§ The County
Council aims to provide modern, efficient, and productive ways of
working to better support the needs of the Council and members of
staff.
§ The workstyles
policy recognises that many staff can carry out their role
effectively from their designated workplace or alternative sites
for all, or part of the time.
§ The amount of
time that a member of staff can work at any location will depend on
the role and needs of the service. It is the manager’s
responsibility to define the degree of flexibility that can be
allowed for any given role and within the parameters set by the
manager, the individual may work from their designated workplace or
an alternative location.
§ It is critical
that any hybrid working arrangement put in place does not impact
detrimentally on the quality and continuity of service provision or
the functions and activities of the Council.
§ This policy can
only be at its most effective when it is built on mutual
understanding and trust between the Council and its staff.
§ To enable
hybrid working, staff are required to engage in discussions with
their manager and sign up to the actions and behaviours listed in
their team agreement.
§ Individuals may
request changes to their work pattern or other working arrangements
under the Flexible Working Policy.
1.1. This
policy applies to all employees in corporate departments.
1.2. It is not
applicable to staff in schools.
2.1. Requests
to change working arrangements (such as working hours/days) should
be considered under the Flexible Working Policy.
2.2. Any
changes to contracts of employment that are led by the Council must
be managed though the Managing Change Policy.
3.1. The
following definitions are referenced within this policy:
Designated
workplace: Council premises or specific site (such as a school
or country park) where the service determines the member of staff
must carry out their role, all, or part of their time. This will be
detailed in the contract of employment and may also be referred to
as ‘work base’ or contractual location.
Alternative
location: This includes all other Council premises or partner
organisation’s sites, in the community, at home or any
combination of these where the member of staff may need to, or it
is agreed that they can work from, to carry out their role for an
agreed period of time.
Contractual
homeworker: Members of staff who are appointed to a role that
is carried out at, or from, home. They will be contractually
required to work at, or be based at home on a permanent basis, and
this will be detailed in their contract of employment on
appointment. A contractual home worker does not have a dedicated
Council workplace.
4.1. There are
several overarching principles that have been agreed as part of the
Council’s flexible approach when determining a staff
member’s work location.
4.2. Work takes
place at the most effective location and at the most appropriate
time, depending on the needs of the role and the requirements of
the service. The needs of the service will always be the paramount
consideration.
4.3. Managers
of the service will be responsible for determining whether roles or
activities can be carried out at designated workplaces or
alternative locations for some, or all of the time.
4.4. The
Council will continue to provide staff with a designated workplace
at Council premises or a specific site.
4.5. There are
a number of benefits for staff to come into their designated
workplace. These include team cohesion, staff wellbeing, or for
collaborative work. As such, the service can require members of
staff to attend their designated workplace for these purposes.
4.6. Within the
needs of the service and the requirements of the role, a member of
staff can discuss and agree their hybrid working arrangements with
approval from their manager.
4.7. Hybrid
working relies on a culture of mutual understanding, communication
and trust between managers and staff.
4.8. A staff
member’s performance is results-focused and is measured
through the achievement of performance outputs and objectives. This
is determined and evaluated through the Maximising Performance
Process.
4.9. Regular
communication and staying connected is essential, particularly
within teams that are working flexibly across a number of
locations.
4.10. To enable our workforce to thrive in a flexible work
environment, the Council commits to:
§ providing
technology, space, and policies to support hybrid ways of
working.
§ developing
manager skills in remote management, supervision, and development
of staff.
§ investing in
tools and skills that improve competency and performance in a
digital world.
§ setting clear
guidance for meeting protocols, including when virtual, face to
face or hybrid meetings are most suitable, with an emphasis on
meeting virtually where suitable.
5.1. There are
significant benefits for staff and the Council when adopting a more
flexible approach to staff workstyles and work locations. These
include:
§ Improved staff
productivity, for example, being able to work in the best place to
achieve the required outcomes and reducing time staff spend
travelling to or between offices to attend meetings.
§ Improved staff
health and wellbeing, for example, working at alternative locations
reduces both the frequency and length of commuting time to
work.
§ Better
work/life balance, for example, reducing commuting time gives staff
the ability to use that time for themselves.
§ Reduction in
travel costs for both staff and the Council due to virtual meetings
and a reduction in commuting.
§ Optimisation of
the Council’s investment in technology.
§ More efficient
and effective use of office space.
§ Recruitment and
retention of staff, through being able to offer improved ways of
working that benefit staff as well as the organisation.
§ A more
resilient and adaptable working culture that can respond to future
challenges.
§ Contribution
towards delivery of the Council’s Climate Strategy by
reducing business travel and employee commuting.
6.1. To
determine the work location(s) of a member of staff and consider
whether the role, or work activities of the individual, should be
carried out at a designated workplace or alternative location for
some, or all of the time and/or a combination of both.
6.2. To liaise
with their senior management team to ensure a consistent approach
in the use of this policy across their service, aligned to both the
departmental and workstyle principles.
6.3. To
consider the technology that their team member(s) will require if a
hybrid workstyle is agreed.
6.4. To ensure
that staff are managed through outcomes and that management styles
are adapted to suit teams working in alternative locations.
6.5. To manage
the level of staff occupancy in the workplace and ensure that
attendance is spread evenly across the working week.
6.6. To ensure
that there are sufficient floor wardens in the office to comply
with emergency evacuation procedures.
6.7. To create
a team agreement that clearly identifies the practices and
behaviours of the team when not working in the same location.
6.8. To
approve, in advance, any requests for equipment or contributions to
the cost of equipment as detailed in this policy.
6.9. To manage
any request that cannot be agreed or resolved through the
application of this policy in accordance with the formal
application for flexible working process in the Flexible Working
Policy.
7.1. Most staff
will be required to work from their designated workplace all or
part of the time to be able to carry out their role
effectively.
7.2. For many
staff, their role can, at times, be effectively carried out from an
alternative location.
7.3. Not all
roles across the Council lend themselves to working from an
alternative location and as such there is less flexibility that can
be applied.
7.4. The amount
of time and how often a member of staff can work from an
alternative location, other than their designated workplace, will
depend on the requirements of their role and business need. This
may be subject to change over time depending on the needs of
service.
7.5. Work
locations are determined by the Manager and defined by the
requirements of the role. Staff should discuss their work locations
with their manager and agree how this will work in practice.
8.1. Managers
should talk to their team members about the most appropriate
locations for them to carry out their work. For some job roles or
tasks this may include the employee’s home.
8.2. Any
arrangement for working from home should be voluntary on the part
of the member of staff and is subject to review in consideration of
possible changing circumstances.
8.3. To enable
home working, staff must ensure that they have access to reliable
broadband and that their home is set up to enable them to work
effectively. The Home Working
Self-Assessment Checklist should be completed for all those
who work from home.
8.4. When
working from home, staff need to maintain an environment which is
conducive to effective working whilst at home with minimal
distractions. Home working is therefore not a substitute for
child/dependent care or other non-work-related
responsibilities.
8.5. Staff need
to ensure that any alternative work location complies with their
responsibility to respect security and uphold confidentiality.
8.6. Working
from an alternative location can be an occasional arrangement or an
agreed regular pattern of work. Employees working from other
locations on specific days will still need to be available to
attend their designated workplace as required by their manager e.g.
to attend meetings, training or to deal with unexpected matters at
work at short notice.
8.7. Where an
employee needs to provide a service during 'normal office hours'
they must be available to undertake their work within these hours,
even when working from an alternative location.
8.8. There
should be a regular review of risk assessments, job performance,
standards and working practices to ensure that these remain to
acceptable standards whilst the employee is working from an
alternative location.
8.9. Employees
working from home need to ensure that they comply with the
provisions of the Working Time Regulations 1998 (the principles of
which are embodied in the Council’s Policy Statement on
Working Time Regulations) regarding the maximum hours that they
work each week and taking appropriate rest breaks.
8.10. If it is agreed that some work can be undertaken from home,
staff may be entitled to make a claim directly to HMRC for tax
relief towards the cost of home working. It is the member of
staff’s responsibility to check the requirements on the HMRC
website and apply if eligible.
8.11. The Council has a number of drop-in centres available which
can be used by staff. The drop-in centres can offer an alternative
place to work and are useful for those who are travelling between
meetings or provide a closer alternative to their designated
workplace. Further information about the locations of the
drop-in centres, their use, and the facilities available
can be found on the intranet.
8.12. There is a possibility that the organisation of an
employee’s work activities may have to be periodically
reviewed and redefined to facilitate the use of alternative work
locations. Ultimately, the needs of the service will be the key
factor in determining work locations.
9.1. In
exceptional circumstances and where the role allows, an individual
may be classed as a contractual homeworker. For a role to be
classified as such, it will normally be the case that:
§ the person will
rarely, if ever, work in Council premises (e.g. they might attend
quarterly meetings and never otherwise visit); and
§ either (a) the
person does all or nearly all of their work either in their own
home or (b) their work is done in the field (e.g. at variable
locations determined by client need) and is supplemented by work at
their home (e.g. typing up notes, preparatory reading).
9.2. Approval
to designate an individual as a contractual homeworker must be
given by a Head of Service or above.
9.3. For all
contractual home workers, the Home Working
Self-Assessment Checklist must be completed as part of the
induction or at the time they are classified as contractually
required to work from home.
9.4.
Contractual home workers may on occasion, be required to visit
County Council premises. Staff should be flexible in terms of the
needs of their department, service, or team.
9.5.
Contractual home workers will be required to clarify that their
home insurance (whether property or contents) covers them for their
home being classed as their designated workplace. A template letter
is in the Flexible Working Letter
Templates available on the intranet.
9.6. Gains in
the value of homes do not usually attract Capital Gains Tax (CGT)
when they are sold. However, where a part of the home is set aside
exclusively for work purposes, CGT could be levied on the gain in
value attributable to that part of the home when it is sold. Those
wishing to avoid CGT liability may choose to ensure that their home
working area is not exclusively used for work. For example, if a
separate room in the home is available as a work area, leaving a
folding bed or storing domestic items in the space can reduce the
risk of CGT liability arising. Individuals should contact their tax
office if they make building alterations and devote an entire room
to their employment, as they could be liable for CGT if they sell
their home.
9.7. It is not
anticipated that any employee should experience a change to the
level of Council Tax they pay because of working from home as part
of their role with the County Council, nor that they should start
to attract Non-Domestic Business Rates. As with CGT, such a
liability is more likely to occur where parts of a property are
given over entirely to work and therefore effectively cease to be
part of the home. Decisions about levels of Council Tax and
Business Rates are made by the Valuation Office Agency.
9.8.
Contractual home workers should write to their residents’
association, mortgage lender or landlord to advise them of the
change in work practices if this is required by the terms of their
rental agreement, leasehold, or mortgage. A template letter is in
the Flexible Working Letter
Templates available on the intranet.
10. Team agreements
10.1. Where teams are working across different locations, they
should form an agreement that details the behaviours and practices
of staff. This may include the way in which the team will
communicate with each other, how work should be delivered and
collected, the setting of clear targets with measurable outcomes,
the planning and scheduling of work, and the working patterns of
the team.
10.2. If alternative working locations have been agreed,
individuals should ensure their managers and colleagues are aware
of where they are working and how best to contact them.
10.3. Managers and their staff should discuss and agree how hybrid
arrangements will work but the needs of the service must be met
ahead of any individual/team working preferences.
10.4. To enable hybrid working, staff are required to engage in
discussions with their manager and sign up to the actions and
behaviours listed in their team agreement.
10.5. There are a range of tools and
resources available, including guidance and training for managers
on
managing remote
teams.
11.1. Travelling expenses for all staff will be reimbursed in
accordance with the Council’s Travelling on County Council Business
Policy.
11.2. Where a member of staff has undertaken business travel from
an alternative location (include their home), the HMRC requirement
to deduct normal home to designated workplace mileage must be
applied.
11.3. Members of staff should seek to avoid unnecessary travel.
11.4. Contractual home workers can claim business mileage from
their home address if they are required to travel to attend for
work, except where their home is a considerable distance from such
premises (e.g., because they live outside of the County). In this
instance, a maximum mileage limit may be set by their Head of
Service or above as part of the arrangement.
11.5. East Sussex County Council is not responsible for any
incidental costs that result from the member of staff working from
home or other alternative location, for example, but not limited
to, broadband, heating, or electricity.
12.1. It is the responsibility of the member of staff to inform
their insurance provider, mortgage lender, or landlord of their
intention to work from home if required.
12.2. Any additional costs incurred in relation to home insurance,
a mortgage or lease agreement is the responsibility of the member
of staff.
12.3. Staff working from home are, in general, covered in the same
way as other employees under the Council’s Employers and
Public Liability Insurance arrangements:
i.
Employer’s Liability: If someone working from home
suffers an injury caused by the Council’s negligence the
claim would be dealt with under the Council's insurance
arrangements.
ii.
Public Liability - If through the negligence of the home
worker, whilst performing duties arising out of and in the course
of their employment, a third party suffers injury, loss or damage,
any claim which arises, will be dealt with under the
Council’s insurance arrangements. Any claim made against the
Council's insurance will be investigated to see if liability
attaches. There is no automatic right to compensation. If in doubt,
please contact the Insurance and Risk Management Officer for
specific advice.
13.1. Employees working from alternative
locations to their designated workplace must ensure the
confidentiality and security of any papers, files, and documents in
their keeping, including all information stored
electronically.
13.2. Employees who have access to personal data at alternative
locations must ensure that printed or paper records are locked away
when not in use, computers are password protected and screen locks
are put in place when away from the device. Any papers that are
disposed of should be done so securely.
13.3. Anyone working from alternative locations must ensure they
comply with the Council’s information governance policies
including but not limited to the Data
Protection and Information Security and Data in Transit Policies.
13.4. Employees working from alternative locations must ensure that
they are able to participate in voice or video calls in a
confidential environment and that conversations cannot be
overheard, and laptop screens cannot be seen.
14.1. Members of staff who are working from alternative locations
must ensure that they follow the process and associated guidance,
including any training and mandated checklists, that are published
on the
Health and Safety Policies page on the intranet.
14.2. Staff working at home should complete a home working
checklist and email it to their manager. Information on
workstation assessments will help staff to set up their
workstation at home correctly, ideally completing the
self-assessment form and online training.
14.3. If staff have any health issues that could be exacerbated by
working at home, they should also complete the
home working risk assessment and send it to their
manager as soon as possible.
14.4. If the completed checklist or assessments raise concerns
about the home workstation, Posture People (our preferred supplier)
can complete a virtual workstation assessment to ensure it is set
up correctly and to check that staff have the appropriate equipment
to work from home.
14.5. A referral to Posture People must be made by a line manager
at enquiries@posturepeople.co.uk
and copy in the Wellbeing Service ESCC inbox (WellbeingServiceESCC@eastsussex.gov.uk). Upon
receipt of the referral, Posture People will endeavour to undertake
the assessment within 72 hours.
15.1. Contractual home workers or staff with an agreement to work
from home are not expected to accommodate colleagues, managers, or
customers at their home for meetings or any work-related activity.
Such activities should be conducted at Council, customer, or
alternative premises.
15.2. There may be exceptional circumstances where an
employee’s line manager may need to visit to discuss
workplace issues or carry out health and safety checks. Such visits
should be planned in advance and the frequency and purpose of such
visits should be discussed and agreed by the manager and
employee.
16.1. All equipment, documents and materials supplied by the
Council for work remains the property of the Council and is
provided solely for business use. Please refer to the Personal Use of Council Equipment Policy for
more information.
16.2. All Council equipment used at home or when working remotely
must be returned when requested to a Council office for annual
Portable Appliance Testing (PAT) in line with the Electricity at Work Policy. Equipment must not
be used if the PAT is out of date.
16.3. All equipment must be returned to the department when the
member of staff leaves the organisation or moves into a role that
no longer supports working from an alternative location.
