Flexible working for all: Achieving greater equity for frontline and site-based workers

Supported by Impact on Urban Health, the Institute for Employment Studies (IES) joined with Timewise and three employers – Guy’s and St Thomas’ NHS Foundation Trust, Sir Robert McAlpine and Wickes – in a two-year action research programme to introduce flexibility into frontline roles and evaluate its impact, on both the individual and the organisation. This report outlines the findings and shares learnings to make access to flexible working more equitable.

Background

Emerging from the pandemic, workers given home-based options have expressed a strong interest in maintaining them. Many employers have responded to this demand by developing hybrid policies and practice, recognising its value for attraction and retention. Yet there’s been limited coordinated action to redress workplace inequalities by investing in innovation and design to organise work differently for frontline and site-based employees.  

Timewise co-designed activity with each of the three participating employers to give site-based workers greater input and control over their working patterns. Then in collaboration with IES, considered the impact of increased flexibility on individuals from the point of view of their experience of health and wellbeing, work-life balance and job satisfaction, and on organisations from the perspective of levels of engagement, attendance and retention.

Key findings

• Benefits for frontline and site-based workers
  Increasing flexibility in frontline and site-based roles improved health and wellbeing, work-life balance, and raised levels of job satisfaction.

• Benefits for organisations
  Offering opportunities for increased flexibility resulted in organisational level benefits. We found evidence of reduced sickness absence, increased organisational loyalty and improved performance.

• Cultural change
  All participating organisations experienced a change process that prompted a cultural shift in the way work is done. Good practice change management processes emerged as highly relevant to implementing these flexible working policies successfully (such as piloting, monitoring change and internal advocacy).

• Autonomy
  Individual autonomy was central to accruing benefit from the flexibilities on offer. Where employees were empowered to choose approaches that worked for them and their team, they were better able to balance their work commitments with their personal priorities.

• Latent demand
  The research found a strong demand for flexible options among employees. Managers need to be encouraged to take a proactive approach to ensuring that employees in all roles are afforded flexibility.