Flexible working policy

Policy overview

We are committed to developing innovative working practices. Flexible working is beneficial for employees and ourselves. It helps us to achieve excellent service provision and promote work-life balance.  

We believe that working flexibly can: 

• increase employee motivation 
• reduce employee stress 
• improve performance and productivity 
• support employees with personal circumstances such as:
  • health conditions
  • a disability
  • caring for others outside of work

Agreement to flexible working arrangements is subject to: 

• operational consideration 
• potential benefits 
• costs 

This ensures that we provide excellent services to the communities we serve.  

Principles 

Flexible working provides us, and employees, some flexibility over working arrangements.  As long as we can deliver efficient and effective services, we can allow employees to work in a way that suits their needs, for example:  

• a reduction in working hours  
• change to when hours are worked

Meeting this need helps to attract and retain the best people.

Our smarter working approach supports flexible working.  Smarter working helps to support employees with their health and wellbeing.  It also enables LCC and employees to perform well by choosing:

• by choosing the most efficient way of working
• improving work-life balance
• using technology to reduce the need for travel to offices and meetings
• focusing on the work you do rather than where you do it

Examples of working flexibly are:  

• part-time working - working less than the standard full-time week 
• job-sharing - typically two employees carry out the duties of a single post. We employ each job-sharer on a part-time basis, but together they generally cover the whole post. We divide the pay and benefits pro-rata
• shift-swapping - employees rearrange shifts amongst themselves or within teams. This applies if the needs of the business or service are met 
• term-time working or term-time plus a number of weeks - an employee whom we do not employ full year. We employ them to work during school term times. All leave entitlement is taken outside of those weeks. Employees can also work term time plus a number of weeks 
• contractual homeworking - an employee's contractual work base is their home. They must adhere to our health and safety policies for homeworkers. We may agree to an entitlement of home costs or expenses, for example, telephone or office use. Managers will refer to the relevant policies for these  
• compressed hours working - employees work their contractual hours over a shorter number of days, for example: 
  • employees may work longer hours on four days, rather than over five days  
  • employees work nine longer days over a fortnight
• annualised hours - we calculate the number of hours of work over a year. The hours are divided across the year to fit with annual work peaks and troughs
• flexi-time - employees adjust when they work their contracted hours to fit around both work and personal commitments.  Working more hours one month and taking time back the next to maintain work-life balance
• long distance working - where employees may live in the UK outside of Lincolnshire where they are not required to regularly attend a Lincolnshire office base in person.  The employee's contractual workbase will be in Lincolnshire and they will cover any costs if they do need to travel to the workbase
• flexible retirement - access to pension benefits while working fewer hours or at a lower level of responsibility

Examples of smarter working are:

• Choosing your work space – with their manager's agreement employee's can choose whether to work from home, in the office or out in the community depending on which is most suitable for the task.  They still have an office as a contractual work base and can book available desks and meeting rooms in managed workspace
• Using Microsoft Teams for meetings – using teams for most meetings as a quick and efficient way to get people together who may be at different locations

The smarter working policy provides more information.

Contractual homeworking

Contractual homeworking is where an employee’s contractual work base is their home. A range of jobs may be suitable for homeworking. We may consider suitability in recruitment, or for existing posts.  This will be dependent on operational and service needs.

The same contractual rights and duties as other employees apply. Home-workers have the same terms and conditions, except where specifically varied. For example, concerning their place of work. The contract of employment will include additional clauses covering: 

• place of work 
• hours 
• travelling expenses 
• confidentiality 

We will consider paying office allowances when contracted to work at home to: 

• install broadband 
• pay heating, lighting and telephone costs   

The allowance rates are in the travel and expenses policy. These payments are only for designated homeworkers. 

Managing employees who work from home as contractual homeworkers or through smarter working

We support employees working from home by: 

• maintaining good communication if not regularly in their core place of work 
• ensuring we brief employees on team and corporate issues in a timely way  
• putting arrangements in place for team contact and communication   

With less face-to-face contact between colleagues, we aim to improve communication via: 

• email updates 
• regular management contact 
• telephone contact 
• project reviews 
• regular team meetings 
• regular one-to-one meetings  

We will agree clear and realistic objectives with employees. We will manage performance outputs.  

Managers must ensure that expectations of the employee about their role and contracted hours are clear. They will set objectives and agree to set standards of productivity, quality and service.

Managers and employees will agree house-keeping guidance, which will include: 

• arrangements for regular management and team contact
• arrangements for backing up computer data 
• secure systems of work including shared electronic filing 
• secure storage of equipment and documentation 
• confidentiality of telephone, video call and email conversations
• data protection
• access to equipment needed to do their job including any specialised equipment to support a disability
• health and safety arrangements including workplace assessments and accident reporting 
• hours of work 
• sickness absence reporting 
• lone working 
• booking annual leave 
• telephone routing or message handling 
• arrangements for printing and post 
• business journey planning to minimise travel 

Information assurance and security of equipment 

Employees should make themselves familiar and comply with our information assurance policies.

More details about information assurance policies and procedures are available on our intranet. 

Any policy breach may lead to an employee being subject to our disciplinary policy.   

Equipment and information security are vital when working from home. Employees must keep any equipment used for work purposes secure, including laptops, mobiles and memory devices. For security purposes, they must be: 

• stored in a lockable storage cabinet, if available  
• stored out of sight of windows and doors to deter thieves  
• never left unattended in vehicles, even if not visible

Employees must take all reasonable steps to safeguard equipment from loss or damage. 

Security of information 

Employees have a personal and professional responsibility to keep information safe. They must be aware of confidentiality regardless of their working environment. 

Accident reporting

If an accident happens when working remotely or at home, employees must notify their manager or designated contact as soon as possible.

Personal security 

Employees must take care when releasing personal details to service users (for example, telephone number, home address).   

Employees should quote a business number, if available. Alternatively, they should make arrangements to use an office number.    

Where possible, meetings with service users or colleagues are to take place on Microsoft Teams or on work premises. If meetings are taking place in the home, employees must: 

• notify colleagues of any appointments and visitors attending 
• have booking in and out procedures, if appropriate  
• make other arrangements for maintaining contact with their manager and colleagues 

Managers and employees will discuss and agree to appropriate arrangements in advance. They must adhere to them.

Employee guidance 

More details about smarter working are available in the smarter working policy and on our intranet.

Partner premises 

Employees working from designated partner premises must agree that: 

• our policies and procedures apply when working from another location. This includes data protection and information governance 
• host partners are responsible for building health and safety 
• they have personal responsibility for their health and safety 
• they are aware of site requirements for each visit including signing in and out, and fire evacuation 

Travel expenses  

For guidance about expenses while working from different locations, read the travel and expenses policy.  

Insurance 

We have an employer's liability insurance policy which covers employees working at home. Employees must seek insurance advice on the following before starting formal homeworking:  

• insurance cover 
• mortgage and lease arrangements 

Flexible working hours scheme - flexitime 

We operate a flexible working hours scheme, known as flexitime. This is subject to operational and service needs. Service areas may operate different flexible working schemes. The provision of this scheme is entirely discretionary. 

It is not suitable for all service and work areas therefore we do not automatically offer it. We will advise employees if the scheme is available and the specific details for their area. 

The scheme is designed to offer employees more flexibility. Employees can start and finish work at times that suit them or take time out during the day to attend an appointment. Flexibility is subject to business demands, operational needs and colleague agreement. We must always provide the appropriate cover. We will agree on standard or core working hours as required.      

The following is a common scheme that we provide: 

• earliest start time - 7.30am  
• latest start time - 9.30am 
• core time (morning) - 9.30am to 11.45am 
• earliest start time for lunch - 11.45am  
• minimum lunch period - 30 minutes (unpaid)  
• latest finishing time for lunch - 2.30pm  
• core time (afternoon) - 2.30pm to 3.15pm 
• earliest finishing time - 3.15pm (subject to working a minimum two hour afternoon)  
• latest finishing time - 6.30pm  
• earliest start and latest finish (band) time - 7.30am to 6.30pm  
• standard day - seven hours 24 minutes  
• half-day - three hours 42 minutes  
• time recorded to the nearest five minutes  

Employees will work the standard basic core hours.  

Services may also operate:

• office, telephone and e-mail cover rotas based on service delivery times
• service level agreements on response times for queries (such as within 24 hours)

Employees using flexi-time will log their hours worked each day on a flexitime sheet.  If the hours worked are above or below their contracted hours at the end of the week or month, they can agree to work fewer or more hours in the next week or month.  This may be agreed as:

• additional working time
• time off in full or half days (flexi-leave)
• being worked or taken back in smaller amounts such as an hour during or at the end of the day.  This is also sometimes referred to as time off in lieu.

Employees are required to discuss and agree with their manager when they will be available to work.  Employees will look to keep their additional and deficit hours to a minimum by the end of each 4-week period.

Flexi-time can be useful to help employees to manage their lives around work.  For example, to attend a personal appointment during the day

Employees can convert additional hours into flexi-leave. The suggested maximum rate is 24 half days or 12 full days per year for full time employees (reduced pro-rata for part time employees). Flexi-leave is subject to the normal controls for booking annual leave.  

Senior leaders will be given flexibility to undertake their duties as and when required.  To ensure a healthy work-life balance, senior leaders can take time back following irregular peaks in workload.  In most cases this will be by annual leave, however 'flexi leave' or ‘time off in lieu’ can also be agreed in exceptional circumstances.

Reduced hours scheme

We operate a reduced hours scheme. Managers will consider requests from employees to: 

1. voluntarily reduce their hours of work temporarily (we will adjust pay accordingly) 
2. take an extended unpaid leave of absence, which can also be used as a sabbatical 

We may agree to this for a set period of up to twelve months. It can be achieved by:

• reducing the working day 
• reducing the number of days worked in the week 
• taking time off in a block of days, weeks or months 

Requests are subject to our operational considerations. We are not obliged to agree to requests. 

At the end of the agreed specified period, the employee will either:  

• return to their substantive working hours  
• apply to remain on the agreed reduced hours permanently. This formal application must follow the flexible working request procedure. Managers will consider all requests as per this policy.  

Employees cannot apply for a further period of temporary reduction in hours. We permit two flexible working requests in any 12-month period.

Employees can request to return to their substantive hours before the end of the agreed period. The manager and employee must mutually agree to the return date considering both employee and operational needs.  

We will consider reviewing the arrangements if operational circumstances change. This may occur if there are staff shortages due to: 

• leavers 
• sickness  
• absence  

We will only terminate the arrangements after we have explored all options. The manager will inform the employee with a one-month notice period.

Job sharing

Job-sharing is a formal contractual arrangement typically where two people voluntarily share: 

• duties and responsibilities 
• pay 
• benefits 

This is in proportion to the hours they each work. The contract will specify the conditions and hours for each person. 

 Job-sharing has many benefits. It can: 

• promote diversity by increasing the scope, range and availability of jobs. It supports people who cannot or choose not to work longer hours  
• maximise resources from which to recruit   
• retain employees who have valuable skills and reduce turnover 
• increase efficiency - two employees may have complementary skills to offer 
• reduce the effects of absences, such as sick leave and annual leave. If one person is away, the other person may continue 
• provide additional cover in peak periods. Both sharers may be on duty at the same time. 

Division of posts 

Managers determine the arrangement of hours in consultation with the job-sharers. Employees can share posts in several ways, such as: 

• each sharer working a proportion of the working day or week 
• sharers working alternate weeks 
• sharers splitting the working week (for example, three days one week and two days the next)

The total job-share hours are equal to the established post. Changeover periods must fall within the total established hours. 

We may allocate duties between job-sharers to: 

• reflect the skills, abilities and working hours of the sharers 
• support the needs of the service area 

The grade applies to the whole job. Wherever possible, sharers should undertake the full range of duties. 

How to initiate a job-share 

A job-share can be initiated by: 

• job-sharers applying for and being appointed to an advertised vacancy 
• an existing employee asking to share their present post 
• two current employees asking to share one of their current posts 

Any decision to refuse a job-share will be objective and service-related. Managers will explain the decision to the employee.   

Advertised vacancies 

We will advertise all suitable vacancies as available for job-sharing.   

Existing job-sharers may apply for a vacancy. They can apply jointly or as a single applicant.  

Joint application, if shortlisted

• we will interview job-sharers separately 
• we will hold a second brief interview with both job-sharers. The second interview will be to discuss the joint application
• only one applicant may be successful 
• we will offer the appointment on the hours of the post 

Single application, if shortlisted

• we will assess a single job-sharer in the same way as other candidates 
• we will offer the appointment on the hours of the post 

The general principle of appointing the best candidate will apply.  

If we only find a single job-sharer, the post will be advertised twice and at a later date. 

 If we cannot find a suitable job-share partner, termination provisions of the procedure when a job-sharer leaves will apply. 

Existing employees wishing to job-share their post 

An employee may submit a flexible working request to share their existing post. If we accept, we will advertise the remaining job-share post. The post will remain the same until a partner is appointed. We will advertise the post twice, in agreement with the existing employee.  

Joint applications from existing employees wishing to job-share one of their posts 

Two employees may wish to job-share one of their existing posts. They may make a flexible working application. If we accept, we will discuss the proposed working arrangements with the existing postholders. We will advertise the resultant post. 

The two job-sharing applicants will continue to work in their existing posts until we make the appointment. 

When a job-sharer leaves 

If a job-sharer leaves, we will offer the full post to the remaining job-sharer(s). If they do not want it: 

• we will advertise for a job-sharing partner 
• a recruitment process will take place   
• we will make arrangements to ensure the duties and hours are covered. This will continue pending the new appointment 

We will terminate the job-sharers employment if: 

• we cannot find a suitable job-sharing partner after advertising twice 
• there are no other suitable part-time posts for the existing job-sharer 

We will terminate employment by due notice as set out in the contract of employment. 

Conditions of service 

Grades and rates of pay 

The grade for a job-share post will be that which applies to the post. 

We will pay job-sharers pro-rata to the full-time rate for the number of hours worked.

Contract of employment 

Each job-share partner will hold an individual contract of employment. The post-holder’s job title will be that of the established post with job-share added. We will include the following paragraph: 

"Your post constitutes part of a job share. In the event of the contract of employment of the other partner terminating, we will review this appointment. We will offer you the remaining part of the post. If you decline and it proves impossible to recruit a new partner(s) after advertising twice, and there are no other suitable part-time posts, then the appointment will be terminated by due notice."

We will prepare the job description for the established post. Any changes will reflect agreements reached at interview. 

Hours worked will be arranged between the job-sharers and the line manager.   

Promotion  

Job-sharers may apply for promotion on equal terms with non-job-sharers. Applications can be either joint or individual unless we exclude a post from job-sharing.   

Cover arrangements 

We may offer job-sharers additional hours to cover for their partner’s: 

• holiday 
• short or long-term sickness 
• maternity leave 

It is not a requirement for employees to do the additional hours. 

Development and training 

Job-sharers will have access to training opportunities. It is on the same basis as non-job-sharing employees. When on training courses outside their contracted daily hours, we will: 

• pay part-time employees on the same basis as full-time employees
• or, give time off in lieu 

Annualised hours

Annualised hours are more suited to a service area where seasonal variations have an impact on workload.  Employees work a set number of hours over the year rather than per week.

To convert weekly contracted hours to annualised hours multiply by 52.2. This is the number of hours the employee will be paid for the year.

We will calculate the amount of annual leave and bank holiday entitlement. We deduct the amount from the annualised hours to get the number of working hours over the year. 

Contracted hours should not be exceeded or underworked over the 12-month period. We pay the salary in 12 equal payments, irrespective of the number of hours worked that month. 

Where employment is terminated part way through a year, by either side, the manager will calculate any over or underworked hours. The number of weeks worked that year is multiplied by 37 hours (for full time employees), and we deduct the number of hours worked.  

We will pay employees any hours owed at the standard hourly rate. Hours owing by the employee will be deducted based on the standard hourly rate. 

Annualised hours conversion example 

For a full-time employee on Grade 4 with less than five years' service: 

A - Standard weekly hours: 37 
Total annual hours: 37 x 52.2 = 1,931.4 

B - Annual leave entitlement: 24 days 
Bank holidays: 8 days 
Total leave entitlement: 32 days 
Total leave in hours: 32 x 7.4 = 236.8 hours 

Annual working hours: A - B = 1,694.6 hours 

Term-time only working

Employees only work during school term times.   

Contracts of employment are varied from a 52-week contract to a 38-week contract. We reduce the salary and annual leave entitlement accordingly. 

We pay the salary in 12 equal payments. 

The employee will take annual leave during the periods they are not working. We include annual leave payment as part of the normal salary. 

Managers should try to accommodate reasonable requests for time off to observe religious festivals.  

Managers should use their discretion within the rules for granting: 

• annual leave 
• flexible working hours 
• unpaid leave 

Managers should bear in mind: 

• the need to minimise the impact on service delivery 
• and, the ability to cover critical frontline services where required 

Compressed working weeks or fortnights

Employees can work their contractual hours over a shorter period. For example, four days per week or nine days per fortnight.   

The remaining day would be a non-working day agreed with the line manager. The day is fixed but with the flexibility to meet service requirements.  

Start and finish times should not exceed those set out in the flexible working hours.   

We will calculate annual leave in hours. 

Statutory right to request flexible working

Employees wishing to change their working arrangements should tell their manager first and advise that they may submit a formal flexible working request.

We encourage employees to use a personal support passport (PSP). This will help them discuss and share information about personal circumstances which may impact them at work, whether this is:

• emotionally
• behaviourally
• practically

The individual circumstances may benefit from flexible working in-line with this policy.

A discussion encourages managers and employees to work together to resolve issues at an early stage. Where possible arrangements can be agreed informally.   

Employees can apply to vary: 

• the number of hours they work 
• the times they work 
• their place of work 

Working from home as part of smarter working does not require a change of contract.

Where a change impacts the number of hours worked, this will also affect:

• pay
• annual leave entitlement
• pension contributions

Employees can make daily decisions, in agreement with their manager, about where they will work. We will consider the location and equipment available to deliver the job. Some roles will have less flexibility and require employees to work from specific locations.

How to submit a request to change your working arrangements  

Managers can discuss and agree flexible working informally at any time including as part of an employment offer. After an informal discussion, your manager may require a formal flexible working request where:

• the team is small
• there are a number of flexible working arrangements already in place, or
• there are a number of factors to consider

All formal flexible working requests will be treated in the same way.

A formal flexible working request must be in writing and include: 

• the date of application 
• the change to working conditions sought  
• the effective date of the change
• a statement that this is a statutory request 
• if and when a previous application was made 
• if the request relates to something covered by discrimination law (Equality Act 2010). For example, to make a 'reasonable adjustment' for a disability

Download a flexible working application form.

By law, we will consider all requests, including appeals, promptly. We will decide within two months of receiving the written application. We may agree to an extension period with the employee.     

The manager will meet with the employee as soon as possible to discuss the request in more detail. If we approve the request, a meeting is not required. 

Where we arrange a meeting, employees’ are entitled to be accompanied by a work colleague. If either can’t attend the meeting, we will re-schedule it within five days.  

We can consider the request withdrawn. This also applies to appeal meetings.

The manager will consider the request carefully, including any benefits and adverse business impact.

We will consider each request on a case-by-case basis. The manager will explore available options if the original request is likely to be refused. Agreeing to one request will not set a precedent. It will not create the right for other employees to be granted a similar change.

The manager will inform the employee of the decision in writing. If refused, the outcome letter will explain the employee's right to appeal.    

Where we agree to a flexible working request, it will be a permanent change to terms and conditions unless otherwise agreed.

We will issue a contract change.

We may agree to a trial period to ensure the benefits for ourselves and the employee. We will confirm trial periods in writing in the outcome letter. We will schedule a formal review.  

If we refuse a request, it must be due to one or more of the following reasons, as set out in the legislation: 

• the burden of additional costs 
• an inability to reorganise work amongst existing employees 
• an inability to recruit additional employees 
• a detrimental impact on quality 
• a detrimental impact on performance 
• a detrimental effect on the ability to meet customer demand 
• insufficient work for the periods the employee proposes to work 
• a planned structural change to the business 
• regulatory restrictions as laid down by the Secretary of State  

Appeal 

Employees may appeal against a decision to their request for flexible working if:

• they believe the procedure has not been followed correctly, or
• the reason for refusal does not fit the statutory criteria for refusal

Employees must give us written notice of their appeal within ten working days of receiving the refusal letter. It must set out, in writing, the grounds for appeal.  

Appeals will take the form of a review of the procedure and the case. We will undertake reviews at the earliest opportunity. The relevant head of service will consider the case. 

The appeal outcome is final. No further internal right of appeal exists.