communicate the changes to staff. Letting staff know that these changes have come in and you have adapted your policies accordingly, can be a positive step for employee relations and increase employee engagement

Whilst some employers may consider the changes in legislation onerous, it is important to remember the benefits of flexible working for both employees and employers:

  • Allows employees to proactively manage other commitments, leading to less time taken off
  • Wider pool for recruitment
  • Positive for employer brand and attracting candidates
  • Retention of experienced and valued staff who might otherwise have to leave if they can no longer work their existing work pattern
  • Can promote a more diverse and inclusive workforce
  • Enhanced morale and motivation

The new legislation will not change the core principles behind flexible working. It remains a tool for employees and employers to discuss possible changes to ways of working and how that might be mutually beneficial. What the changes will do is make adaptations to eligibility, timescales and internal processes for dealing with requests. By taking a proactive approach and updating policies and internal procedures, as well as refreshing line manager training, organisations will ensure they are best placed to respond to any requests that are received under the new legislation.

If you would like any support in dealing with flexible working requests, drafting policy and guidance material or line manager training, please contact Sue Meehan Boyes in our team on 07384 468 797.

Is Hybrid Working, Working for You?

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It’s hard to remember a time before hybrid working. But as its usage has increased, so have some challenges. In this article we look at those challenges and consider how you can manage them within your own business.

The Current Picture in the UK


Recent data from the London Underground suggests that office attendance in the key London business districts has levelled off since November 2022. A Centre for Cities report stated that a hybrid working pattern is now most common in the capital, with the average office worker attending in person two days per week with three days worked remotely.

The report raises interesting questions regarding the loss of opportunities to collaborate in person, suggesting that the established economic benefits of ‘agglomeration’ which have been evidenced over the last century, are now on the decline. Although, given technological advances to accommodate remote collaboration in recent years, perhaps the impact is more nuanced than is being suggested.

Being co located with colleagues provides valuable opportunities for collaboration, learning and social interaction. But the pandemic has also demonstrated the value of remote working in fostering employee well-being, and work-life balance, without compromising on productivity.

Many employers continue to offer hybrid or remote-only working opportunities to attract and retain the best talent in a competitive recruitment landscape. Other academic research has evidenced the benefits of remote working to the wellbeing of employees, with the recent 4 day week study being a resounding success with 92% of those participating in the trial adopting the working pattern on an ongoing basis. Many employers who participated in the 4 day week study also offered hybrid or remote-only working opportunities and actually found a distinct increase in productivity.

Is Hybrid Working Right for Your Organisation?


It’s clear that the demand for flexible working is here to stay and that it can work. But it is equally important to recognize that there is no ‘one size fits all’ and organisations should review their own challenges before attempting to adopt any drastic changes to working practices.

As an employer, you might want to consider how you are measuring and monitoring the effectiveness of your current working practices.

  • This could include metrics such as financial data, productivity data, sickness absence data, recruitment and retention metrics, employee wellbeing data etc.
  • Seeking feedback from your employees informally on how it’s working for them through employee forums, surveys or via management.
  • Reviewing your flexible working policy and how you promote this within your organisation.

Peter Cheese, Chief Executive of the CIPD, said in response to the four-day-week trial “[the pilot] has shown the potential organisations have to rewrite the rules on working norms across different roles and sectors… [to] create better balance of working lives for their people while maintaining business output and outcomes”.

Keeping Connected While Hybrid Working


Being truly connected to your team is not simply about being online. The real puzzle is how we can maintain the scope for collaboration when working remotely. A few things you can consider:

  • Train your managers on how to engage, motivate and manage a remote team
    Remember, the skillset required to manage a dispersed team is not the same as managing a face to face team.
  • Create a working environment where innovation is encouraged and nurtured
    Depending on how you work, it may help to schedule some team thinking time. This could be during regular online meetings and/or during face to face development sessions.
  • Make face to face time count
    If you are arranging face to face events that will require investment and travel, make them worthwhile! Seek input from the team on the design of the day and how you will measure its success.
  • Maximise the use of technology but don’t forget the importance of human connection!
    One of the key criticisms of hybrid working is the lack of opportunity for human connection and socialising. You can weave in opportunities for social connection to your face to face events but we would also recommend making space for this remotely too.
  • Review and evolve
    Schedule regular opportunities to revisit the way things are done. It should not be set in stone and the way you work should evolve with the needs of the organisation and the team.

Looking Ahead

The evidence certainly suggests that hybrid working patterns will remain an established way of working for the foreseeable, something that businesses need to consider when they are looking to the future and the development of their recruitment strategies. In a recent survey by Deloitte, 77% of Gen Z and 71% of millennials would consider looking for a new job if their employer asked them to go to their workplace full-time. Likewise existing staff have appreciated the benefits a more flexible approach can bring – whether that’s in reduced travel time, better balance of caring responsibilities. Engaging with staff and giving consideration as to what could really work within the workplace, will help businesses be in the best position to both attract new talent and retain and motivate current employees.

 For a discussion on how you can make hybrid working or other forms of flexible working work in your organisation or the training we can offer, contact Kathryn Chidzey-Jones  in our team on 07881 092524.

Is Hybrid Working Here to Stay?

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Recent headlines suggest that there may be a ‘big return to the office’, whilst others promote the success of flexible working schemes, such as the successful outcome of the four day working week trial.

Since the pandemic there have been changes in working practices, attitudes and expectations for many and the conversation around hybrid working continues.

The Office for National Statistics (ONS) suggest that 28% of working adults are working on a hybrid basis in 2023 and that 16% work solely from home. Home or hybrid workers are more likely to be in professional roles, degree educated or above and be in the highest income band.

Why Offer Hybrid or Flexible Working?

According to the ONS:

  • 78% of hybrid workers say they have an improved work life balance
  • 52% say they complete work more quickly at home
  • 53% say there are fewer distractions at home
  • 47% report improved wellbeing

Research also suggests that job applicants and employees are motivated by flexibility, which is considered the most important motivator in keeping employees in their jobs – valued even more so than salary.

How Can Employers Manage Requests for Hybrid or Flexible Working?

The right to request flexible working is of course well established, and is set to widen as a result of the Employment Relations (Flexible Working) Bill. Alternatively, employers may decide that a formal request under their flexible working policy is not required, and there can be some advantages to dealing with requests outside the formal regime. Some employers have introduced hybrid working policies, allowing them to consider how their approach to hybrid working can meet their commercial needs. However employers decide to deal with requests for flexible or hybrid working, they should be mindful of any risks associated with how they deal with the request, particularly around possible discrimination risks if they decide to reject a request.

What Are the Potential Challenges?


Is hybrid working offered equally across the organisation? What are the consequences for different protected characteristics ie are there more women working in a hybrid capacity than men?

There can be challenges around how to effectively manage and supervise staff who are working remotely, and a different approach may be required to measuring performance. Employers need to be aware of the risk of ‘proximity bias’ – the idea that managers may perceive those employees who they see onsite as working more effectively than those who are working remotely.

There may be practical issues around the working environments of those staff working at home, around the need to ensure confidentiality and manage data protection effectively and around health and safety requirements.

There may also be some challenges around staff who need to balance caring responsibilities and working remotely, or those who request to work abroad. Finally, there can be a divide between groups of staff who can work remotely and those who can’t.

Don’t Forget Equality, Diversity and Inclusion

Research suggest that hybrid/flexible working is popular amongst underrepresented groups, with research suggesting that:

  • employees with disabilities were 11% more likely to opt for hybrid working than those without disabilities
  • those who identify as non-binary were 14% more likely to prefer hybrid working and LGBTQ+
  • employees were 13% more likely to choose hybrid working over their heterosexual colleagues

Employers should also be mindful not to unintentionally exclude particular groups where hybrid/remote working is imposed, such as those without suitable home working space or those who would benefit from working alongside colleagues in order to aid their development.

How Can Narrow Quay HR Support You and Your Organisation?

Narrow Quay HR can work with you to review your hybrid and flexible working arrangements, work with you to implement hybrid working policies and provide training for managers on managing and engaging remote/hybrid teams.

For more information on managing staff who are working remotely or dealing with hybrid/remote working requests, please contact Caitlin Anniss in our team on 07909 683 938.

Surviving the Great Resignation – How Can Your Business Recognise and Retain Staff?  

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The Great Resignation describes the large numbers of workers who were reportedly leaving their jobs, or thinking about it, during 2021. 

Some evidence suggests that this is still evident into 2022 – according to Microsoft’s 2022 Work Trend Index 43% of employees surveyed said that they were considering changing jobs within the next year.

People Management also report data gathered by Owl Labs which suggests that one in four UK workers are currently looking for a new role. (People Management, June 2022).

Why Is There a Great Resignation?

For many workers, the pandemic provided an opportunity to reassess their work and life priorities and perhaps prompted a change in mindset – leading them to a career move, a shift to home based work, or perhaps an earlier retirement than anticipated.  

Some workers had time away from work on furlough, perhaps giving them time to consider future career moves. Certainly a move to home working, for some, will have prompted thoughts about different work options which may not have appeared possible in the pre pandemic world. The pandemic may also have led people to reassess what it is most important to them and to consider how they want to spend their time.

What Is the Impact on Employers? 

With large numbers of staff apparently considering a job change or career move, it is more important than ever to think about the retention and employee engagement of your key staff. This is particularly important at a time when recruiting staff can be extremely difficult.

There are some things that you could consider in your workplace:

  • Can you offer flexible working? Not all employers can offer remote working or flexible hours but think about what you can offer to make working for your organisation more attractive.
  • Look carefully at your benefits package. Aside from pay, which will be high on the agenda for many workers at present, what other benefits can you offer that are appealing to staff? Extra holidays, well-being initiatives and health insurance may be attractive.
  • Look at your workplace culture and take steps to promote a positive workplace environment. Think about what your values are and embed them within your workplace.
  • Consider a focus on internal mobility within your organisation. This is often an area which is not a key focus within organisations, with People Management reporting that 70% of HR professionals do not have a clear strategy on internal mobility within their organisation.
  • Consider how effectively you use your professional development processes. Could you focus more on career development for your staff, or perhaps introduce mentoring or coaching schemes?
  • Look at how well you advertise internal vacancies to your existing staff.

We’re Here to Support You

The Narrow Quay HR team can work with you to improve your retention rates and look at your employee engagement by analysing your pay and benefits package, reviewing your workplace culture and helping to embed your core values within your workplace, and working with you to develop a focus on internal mobility.  

For more information on how we can support your organisation, please contact Caitlin Anniss in our team on 07909 683 938.

The Future is Hybrid

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Hybrid working seems to be the new normal. With a quarter of workers now choosing to work remotely and from the office, we take a look at how you can best manage your workforce and employee expectations. 

Working Remotely and In the Office

Hybrid working allows your employees to split their time between working remotely and from the office. For most, this means working from home, but this could also mean working from a shared space, or even the local coffee shop! It doesn’t just stop there… more and more businesses are adopting a much more flexible way of working generally, including a shorter working week, compressed hours or term-time only working. There’s lots of possibilities.

What Are the Advantages?

Hybrid working not only offers more flexibility, but also supports a better work life balance, and contributes to positive mental health and wellbeing. Research has also shown that embracing flexible working pattern increases productivity. It can even help reduce overheads by saving on office space!

What’s the Difference Between Hybrid Working and Flexible Working?

There is no legal requirement to adopt a hybrid working model. It’s up to the employer to develop a practice that works best for the business and staff. There is also no requirement to have a hybrid working policy in place (although we would always recommend this as best practice).

There is an obligation on an employer to consider a request for flexible working if the employee has the necessary qualifying service of 26 weeks. Employees must provide a reason for their request, and give due consideration as to how this might impact your business.

Employers are under a duty to meet with the employee and properly consider the request, needing a good business reason to refuse. A flexible working request can include a request to make a temporary or permanent change to working patterns or location. If the employee isn’t happy with the outcome, they have a legal right to appeal, and must be taken through the appropriate appeal process.  

The Government are now also considering, whether the 26 week working requirement should be abolished, and this should in fact, become a day one right. Given the change in working culture, this is not surprising, but no decisions have been made yet.   

We have set out below some practical considerations to think about when adopting a hybrid working model, and how best to manage this.

Hybrid Working Policy

Having a policy in place can be a useful management tool and help enforce those necessary boundaries. This can be used to identify when and how often attendance at the office is expected, what is expected from remote workers (including communication guidance), and information about the use of equipment or IT security. You can also set out that all important health and safety information.

Effective Communication

Working remotely can often feel isolating, and when things are busy, those employees can sometimes be forgotten. This in turn can impact performance and productivity. Being clear about your expectations from the outset, and ensuring you plan ahead will help to manage this, and keep your employees on track.

This could include an online open door policy, diarising regular one to ones, and holding weekly team meetings by video call. Either way, ensure regular face to face contact is made, so those working remotely do not feel excluded, and that communication is effective.

Working Environment

Having a safe and comfortable working environment is essential to productivity. Think about whether those employees working from home have access to a suitable space to work, and to the equipment they need. Is there anything you need to provide, or any safety checks to be carried out? Is there a requirement for reasonable adjustments?

Managing Your Employees

It’s important to manage staff working remotely, as you normally would if they were in the office full time. Ensure staff have the same opportunities as those in the workplace, and that training and development needs are still being met. This could even include training for line managers on how to effectively manage those who have adopted hybrid working.

Finally, you may wish to consider the approach taken in Tokyo, where a whole new way of working has been adopted for those finding it hard to find their focus and meet deadlines!

For more specialist support with how best to manage hybrid working, please contact Kirsty Hunt in our team on 07384813077.

Is Hybrid Working the New Normal?

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A study published by ACAS last year shows that over half of employers in Great Britain expect an increase in demand for flexible working from employees after the coronavirus pandemic.

Hybrid working is a type of flexible working where an employee splits their time between the workplace and working remotely. 

How Should Organisations Implement a Hybrid Working Approach?

There is no single way to implement hybrid working in the workplace, as no single organisation is identical to another. However, all organisations may wish to consider the following suggestions by CIPD when implementing a hybrid working strategy.

Our Recommendations for Employers

  • Agree an overall strategic position on hybrid working for the organisation. This should culminate in the development of a policy and supporting guidance to clarify the strategy.
  • Consider what approach to hybrid working is really required within your workplace and the specific organisational context. This might include several different forms of hybrid working even within one organisation, depending on role requirements.
  • Engage with people managers throughout the organisation. This helps employees become part of the conversation and provides an opportunity to ask questions and raise concerns.
  • Offer training and development to support successful hybrid working.
  • Develop a communication plan to share plans for future hybrid working with all employees, including information on how to request hybrid working.
  • Consider and adapt to issues arising from hybrid working such as technology, employee wellbeing, inclusion and facilities matters.
  • Support effective team building and cohesion within hybrid teams.

It is likely that employers will have to deal with an increasing number of flexible working requests from employees in the coming months. Having a clear policy, suitable training and support as well as clarity on the organisational approach will stand all companies and employers in good stead in 2022.

If you would like help with any matters or concerns relating to hybrid working please contact Helen Couchman in our team on 07799 901669.

Hybrid Working – How Prepared Are You?

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A recent survey found that 65% of employees expect to work from home at least two days a week, while 31% believe that a return to five-day office working will not happen until 2022, if at all.

What Can Employers Do?

  • Consider how to better plan your ‘future workplace’.
  • Review the ways you can help and support remote workers.
  • Engage with your workforce to find out their views on working arrangements and plans for the future.

Hybrid working is a feature for our workplaces certainly for the foreseeable future. To discuss your plans and get advice, contact Sarah Martin in our team on 07799 136091 to find out how we can help you.