Reinventing HR: The Flexible Work Revolution
This InsideHR session looked at how to build flexible working policies that suit different parts of a workforce, keep culture strong when people work apart, and stay compliant. Host James Marsh of HRreview was joined by Colette Philp, HR Director at SD Worx, and Bob Rehill, founder of Bob Rehill & Associates.
Colette Philp, HR Director, SD Worx; Bob Rehill, Founder, Bob Rehill & Associates. Hosted by James Marsh, HRreview.
Key takeaways
Write flexible working policy from a blank sheet, not by tweaking the old one
Rehill advised HR leaders to stop adapting existing policies by 10% and instead set out the principles the policy must achieve, then write it again from the first word. Philp said SD Worx did exactly that, and its new policy looks very different from the old one.
Build policy from employees in, and base it on principles rather than fixed rules
Rehill said the HR leaders Rehill talks to are reversing the old approach, so that policy starts with what employees need and is then made to work for the business. Policies built on guiding principles such as engagement and flexibility, rather than hard lines, leave room to adapt as needs change.
Plan for different circumstances, and offer some flexibility even where remote work is impossible
Philp pointed out that working from home suits some people well but leaves others, such as those living alone, isolated. Where a role cannot be done remotely or hybrid, Philp suggested looking at more flexible core hours instead. Philp also said to issue clear guidance for employees as well as for line managers, because flexible policy puts more decisions on managers.
Measure output and trust people, rather than monitoring them
Philp said SD Worx told staff from the start that they did not need to be at their desks nine to five, and that it would never monitor activity, because monitoring turns into micromanagement. Rehill added that leaders have to model this. Managers come to accept, for example, that someone logging on at 9.30 rather than 9.00 is fine only if this is drip-fed over time.
Design connection in on purpose so remote colleagues are not sidelined
Rehill described a global client whose London staff now join project meetings from their own laptops even when in the office, so the colleague in the US is on an equal footing. Philp described daily 30-minute informal team huddles, low-cost mentoring schemes and interactive online training with cameras on and breakout groups.
Treat home working as a compliance matter, and remember home does not mean anywhere in the world
Philp listed GDPR, secure systems, digitising manual tasks and home health and safety assessments. SD Worx paid for items such as specialist chairs and standing desks where people needed them. Philp warned that anyone working from another country brings that country's legislation into play, so check it before agreeing.
The Q&A is worth the time: the panel tackles how to keep spontaneous creativity going without office conversations, whether agile, flexible and hybrid working need separate definitions, and what to consider before hiring people to work remotely from overseas.
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