Tomorrow’s Workplace Award
Recognising best practice in cutting edge work place
The Tomorrow’s Workplace Award will be announced in November 2015 and will recognise best practice in flexible working. Award Finalists and Winner will be announced in March 2015.
- their long-term commitment to new workplace practices (use of policies, design and technology to create and encourage greater inclusivity)
- the steps they have taken to implement these practices
- the impact on the business and the people working in it
Flexible Working, one of the key new workplace drivers – why is it important?
Legislation is driving it
- Since 30 June 2014, any UK employee with more than 26 weeks’ service has the right to ask an employer for flexible working
- Move for increase in paternity leave
It supports workforce diversity and more and more people want it
- Gen Y – want more flexibility on where, when, and how work gets done, with continuous movement from work to personal activities and back again throughout their working hours
- Baby Boomers – asking for a gradual move from full-time work to full-time retirement
- Women – (and increasingly men) – to complement family commitments, particularly in relation to child care and / or parental care
- Carers – to balance career aspirations with caring responsibilities (long or short term)
It brings business benefits
- Increased Employee Productivity
- Agile Infrastructure
- Reduced Business Travel
- Increased Employee Engagement
- Talent Attraction and Retention
- Customer Responsiveness (24hr culture)
Flexible working – What is it?
It’s about where/when you work
- Part-time working: work is generally considered part-time when employers are contracted to work anything less than full-time hours.
- Term-time working: a worker remains on a permanent contract but can take paid/unpaid leave during school holidays.
- Job-sharing: a form of part-time working where two (or occasionally more) people share the responsibility for a job between them.
- Flexitime: allows employees to choose, within certain set limits, when to begin and end work.
- Compressed hours: compressed working weeks (or fortnights) don’t necessarily involve a reduction in total hours or any extension in individual choice over which hours are worked. The central feature is reallocation of work into fewer and longer blocks during the week.
- Annual hours: the total number of hours to be worked over the year is fixed but there is variation over the year in the length of the working day and week. Employees may or may not have an element of choice over working patterns.
- Working from home on a regular basis: workers regularly spend time working from home.
Mobile working/teleworking: this permits employees to work all or part of their working week at a location remote from the employer’s workplace.
- Career breaks: career breaks, or sabbaticals, are extended periods of leave – normally unpaid – of up to five years or more.
- Zero hours contracts: in which an individual has no guarantee of a minimum number of working hours, so they can be called upon as and when required and paid just for the hours they work.
(source: CIPD, flexible working practices)
It’s about the changing context of work
- In the UK and beyond, there is a growing demand for work to have meaning and purpose.
- There is a growing societal demand for autonomy, agility and mobility throughout the UK.
- Increasing life expectancy with older workers both wishing and needed to work for more years, but not necessarily at the same pace.
- Consumers expect 24/7 access to goods and services necessitating a 24/7 corporate culture.
It’s about infastructure and support
- Design (workplace, home, elsewhere)
- Support systems (technology, work-releated and personal networks)
Find out more
Please complete the form below and we’ll make sure you’re kept up-to-date as the award progresses.