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FLEXIBLE WORKING � GUIDE FOR MANAGERS by guy22

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									FLEXIBLE WORKING – GUIDE FOR MANAGERS


Applicant Details

Name:

Force Number:

Date Application received:

Date notified to Human Resources:

Name of HR contact:

This form has been designed to assist you with your decision-making when a police
officer or member of staff requests to work flexibly. There are a number of types of
flexible working; which include part time, job share, compressed working week, flexi-
time, working from home, shift working etc.

In considering all applications for flexible working, managers are reminded that best
practice is to approach the matter with an enabling attitude. Some proposals from an
individual may require some original thought, as we might “never have done it that way
before”.

While, from a legislative perspective, the onus is on the individual to explain how the
work can be carried out if we accommodate their proposed working pattern, we should
give due consideration not only to the proposal made but should be open to suggest
alternative arrangements wherever possible.

By filling in this form you should be able to reach a reasonable decision as to whether
the flexible working proposal will work in your area of the business.


1. What is the proposal from the police officer/member of staff?
FLEXIBLE WORKING – GUIDE FOR MANAGERS

2. How does the proposed working pattern fit in with the tasks required by the job,
   workflows or service delivery? To what extent can these be amended or adapted?
   You should remember to consider meeting arrangements and whether or not it is
   practical to change these.




3. How might the job work if the duties were split between two individuals?




4. How will the new arrangements be supervised and performance measured?
FLEXIBLE WORKING – GUIDE FOR MANAGERS


5. What are the Health and Safety considerations of the changes (especially if home
working or lone working is being considered)?




6. Impact Assessment for Team / other staff members - What will be the impact on
other members of the team? How might this be accommodated? What opportunities are
there for increased team working?




7. How will training be arranged? How will this fit in with the working pattern? What
adjustments need to be made to either the training or the working pattern?




8. Is there a need to recruit additional staff to meet the demands of the job? Are there
any particular difficulties that this poses at the present time? How might this be
overcome? What process should be followed and who should be involved?
FLEXIBLE WORKING – GUIDE FOR MANAGERS

9. What other particular features of the work need to be considered? How might this be
accommodated?




10. Would it be advantageous to consider a trial period? How long should this period be?
How will this be evaluated? What will happen if the trail is not successful?




11. If the proposed working pattern cannot be accommodated, what alternatives have
you considered? Have you sought other alternatives from other people, if so whom?




12. What conclusions have you reached about the flexible working application?

Remember that, to comply with the legislation, the grounds for refusal must be one or
more of the following:
FLEXIBLE WORKING – GUIDE FOR MANAGERS


      Burden of additional costs;
      Detrimental effect on ability to meet customer demand;
      Inability to recruit additional staff;
      Detrimental impact on quality;
      Detrimental impact on performance:
      Insufficiency of work during the periods the employee proposes to work;
      Planned structural changes.




Manager’s name:                                          Date:


Manager’s signature:


For completion by the member of staff applying for flexible working:

I agree with my manager’s conclusions and accept the decision

I disagree with my manager’s conclusions for the following reasons and wish to appeal
on this basis:




Name: Date:                                 Signature:

								
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