FLEXIBLE WORKING
supported by their managers, to organise one-to-ones at a time relevant to them – a minimum of every three months – rather than at set intervals throughout the year. During
these meetings, every
employee can request f lexible working arrangements. In some instances, for example, if the employee wishes to shift working hours within the core hours of 9am and 5pm, the request can be implemented straightaway. More permanent adjustments like
asking for a laptop to work from multiple locations, or requests to work from home on a more formal basis, may require more line manager and director involvement to ensure that business and client needs will continue to be met.
Diversity and inclusion In addition to supporting the business, f lexible work at Forster Communications means that employees can manage their health and family circumstances in a manner that minimises stress and maximises well-being at work. This also enables the company to
access talent, including those at senior levels, that would not otherwise be available.
“I think having the kind of flexible culture where that is
accepted and understood – and where people are protected around their working time being used in the most productive way – is something we have thought about more in the last couple of years, as being part of a global network has started to affect our business. “That has us thinking about flexibility in a much more holistic
way rather than just thinking about it in terms of ‘I want to have Tuesday afternoons off ’. It can be much more than that, for example, a temporary scenario that is business driven and personally driven. There are lots of reasons attached to it.”
Benefits of flexibility This business-led approach, which marries employees’ and operational needs, has opened recruitment up to a whole new talent pool at every level. It has also seen take-up grow since rollout. The number of Forster Communications employees regularly
working from home has increased by 32 per cent in the last two years to 54 per cent. Formal flexible working arrangements have increased by 15 per cent in the same period. The work Forster undertakes with its clients focuses on
positive social change. “That’s the nature of our business,” said Ms Daines. “It makes sense that the way we run internally as an organisation needs to ‘walk-the-talk’ on those kinds of good social principles. Part of that is about being a good employer and looking after our employees, being progressive as a business, and paying attention to changing employee and social needs, reflecting and embracing those changes.”
The line managers’ role Supporting this responsive approach is the company’s talent development and review programme. This encourages employees,
One employee, for example, has a chronic health condition,
which means that, during a flare-up, she isn’t always able to get to the office for a particular time. Being able to adjust her hours during these episodes means she is still able to work full time as a productive team member. “That is what this way of thinking means: before, the opportunity
to employ this person might not have been available to us,” explained Ms Daines. “We are benefiting from her skills, and that is the business benefit for us. “There are always going to be things going on that affect
people’s lives. We have always – or for a long time – thought about parents. We are increasingly thinking now about people caring for older relatives as well. “We look at our employees’ personal needs in an individual
way, and say ‘what is it you need so you can be your best and most productive at work?’ Is it about hours, is it about location, is it about flexibility within those things, or is it about technology? We then try and see how we can help that person work best and align that with our business goals. “We have a list of business opportunities and a list of employee
needs, and then align those things. If it does not work on both sides, it will fall apart.”
Award-winning approach As a progressive employer, Forster Communications has received awards for its work around employee well-being, which its flexible working policy supports. “Our bold statement around flexibility, inclusivity and well-
being is that we make sure we can get the best people for the job by making flexible work available and possible in all personal circumstances,” Ms Daines explained. “Some of that connect to health. But in terms of well-being, a lot of it is connected to the
20 | Re:locate | January 2018
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