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Agile and hybrid working policy

Contents

  1. Introduction
  2. Purpose
  3. Scope
  4. Responsibilities, accountabilities and duties
  5. Procedure or implementation
  6. Training implications
  7. Monitoring arrangements
  8. Equality impact assessment screening
  9. Links to any other associated documents
  10. References
  11. Appendices

1 Introduction

Rotherham, Doncaster and South Humber NHS Foundation Trust (hereby known as the trust) recognises that providing colleagues with the ability to work in an agile or hybrid manner may allow for more effective and efficient ways of working. Agile or hybrid working is not just related to working from different locations or at different times. It is about gaining the benefit of utilising technology to change work practices and to work differently which should increase the effectiveness of the service and deliver benefits to the trust and its patients.

Agile or hybrid working should eliminate some of the barriers to meeting the needs of those who are served by the trust. It is about bringing people, processing, connectivity and technology, time and place together to find the most appropriate and effective ways of working to carry out a particular task. It is working within the guidelines of the task, but without the boundaries of how to carry out the task.

It requires developing a culture of focusing on results and performance and removing artificial barriers such as time and attendance. The main barriers to agile or hybrid working revolve around culture and mind set, enabling colleagues to work in an agile or hybrid manner requires trust and responsibility. The primary focus must be on meeting the needs of the service within boundaries which are agreed between the manager and colleagues.

The coronavirus pandemic of 2020 has dramatically changed the way we live and work. To reduce infection risk the government asked that colleagues work from home where possible in the height of the pandemic, this enabled adoption of digital platforms which supported a whole scale shift to agile working with the need to fully adopt an agile or hybrid approach to working into the future.

2 Purpose

The purpose of this policy is to set out a number of principles and practical guidance in relation to agile or hybrid working for both managers and colleagues. This policy aims to provide specific guidance on agile or hybrid working whilst signposting colleagues to other policies which are relevant to agile or hybrid working.

3 Scope

This policy is applicable to all colleagues who may work in an agile or hybrid manner. Agile or hybrid working may incorporate an element of home working. Note that all home working is subject to management approval and is dependent upon the role and nature of the tasks.

The trust has an existing policy for flexible working which should be used for individual requests for structured flexible working patterns. Further advice can be sought from the trusts People Experience team.

Agile or hybrid working is a form of flexible working. The trust has revised its flexible working policy, which includes an explicit reference for colleagues and managers to consider agile or hybrid working as an option.

This policy may have an impact on colleagues from other organisations, including seconded colleagues, students and agency workers who work closely with trust colleagues. Managers need to take account of this when setting boundaries for agile or hybrid working.

4 Responsibilities, accountabilities and duties

4.1 Chief executive

The chief executive has overall responsibility for ensuring that measures are taken to ensure that agile or hybrid working is implemented in a manner which is consistent with this policy. The accountability for implementation of these measures is devolved to directors, care group directors and heads of service.

4.2 Directors or heads of service

Directors or heads of service are responsible for ensuring that:

  • a culture of agile or hybrid working is promoted and that barriers to agile or hybrid working are reduced. This includes for services and teams that are managed, as well as supporting trust-wide arrangements
  • service managers and team managers are supported to implement or promote the development of an agile or hybrid working culture and that they are supported to implement the guidance which is outlined in this policy and are provided with appropriate resources and training

4.3 Information governance manager

The information governance (IG) manager is responsible for ensuring that:

  • IG related policies reflect the requirements of this policy
  • information, support and advice is provided in relation to IG elements of agile or hybrid working
  • audits on agile or hybrid working practice are carried out

4.4 Information technology team

The information technology (IT) team is responsible for ensuring that:

  • the trusts IT infrastructure is maintained in a manner which will reasonably prevent security breaches relating from agile or hybrid working
  • where appropriate, software and other upgrades or updates to trust equipment is provided to ensure the equipment meets all security requirements
  • appropriate technical support is provided to the colleagues on how to use any equipment provided
  • the equipment asset register is kept up to date with information on which colleagues have agile or hybrid working equipment so that records can be updated and the use of assets can be monitored
  • development of technical solutions and the use of equipment which supports agile or hybrid working

4.5 Line managers or service and team managers

Line managers or service and team managers are responsible for ensuring that within their areas of their responsibility:

  • agile or hybrid working is promoted, where relevant and that colleagues are provided with appropriate support and equipment
  • colleagues who work in an agile or hybrid manner are provided with appropriate equipment and training to carry out their duties and that records of training are retained
  • issues related to improving or maintaining productivity, quality, health, safety and security are considered before implementing agile or hybrid working arrangements and that all appropriate assessments are undertaken as outlined in this policy before the commencement of any agile or hybrid working. The agile or hybrid working agreement and health and safety risk assessment must be completed, which can be found on the Intranet
  • the concepts of managing by outcomes have been successfully explained to colleagues and appropriate methods to monitor output have been mutually agreed with colleagues as part of the supervision process
  • communication is maintained with all colleagues and that colleagues are briefed and encouraged to be part of a team and that colleagues who work in an agile or hybrid manner continue to receive regular supervision in line with trust supervision policy
  • that in the event of an incident or traumatic event occurring, face to face support is provided to the colleagues in a timely manner. This may be virtual when an immediate response arises, and in person whenever possible
  • they ensure that agile or hybrid working is monitored through regular review such as appraisal, supervision and ad-hoc checks
  • to seek advice and assistance from the health and safety team and back care advisory service in relation to the health and safety of colleagues, including reasonable adjustments that may need to be made to the workplace (including at home)
  • maintain ways for teams and individuals to remain connected, avoiding colleagues feeling or being isolated
  • they ensure that colleagues are aware of their responsibility to adhere to this policy and the principles which underpin agile or hybrid working
  • they ensure that periodically review agile or hybrid working arrangements in line with this policy

4.6 All Colleagues who work in an agile or hybrid manner

All colleagues who work in an agile or hybrid manner are responsible for ensuring that:

  • they work together with and develop a shared joint responsibility with their manager in agreeing how they can work in an agile or hybrid manner and deliver outcome-based measures of performance. The agile or hybrid working agreement and risk assessment must be completed: these can be found on the trust’s intranet
  • all measures set out in this policy and any other measures requested by the trust are complied with
  • they keep up to date with issues or working practices within their working area by maintaining appropriate communication with their manager and other colleagues
  • they attend meetings, training and supervision
  • they take reasonable care of IT equipment which they use and familiarise themselves with the policies set out in section 9
  • any loss, theft or damage to trust IT equipment or the loss of confidential information is reported to the police (with a crime number sought) and to the trust immediately, which may entail contacting the on-call senior manager of the trust outside of normal working hours
  • to identify and report any issues to their manager related to agile or hybrid working arrangements in line with this policy

4.7 People experience

The People Experience team are responsible for ensuring that:

  • managers are provided with advice and support in relation to the application of this policy, ensuring that fairness and consistency of the policy are applied
  • supporting managers and colleagues to develop and promote a culture of agile or hybrid working and those barriers to agile or hybrid working are identified and reduced
  • any associated people policies reflect the requirements of this policy

5 Procedure or implementation

The trust has adopted agile or hybrid working for colleagues where this is practicable and also supports its strategic objectives to develop high standards of quality and value. Key factors to take into consideration are set out below of which some are detailed further in the appendices.

  • communication
  • workforce
  • information governance
  • health, safety and security
  • equipment
  • working environment

5.1 Communication, key considerations

In an agile or hybrid working environment communication becomes even more vital to ensure the trust is able to provide safe and effective services. It is recognised that there are a number of communication methods available and individuals have their own preferences. Managers should adapt to both the needs of the individual and the team in their methods of communication.

Agile or hybrid working provides opportunities to consider more efficient and effective means of communication and colleagues should be provided with a suitable mobile telecommunications solution. It is important to acknowledge the role of both formal and informal communications, the limitations of these and adopt new communication strategies including the use of technology.

Colleagues may become detached from their manager and team and technology such as MS Teams can play a role in ensuring communication channels remain open. MS Teams can be adopted to supplement and replace some traditional face to face meetings, reducing travel to base and creating more ‘time to care’ for clinical colleagues. However, it is essential that time is built in to enable face to face meetings and communication to take place at an appropriate level.

5.2 Workforce, key considerations

The trust has now experience of hybrid or agile work. For example, during the Covid 19 pandemic many teams have had to work remotely from home in order to adhere to government restrictions and maintain safety.  Whilst some clinical staff have done this, it has predominantly been non-clinical facing teams who have predominantly worked at home such as corporate services, some operational management and operational administration. Many colleagues have been able to adapt to this change, whereas others may have found it more of a challenge to do so. There is also positives for the trust, managers, and colleagues in some of the learning and changes in the way of working, though it is recognised that this is not universal for all.

Managers should be aware that some colleagues may still be uncomfortable with change, feeling the loss of a permanent desk and the reduced face to face contact with colleagues. They will need extra support during the transition period to get used to the new way of working. In some cases, this may be colleagues who have spent most of the time working from home during the Pandemic, will now be returning to work in offices more regularly and may feel uncomfortable in doing so. Agile or hybrid working may not be appropriate for all colleagues and managers should observe for early warning signs that a team member is not working well. Both managers and colleagues must be willing to engage in joint problem solving and trouble-shooting to ensure that the agile or hybrid working arrangements work effectively. Both parties are responsible for maintaining good working relationships.

Managers must have formal supervision and should utilise informal supervision to discuss and agree any changes to the current format prior to commencing agile or hybrid working.

Managers must ensure that both they and their colleagues fully understand how the new ways of working can be successfully adopted and there should be evidence that both parties are in agreement with the new working practices. In addition, both managers and colleagues are responsible for ensuring that once established, the arrangements continue to work effectively and are reviewed on a regular basis.

Colleagues become less ‘visible’ when working in an agile or hybrid manner. This can create anxiety for some managers. Monitoring colleagues output must go beyond looking at the level of activity, and also consider other measures such as data quality, timeliness of record keeping, caseload management and other non-patient or service user related performance measures. These outputs reflect a more accurate picture than a colleague being present at a desk at prescribed times of day. It must be made clear to colleagues on how they will be managed and what is expected of them in terms of output. This should be agreed between colleagues and manager. Managers will need to focus on and manage by deliverables and results as there is an expectation that colleagues working in an agile or hybrid manner will improve efficiency and effectiveness.

Service provision and responsiveness should also inform agile or hybrid working boundaries and any agreements related to agile or hybrid working. Agile or hybrid working must not adversely impact the provision of services; therefore managers must ensure that they have systems in place to ensure that requests for services can be maintained and where appropriate, with adequate levels of front line colleagues available for duty at any one time.

There may be specific times of the day or week when individuals need to be contactable in order to meet service requirements. Expectations should be made clear, including any productivity gains: colleagues will then have a clear framework to work to. It is advisable to plan and agree a work programme for colleagues so that other team members are aware of an individual’s working patterns, current location and contact arrangements. Hours of work must be agreed in advance allowing colleagues the right to privacy out of hours enabling colleagues to separate work and non-work time.

Where a manager has concerns related to colleagues performance and agile or hybrid working, they have discretion to review if agile or hybrid working is appropriate and where necessary may refer to the personal responsibility framework as set out in trust’s management of performance (capability) policy.

The on-going wellbeing of colleagues should be monitored through regular review of agile or hybrid working arrangements by managers.

Where a colleague feels unwell and not able to work, the trust’s sickness absence policy and reporting procedures should be followed.

5.3 Information governance, key considerations

Colleagues must ensure that all information (including any information that is held on computer, mobile phone or other device) is secure and cannot be accessed by other parties. Failure to keep information secure will be considered as a serious matter and dealt with under the trust’s disciplinary policy. Colleagues working in an agile or hybrid manner must adhere to the trust policies in relation to sensitive and confidential information.

Under no circumstances will any other person other than those authorised by the trust should be allowed to access any equipment provided by the trust. Any non-trust controlled working environment should be assessed by the user of the equipment for any perceived information governance (IG) risks and these should be addressed prior to the commencement of agile or hybrid working. Examples of IG risks include potential to:

  • accidentally breach patient confidentiality, disclose sensitive data to unauthorised individuals
  • lose sensitive information
  • intentionally damage the trust’s infrastructure and e-services through the spread of untapped malicious code such a viruses
  • intentionally create a hacking opportunity through an unauthorised internet access point
  • intentionally cause other operational or reputational damage

Colleagues working in an agile or hybrid manner should be made fully aware of their information governance responsibilities to the trust and must maintain the security and confidentiality of documents as set out in the trust’s information governance policies and must ensure that mandatory information governance training is kept up to date. Further information is contained in appendix D and references to IG policies are given in section 9.

5.4 Health safety and security, key considerations

The Health and Safety at Work Act 1974 states that an employer shall ensure, so far as it is reasonably practicable, ensure the health, safety and welfare at work of all employees. This extends to colleagues who work agile or hybrid and colleagues who may work from home.

As the ability to supervise number of colleagues working from agile or hybrid or from home is limited, the main responsibility will be with colleagues to ensure that they do their work in a way as to ensure that they and other persons who may be affected, including other members of their household as well as the public, will not be exposed to risks to their health and safety.

Colleagues should receive information, instruction and guidance in all areas of agile or hybrid working.

Colleagues must take measures to control risks whenever they are working in an agile or hybrid manner, the following areas of health and safety policies may be relevant and the main points are outlined below.

5.4.1 Display screen equipment policy (DSE)

A laptop, notebook or tablet device is defined as portable display screen equipment (DSE). It is each colleagues responsibility to make a judgement as to whether the environment that they are working in is conducive to ensuring their on-going health needs are met, taking into account the factors that are presented in the trust’s policy for display screen equipment.

5.4.2 Electrical systems policy

Equipment used by colleagues working in an agile or hybrid manner must be safe to use and not give rise to any significant risks to health and safety. Any equipment provided by the trust must be maintained in efficient working order and in good repair. The equipment should be inspected and tested in accordance with the trust’s electrical systems policy. Colleagues are responsible for regularly inspecting their equipment and for reporting faults. The trust accepts no responsibility for electrical systems in private dwellings.

5.4.3 Lone working policy

Clear and robust procedures and training is needed to ensure that colleagues are aware of the need to continuously risk assess the environment that they are in and that they are trained how to react in any situation. There are a number of precautionary measures that must be implemented, and provision put in place to ensure that these are monitored. Examples of these are:

  • all electronic diaries are up to date and are as accurate as possible, enabling a colleagues most recent location to be checked
  • a robust ‘buddy’ system or similar is used to allow colleagues to call in once they are safe
  • a lone worker device must be used where the job role has been risk assessed and a device has been deemed necessary

Reference may need to be made to the trust’s lone working policy for further information.

5.4.4 Safer manual handling policy

Agile or hybrid working may involve moving and carrying additional loads such as a laptop and papers. A dynamic risk assessment must be carried out and if a risk is identified then measures must be taken to reduce the risk. Colleagues should refer to their manual handling co-ordinator or back care advisory service for advice and reference may need to be made to the safer manual handling policy for further information.

5.4.5 Fire and security policies

Colleagues working in an unfamiliar environment must familiarise themselves with the security and fire safety arrangements for the area. This includes fire safety notices, exit routes, fire assembly points and lockdown arrangements for the building. Reference may need to be made to the trust’s fire and security policies for further information.

5.4.6 Driving at work

Driving is one of the highest risks that colleagues face on a day-to-day basis.

Reference must be made to the trusts policies for approval of use of:

Colleagues must remain in control of their vehicle at all times, and should familiarise themselves with any changes in the law.

Colleagues may undertake short periods of computer work from within the car provided it is stationary and the engine is not engaged. This is done at the discretion of the colleagues and should be limited to short periods, having assessed the risk of doing so, and in line with guidance on the use of portable display screen equipment.

5.4.7 First aid at work policy

Colleagues working in an unfamiliar environment must familiarise themselves with the location of first aid kits for the area. Refer to the policy for further information.

Further information on health, safety and security issues is contained in the agile working risk assessment form, the home working risk assessment checklist (staff access only) (opens in new window) and appendix E.

5.5 Equipment, key considerations

All colleagues identified as agile or hybrid workers will be provided with appropriate mobile IT and support equipment to enable them to fulfil their role. Colleagues working in an agile or hybrid manner in non-trust supported buildings will be provided with guidance to enable them to assess their environment and to determine if it is suitable to work in an agile or hybrid manner. Items such as desks and chairs can be provided for home working, provided this is part of a DSE or health and safety assessment as an identified need agreed with the line manager.

Specialist equipment will be provided to colleagues should an assessment deem this necessary; this equipment can be provided for home working, provided this is part of a DSE or health and safety assessment as an identified need agreed with the line manager. IT will support services in identifying appropriate IT solutions prior to any agreement to fund and deploy the equipment.

All equipment provided by the trust is the property of the trust or its Partners. Colleagues allocated equipment to support them in their role are responsible for ensuring its security while it is in their possession. Equipment which is the property of the trust should not be personalised or de-faced (avoid the use of stickers etc.) as equipment may be used by another colleague upon its return.

In the event of IT equipment being out of operation or unavailable for any reason, colleagues should log an incident with the trust’s IT helpdesk desk and follow local business continuity arrangements.

In the event that equipment is stolen, the theft must be reported to the police and a crime reference number obtained before logging an incident report. Any repairs or replacement of equipment as a result of breakages is to be funded from the service.

5.6 The agile or hybrid working environment, key considerations

Agile or hybrid working can take place in a number of environments, which may include patient homes, your own home, public places and ‘hot-desk’ areas provided by the trust or other partner organisations. A hot desk is defined as a “workspace for any member of colleagues to use at any time.”.

In order to support colleagues to work in an agile or hybrid manner the trust will adopt the use of functional space for some buildings via local agreement of building users. Functional space can be defined as space that is not service or team specific and can be used by any member of colleagues requiring a workspace in that area. The use of a mobile phone application has been introduced which informs colleagues of buildings which are available for hot-desking and provide the access arrangements to these. Where possible, multi-purpose and quiet areas will also be provided to support colleagues in carrying out work activities.

Desks which are designated as a hot desk should not contain any personal belongings such as photographs, plants, mugs etc. All desks should be cleared when vacated after each period of work as they should be available to use by other colleagues. Before leaving the desk, colleagues should use a disposable wipe, to clean the desk and any equipment enabling the next person to start working. This is an important part of the trust’s infection and prevention control, reducing the spread of viruses to other people.

Desk ratios are determined from environmental risk assessments and experience gained from other organisations who have implemented agile or hybrid working. Where appropriate, lockers will be provided at nominated bases.

6 Training implications

Additional IT training and support will be provided where required. Training on all new IT solutions deployed to facilitate agile or hybrid working will be provided at the time of deployment of the equipment with ad hoc follow up support also available. Specific training will be required on the IT hardware and all software which is provided for agile or hybrid working. Specific training is being considered for the health, safety, fire and security aspects of agile or hybrid working which also includes specific training on back care and human factors. Some colleagues may benefit from other training such as time management to increase their personal productivity or IT skills training if they are not confident using any of the technology provided to them. Resilience training is available to managers and colleagues who are involved in a change process.

As a trust policy, all colleagues need to be aware of the key points that the policy covers. Colleagues can be made aware through:

  • training specific to agile or hybrid working
  • team meetings
  • one-to-one meetings or supervision
  • trust wide emails

7 Monitoring arrangements

Additional monitoring arrangements will be put in place. In the meantime, the areas below are existing processes and will be used to better understand the Policy implementation.

7.1 People practise cases associated with agile or hybrid working (for example, grievance, sickness)

  • How: Monitoring (people practises database).
  • Who by: Head of people experience.
  • Reported to: Relevant care group peoples meetings.
  • Frequency: Monthly.

7.2 Numbers of incidents linked to agile or hybrid working

  • How: Monitoring incident forms.
  • Who by: Health and safety lead and information governance manager.
  • Reported to: Health and safety forum.
  • Frequency: Bi-monthly.

8 Equality impact assessment screening

The completed equality Impact assessment for this policy has been published on this policy’s webpage on the trust policy library or archive website. Link to overarching EIA.

8.1 Privacy, dignity and respect

The NHS Constitution states that all patients should feel that their privacy and dignity are respected while they are in hospital. High Quality Care for All (2008), Lord Darzi’s review of the NHS, identifies the need to organise care around the individual, ‘not just clinically but in terms of dignity and respect’.

As a consequence the Trust is required to articulate its intent to deliver care with privacy and dignity that treats all service users with respect. Therefore, all procedural documents will be considered, if relevant, to reflect the requirement to treat everyone with privacy, dignity and respect, (when appropriate this should also include how same sex accommodation is provided).

How this will be met

Meeting IG requirements, outlined at 5.3

8.2 Mental Capacity Act 2005

Central to any aspect of care delivered to adults and young people aged 16 years or over will be the consideration of the individuals capacity to participate in the decision making process. Consequently, no intervention should be carried out without either the individual’s informed consent, or the powers included in a legal framework, or by order of the court.

Therefore, the trust is required to make sure that all staff working with individuals who use our service are familiar with the provisions within the Mental Capacity Act (2005). For this reason all procedural documents will be considered, if relevant to reflect the provisions of the Mental Capacity Act (2005)to ensure that the rights of individual are protected and they are supported to make their own decisions where possible and that any decisions made on their behalf when they lack capacity are made in their best interests and least restrictive of their rights and freedoms.

How this will be met

All individuals involved in the implementation of this policy should do so in accordance with the guiding principles of the Mental Capacity Act (2005) (section 1).

10 References

  • Institute of Occupational Safety and Health (IOSH) Managing Remote Working.
  • Health and Safety Executive Guidance for Employers on Health and Safety for Homeworkers (INDG226 (rev1) 8/11).
  • Business Link (via Valuation Office Agency) Guidance for Employees Working From Home.

11 Appendices

11.1 Appendix A Principles and potential benefits of agile or hybrid working

11.1.1 Principles

We have developed the following principles to help inform our approach to agile or hybrid working over the summer period. These will develop and evolve as we learn from our experiences.

11.1.2 Overarching principles

  • The needs of our patients and services are to remain central in determining what, where and how we work.
  • Our approach should ensure we are able to continue to operate in line with the commissioned specification, where this is in the best interest of our patients and remains within the context of effectiveness and affordability.
  • Recognising that we are an NHS frontline service is important, maintaining an accessible, friendly, welcoming environment and place of work should not be overlooked.
  • Flexibility is in relation to where, when and how a job is done, the expected outputs of the role will not change.
  • Managers should seek to engage in peer discussions to assure consistency in application, driven by patient and service need.
  • Agile or hybrid working arrangements must be agreed with line managers and will be framed around local deployment of these principles.
  • Before being considered for agile or hybrid working, roles must meet the following criteria:
    • the role does not exclusively require face to face contact or a physical presence at work
    • colleagues can meet the full expectations and objectives of their role whilst agile or hybrid working
    • appropriate technology, equipment and workspace is in place, or can be provided
  • Agile or hybrid working arrangements may be withdrawn where:
    • there has been an identifiable negative operational impact as a result of agile or hybrid working, for example ongoing negative patient experience, reduction in productivity or a negative impact on team working
    • the individual is failing to meet the obligations set out in the principles and parameters for agile or hybrid working
    • the individual is not meeting acceptable performance standards
    • the arrangements are having a detrimental affect on the individual’s health and wellbeing

11.1.3 Expectations of colleagues working agile or hybrid

  • Attend work when required.
  • Be responsible for costs of travelling to and from your identified main place of work.
  • Have a suitable place to work remotely with a reliable internet connection.
  • Keep in touch with team using appropriate technology and equipment.
  • Work within team norms, for example around attendance at team meetings.
  • Be available and accessible whilst working remotely.
  • Clearly indicate when they are working or available to contact.

11.1.4 Expectations of managers

  • Work with their team to make the principles work locally.
  • Consider requests for agile or hybrid working arrangements in accordance with the principles and parameters.
  • Establish and maintain effective communication and collaboration within your team.
  • Ensure all colleagues are treated fairly in relation to performance review, regardless of when, where and how they work.
  • Ensure you are at work regularly enough to provide appropriate management support.

The adoption of agile or hybrid working has the potential to see the trust create efficiencies which will provide a platform for delivering increased productivity to meet higher demands on services working with reduced or static budgets, while continuing to deliver quality outcomes.

Agile or hybrid working can also provide the trust with opportunities to provide value added services, to patients or service users, their families and carers as well as partner organisations, through quicker more proactive sharing of information and intelligence, via the ability to access clinical information at the point of contact and work from a diverse range of locations amongst members of the wider multi-disciplinary team and its partners.

In addition, the development of new agile or hybrid working practices will directly support other trust initiatives such as the transformation and estates strategy plans and supporting the trust’s commitment to sustainability through a reduction in unnecessary mileage and production of paper documentation.

The benefits can include:

  • better work-life balance
  • greater ability to focus with fewer distractions
  • more time for family and friends
  • saved commuting time and costs
  • IT upskilling
  • increased accessibility via technology (for example, MS Teams)
  • higher levels of motivation
  • savings on office space
  • higher levels of employee job satisfaction
  • supported people with a disability and or long term condition to continue to work
  • increased feeling of empowerment and choice regarding where to undertake work, leading to increased discretionary effort
  • increased engagement levels

11.2 Appendix B Defining agile or hybrid working

When determining the appropriate style of working the following will be taken into account:

11.2.1 Parameters regarding where work is undertaken

  • No one will work 100% remotely or be based outside of the UK whilst working.
  • Those roles which require a physical presence on site to deliver the full requirements of the role cannot be undertaken remotely.

11.2.2 Parameters regarding when work is undertaken

  • Agile or hybrid working is not about increasing working hours.
  • With the exception of those colleagues working alternating or rotating shift patterns or defined part time working hours as determined by their contracts of employment, all colleagues will normally be expected to be available and working during the core hours determined by departments or teams.
  • Core hours may be different for certain teams depending on when services are scheduled to be delivered, there is scope for alternative core hours to be determined locally.
  • Part-time working, or any change to total hours worked, will continue to be a formal contract change matter.

11.2.3 Parameters regarding how work is undertaken

  • Many meetings are likely to meet in an agile or hybrid manner, with some meetings wholly digital and others wholly in person. Current technology is under mobilisation to enable this to work to best effect.
  • It will be for each manager or chair and team to determine how and when meetings should be undertaken and for these arrangements to be shared and widely known within the team and participants.

11.2.4 Who or what types of role is eligible for agile or hybrid working

The chartered institute of personnel and development (CIPD) have created a flowchart for considering if a role could be delivered through agile or hybrid working. This can be found on the intranet.

Agile or hybrid working may also need to be considered at a team level. Demand for this way of working is expected to be high and it may not be procedurally effective to consider multiple requests at the same time, instead managers may need help to consider requests holistically. This may need to take into consideration:

  • available building or office space
  • the need to have some form of cover arrangements in the building or office at different times of the day or week (something teams have had to consider at different times during the pandemic)
  • the ability of colleagues to undertake their role in different building or offices than before, where flexible working spaces have been developed as part of the trust’s agile working

11.2.5 Agile or hybrid working and home working

Agile or hybrid working may include occasional working from home or working from home for a full day or longer.

Working from home for any amount of time has significant implications. The home becomes a place of work and all Health and Safety Regulations apply to the home environment and a number of other factors may apply which are set out below

Insurance, the trust’s insurance indemnifies colleagues who work from home (whilst undertaking trust work) as if they were working in a trust building. Equipment owned or provided by the trust is covered by the trust’s existing insurance policy. There may be other insurance implications and colleagues are responsible for checking or advising their insurance company of their home working arrangements with their home insurance provider and, if applicable, taking out an appropriate policy to cover any additional risks.

Tenancy agreements and leases, colleagues renting or leasing property should refer to the terms of their agreement to check if the Landlords or council consent is required to work from home. If there is any doubt the landlord or council should be approached. Colleagues should also check their tenancy or mortgage agreements to ensure there are no provisions that prohibit home working.

It is unlikely that colleagues who work for short periods from home will be liable for business rates. Refer to the attached link below:

The trust will not meet any additional costs that colleagues may incur when working from home. However, the inland revenue has allowed people to claim tax relief and details can be found in the link below:

11.2.6 Agile or hybrid working and flexible working

Agile or hybrid working is not ‘flexible working’. However if agreed in advance with a manager a colleague may be able to undertake an element of flexible working provided their role can still be safely and effectively fulfilled. The adoption of agile or hybrid working may also provide an opportunity for workload to be managed in a different way. Provided service provision is unaffected and agreed outputs are achieved or exceeded this may provide an opportunity for some degree of flexibility on an ad-hoc basis.

11.3 Appendix C People related considerations

11.3.1 Introducing agile or hybrid working

Introducing agile or hybrid working is in essence a change management process and therefore change management processes, change management guidance and change management principles should be followed. Every change management situation is viewed differently by individuals involved in the process. Whilst some colleagues will openly embrace change others may strongly resist change.

Managers should recognise and overcome the fears of those individuals who strongly fear change. Managers should consult HR for support during any change management process.

11.3.2 Individual suitability

When deciding on the suitability of a member of colleagues to work in an agile or hybrid manner, the following personal attributes are required to make home working successful:

  • ability to work independently with minimum supervision
  • ability to communicate, knowing when and how to raise problems
  • ability to communicate with team
  • ability to set own goals and priorities and work on own initiative
  • time management skills, can they schedule their work so as to deliver on time, manage others if appropriate and avoid working excessive hours
  • self-discipline and self-motivation
  • ability to cope with minimal face to face intervention
  • if managing others, ability to set goals and priorities of others, manage appropriately and supervise delivery of service

Colleagues working in an agile or hybrid manner do not need a new contract of employment.

11.3.3 Working hours and review of working arrangements

Line managers will continually review performance of agile or hybrid colleagues in line with the trust’s performance management policy and supervision policies.

The trust reserves the right to review working arrangements at any time. The arrangement should then be reviewed regularly by the line manager and colleagues to ensure it still meets the needs of the trust and the member of colleagues.

It is also important to note that during working hours, all colleagues must be able to attend a base or service user home to respond to service need, unless dispensation for this has been given by their manager.

11.3.4 Use of private vehicles for business purposes and claiming expenses

All colleagues will continue to have nominal base for travel claims purposes and the agreed rules on mileage apply. Colleagues working agile or hybrid can claim travel expenses only when the home to base mileage has been exceeded. This is automatically calculated on the e-expenses system for colleagues who use this system.

The location of the team or service manager and or colleagues is not relevant for the purpose of allocating the nominal base. While a nominal base will be used for the purpose of travel claims colleagues should be encouraged to work from alternative locations which aid improved efficiency, reduce mileage and travel time and enable them to deliver a more effective service. Colleagues who have a lease car should check with payroll how this may be affected by home working.

Payroll must be informed of a change to a colleagues nominal base. The decision to change a colleague’s nominal base rests with the manager.

11.3.5 Supporting colleagues wellbeing who are agile or hybrid working and managing performance

The trust puts great emphasis to support the health and wellbeing of its colleagues. Agile or hybrid working may support improved wellbeing through reducing commuting time, providing employees with more autonomy around their schedules and extra time for health and wellbeing activities. However it may bring with it specific challenges around work-life balance and managing the boundaries between work and home.

To mitigate this, through our current and future wellbeing offer we will:

  • provide training and support to colleagues on managing work-life balance whilst working in an agile or hybrid way or working from home
  • offering training on digital wellbeing and having healthy habits in relation to technology use, including helping employees to mindfully disconnect
  • helping managers to understand the potential wellbeing implications of agile or hybrid working and equipping them to have appropriate wellbeing conversations
  • ongoing mental health support and information for all colleagues
  • ensuring managers are aware of potential signs and symptoms of poor wellbeing or mental health, as these may be less easy to pick up on whilst colleague are working in a remote or agile or hybrid way

When colleagues are working remotely or more flexibly, their performance may be harder to observe. Instead of assessing employees via time in the office (or in virtual meetings), managers will need to adjust to assessing performance through outcomes, contribution and value. Managers will not be able to monitor every aspect of an employee’s work when they are working remotely, nor should this normally be necessary.

In terms of wellbeing and performance, regular supervision or 1-to-1 meetings will be part of any agile or hybrid working arrangements.

A suite of information will also be contained on the trust’s intranet or improvement hub as a place where there will be advice or information or hints and tips to help colleagues work well in an agile or hybrid way.

11.3.6 Appendix D Information governance, technology and management

The key points set out below are taken from the trust’s information technology, information management and information governance policies

Trust issued portable devices, including but not limited to laptops, mobile phones and encrypted memory sticks must be kept secure at all times. Colleagues are reminded that they have a legal obligation to store information safely, to protect it from loss, destruction or damage. This requires storage that is secure against theft and damage, and the protection of systems from computer fraud and virus attacks.

Paper records containing sensitive information such as personal identifiable data (PID) or business sensitive information should be stored and carried in line with the trust’s policies. Colleagues transporting sensitive information should ensure it is discreetly or securely packaged and colleagues must remain aware of any threats to information security in their immediate vicinity. Consideration should always be given to circumstances where it is appropriate to transport and store information, and where possible this should be minimised. In instances where paper records or documentation is taken home, colleagues should ensure it is only done so if there is no other option. All hardcopy information must be kept secure and securely transported (in the boot of a car- but not overnight) to a trust base on the next scheduled visit or review, it should then be disposed of in the normal way with the other confidential waste that is produced. Nothing containing sensitive information is to be thrown away with normal household rubbish.

Electronic information must be password protected. In addition all sensitive data and any data containing personal information should be encrypted. All mobile devices provided by the trust are encrypted prior to distribution to colleagues. Colleagues should never use a device to store sensitive information that is not encrypted

Colleagues should never use their home computer or personal laptop for working with any data related to patients, colleagues or trust confidential work unless they are using a trust approved solution. When trust computers reach the end of their useful life the hard drives are removed and destroyed and therefore never leave NHS control. Private equipment may be sold on intact and any information stored in a home computer poses a risk in relation to contravening confidentiality and data protection.

It is the responsibility of all colleagues to ensure the patient’s confidentially is maintained at all times. In order to do so colleagues must maintain an awareness of their surroundings and the threats to information security in their immediate vicinity, this includes use of a mobile phone with other persons in hearing distance of the call (including MS Teams calls).

11.4 Appendix E Health and safety requirements

Agile or hybrid working can pose additional risks to colleagues and there are additional responsibilities under Health and Safety Legislation on both the trust and colleagues. The following requirements must be met:

What the law requires: Health, safety and welfare employers have a duty to protect the health, safety and welfare of workers.

  • Responsibilities of colleagues, ensure a dynamic self-risk assessment is carried by the colleagues of the work activities and the working area.
  • Trust’s responsibilities, provide training to colleagues to enable them to carry out dynamic risk assessments in all areas related to agile or hybrid working.

What the law requires: Driving employers have a duty to reduce the risk of work related driving safety whilst colleagues are at work.

  • Responsibilities of colleagues, comply with trust policies on driving trust vehicles and the use of private vehicles at work, section 9 of this policy refers.
  • Trust’s responsibilities, manage the risk to colleagues who are driving whilst at work.

What the law requires: Electrical equipment employers are responsible for the maintenance of electrical equipment.

  • Responsibilities of colleagues, o regularly inspect and report any concerns about the safety or condition of electrical equipment.
  • Trust’s responsibilities, ensure electrical equipment provided by the trust for work use is inspected and tested in accordance with the trust’s electrical systems policy.

What the law requires: Display screen equipment (DSE) employers have a duty to ensure display screen equipment used is safe and does not adversely affect the users health.

  • Responsibilities of colleagues, where appropriate, complete assessments in accordance with the trust policy and the checklist in the policy to identify any adjustments or equipment required.
  • Trust’s responsibilities, provide training to colleagues to enable them to carry out dynamic risk assessments in accordance with the DSE regulations and trust policy.

What the law requires: New and expectant mothers employers are required to risk assess new and expectant mothers who work agile or hybrid.

  • Responsibilities of colleagues, colleagues who are pregnant or have given birth in the previous 6 months, or who are breast feeding must inform their line manager so that a risk assessment can be completed.
  • Trust’s responsibilities, ensure that the appropriate risk assessment is undertaken as per trust policy and a copy is retained on the personal file.

What the law requires: First aid employers are responsible for the provision of a basic first aid kit

  • Responsibilities of colleagues, take steps to prevent accidents by ensuring the work-area remains safe, and report any concerns or risks to line manager.
  • Trust’s responsibilities, in accordance with the trust policy on first aid at work provide a basic first aid kit if requested.

What the law requires: Accidents employers have a duty to ensure they are informed of work-related accidents, incidents, injuries, and dangerous occurrences

  • Responsibilities of colleagues, take steps to prevent accidents by ensuring the working area remains safe. In the event of an accident or incident, this must be reported using the trust’s incident reporting system.
  • Trust’s responsibilities, in accordance with the trust incident reporting policy, follow up on any actions required and review whether agile or hybrid is appropriate for the member of colleagues.

What the law requires: Lone working employers are required to risk assess lone working environments and implement measures to reduce risks as far as is reasonably practicable.

  • Responsibilities of colleagues, take steps to reduce the risk of lone working by completing the risk assessment in appendix E of the trust’s lone working policy.
  • Trust’s responsibilities, implement lone working procedures identified in the trust’s lone working policy.

What the law requires: Moving and handling employers have a duty to assess risks from object handling and to reduce the risks as far as is reasonably practicable.

  • Responsibilities of colleagues, take steps to reduce the risk of moving and handling by completing the risk assessment, reference must also be made to the trust’s DSE policy.
  • Trust’s responsibilities, ensure that any action identified by the risk assessment is followed up, for example provision of ‘backpacks’.

What the law requires: Security and fire employers have a duty to implement measures to reduce the risks from fire so as far as is reasonably practicable.

  • Responsibilities of colleagues, colleagues working in an unfamiliar building and not escorted by a person familiar with the building, have a responsibility to familiarise themselves with any security systems, lockdown procedures, fire exit routes, fire assembly points and action to be taken in the event of a fire. This information should be displayed on local fire action notices.
  • Trust’s responsibilities, provide policies, guidance and training to colleagues.

As the supervision that can be exercised by the trust over a member of colleagues working from some agile or hybrid environments and home is limited, colleagues have the main responsibility to ensure that they do their work in a way as to ensure that they and other persons who may be affected, including other members of the household as well as the public, will not be exposed to risks to their health and safety.

It is also important to note that during working hours, all colleagues must be able to return to base or service user home to respond to service need, unless dispensation for this has been given by their manager. It is acknowledged that colleagues may see an increase in moving and handling associated with carrying both IT and clinical equipment and this requires dynamic risk assessments to be carried out by colleagues and may require provision of additional equipment by the trust, for example, backpack or bag.

11.4.1 New and expectant mothers

The trust must take particular account of risks to new and expectant mothers. These risks may come from display screen equipment use, driving at work, moving and handling and other health and safety issues outlined in the new and expectant mothers risk assessment which can be found on the health and safety pages of the Intranet. Further support and advice can be sought from the Occupational Health and Wellbeing team, moving and handling advisers or health and safety manager.

New and expectant mothers may be impacted by the adoption of agile or hybrid working within the trust. The ability to have greater control over the management of their workload both in terms of appointment or meeting management, and the ability to work remotely could positively support colleagues during pregnancy and during their return to work following maternity leave.

11.4.2 Display screen equipment, portable electronic devices

Tablets and other portable devices were not in common use when the display screen equipment (DSE) regulations were last amended in 2007, however the definition of a DSE includes tablets and other portable devices. The use of portable devices can lead to wrist and shoulder conditions during prolonged use of holding a device in one hand. Neck strain can be avoided by elevating the device and avoiding lap-level viewing as one element of risk reduction. In addition to the advice provided in the trust display screen equipment policy, useful tips on the use of tablets and other portable devices includes:

  • use the tablet flat or slightly angled to ensure your wrists are not in awkward positions
  • use a light touch interacting with the screen
  • avoid glare on the screen, keep it clean so you can see the display
  • if you have to lean forward to view the screen, enlarge the image or text
  • try to place the tablet on a surface rather than holding it
  • if you use the keypad for pro-longed periods consider using a wireless keyboard
  • for extended reading, use a stand or tilt the tablet, reducing the need to bend your head

11.4.3 Links to other sections in the policy

Reference must also be made to the risk assessment checklist and risk assessment form: these can be found on the intranet.

Document control

  • Version: 3.2.
  • Unique reference number: 444.
  • Date approved: 28 December 2023.
  • Approved by: Corporate policy approval group.
  • Name of originator or author: Head of estates and facilities.
  • Name of responsible individual: Corporate policy panel and Ian Currell, Executive Director.
  • Date issued: 8 January 2024.
  • Review date: December 2024.
  • Target audience: All colleagues who work in an agile or hybrid manner.

Page last reviewed: April 11, 2024
Next review due: April 11, 2025

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