Dynamic Working principles

Overarching principle

Developing the new working arrangements that suit the University and its staff best will take time and therefore we will use an agile approach to determine what works and what doesn’t. There will be an initial bedding period and then regular reviews thereafter to course correct.

Overarching principle

Care will be taken to ensure that no one is disadvantaged because of the working pattern they have agreed. Organisational Development will provide guidance and support to managers on this.

All colleagues will have responsibility for operationalising the new arrangements which will be based on mutual trust and flexibility.

Hybrid working arrangements will generally be handled through informal agreements between members of staff and their line managers. Staff will be able to apply to have these formally agreed but there will be no automatic right to this.

Staff will have the right to work fully on campus if they want to. For staff agreeing a remote working pattern the place for remote work may include a suitable non-home location(s).

The University must seek to maximise the opportunities that comes from staff working in a hybrid manner to reduce both our estate costs and carbon footprint in line with our sustainability commitments.

Access to the necessary equipment to allow Dynamic Working should not be impacted by the individual financial circumstances of staff.

Communication is critical. Managers and their teams will determine how best to ensure that strong communication remains a priority with new working practices.

Team is important. Managers will determine how to enhance team working with a mix of on-Campus and remote working. Over time, we will create conducive spaces on campus and use suitable IT technology to facilitate this and provide training and resources from OD to support new ways of working.