6. Agreeing hybrid working arrangements
6.1. The procedure for agreeing hybrid working arrangements has two stages, with several supporting steps to each stage. The stages are as follows:
- Institutions identify the appropriate hybrid working arrangements for their area. Institutions should consider their operational needs and any other applicable factors to identify a split between working on the University’s premises and working remotely that ensures arrangements are productive and beneficial both on an institutional and individual level.
- Once a decision at an institutional level has been made, individual preferences and arrangements are then identified, discussed and agreed between individuals and their line managers. As part of this, an assessment of tasks should be undertaken to identify whether or not an individual is able to undertake any of their role remotely. Line managers will also need to consider and approve the location and suitability of the normal remote working environment proposed by the individual.
6.2. The full process, with the supporting steps, is set out in the associated guidance for Institutions, line managers and individuals. Should an individual wish to request other types of flexible working in addition to or instead of hybrid working, this should be undertaken as normal through the University’s Flexible Working Policy.
6.3. The University encourages a common-sense approach to deciding whether or not a task can be undertaken remotely as part of the assessment. However, it is generally expected that tasks that are
- solely reliant on being undertaken face to face to provide support to others on University premises, and/or
- solely reliant on being undertaken in University premises due to their nature
will not be suitable for being undertaken in a remote environment. Examples of and guidance on the types of tasks likely to come under these descriptions are included in the associated guidance. As both students’ learning and their sense of community are positively impacted by in-person lectures, it is also generally expected that face-to-face teaching will be provided for all students on taught courses unless pedagogical reasons support the inclusion of periodic online teaching and learning.
6.4. In the situation where an individual disagrees with a decision concerning hybrid working arrangements (for example, on the ability to work in a hybrid way or concerning the split between working on the University’s premises and working remotely) attempts should be made where possible to resolve the disagreement informally in the first instance. If an informal approach is unsuccessful, or inappropriate in the circumstances, individuals who are eligible to make a statutory flexible working request can submit their preference as a request under the University’s Flexible Working Policy. Further information on resolving disagreements and handling any complaint is included in the associated guidance for Institutions, line managers and individuals.
6.5. In line with the nature of hybrid working, individuals should expect to come into the University workplace on a regular basis as agreed with their line manager. In addition to any regular attendance at the University workspace that has been agreed, individuals must be willing to attend activities and/or meetings in the University workplace as necessary or when specifically requested by their line manager or Institution with reasonable notice. Individuals based in teams providing in-person support or services may also need to attend at short notice in cases of colleagues’ absence or in other urgent situations.
6.6. In limited circumstances, individuals may be permitted under this Policy to work entirely from a remote working environment within the UK. The full conditions under which this may be agreed are set out in the guidance associated with this Policy but, as a minimum, should be restricted to roles where a) there is both a proven shortage of suitably experienced candidates and b) the appointment is for a fixed-term duration of 12 months or less and is highly unlikely to be extended or made open-ended. If the appointment does not cease after 12 months, individuals engaged on this temporary arrangement will be expected to apply under the University’s Flexible Working Policy should they wish for it to be considered on a longer-term basis. Similarly, if there is a business case to support an individual working this way on a permanent basis and this arrangement is mutually agreed, this should be managed under the terms of the University’s Flexible Working Policy.
6.7. The arrangement to work entirely from a remote working environment within the UK should also be extended to individuals where professional guidance has indicated that it would be beneficial as a reasonable adjustment to accommodate a disability or long-term, chronic health condition; in these cases, the arrangement will not be time-limited.
6.8. This Policy does not extend to working in part or entirely from a remote working environment outside of the UK. The University’s Global Mobility Policy and associated guidance should be consulted instead for the conditions relating to temporary and permanent working arrangements outside of the UK.
6.9. Working in a remote working environment should not be considered a substitute for childcare or other caring responsibilities where dependents need active and regular involvement, such as for young children. Individuals should ensure they have organised the necessary arrangements to cover these types of personal responsibilities when working in this way.
6.10. Hybrid working may not work for everyone all of the time and the arrangement should be regularly reviewed between individuals and their line manager. The University reserves the right to amend, suspend or end an individual working agreement, as long as this is in line with 6.13. Reasons may include (but are not limited to):
- a project or phase of work requiring all team members to work together onsite for a certain period of time
- a breach of the requirements concerning conduct and performance, such as a regular failure to complete work on time or a regular and unexplained inability to contact the individual when working remotely
- a change to the nature of the tasks being undertaken, requiring them to be undertaken in the University workspace
- a change to the remote working environment making it non-compliant for hybrid working.
6.11. The individual may also request that the arrangement is amended, suspended or ended. In the case of amending the arrangement, consideration will also need to be given to the needs of the Institution and, where relevant, the individual’s team, before approving or refusing the request.
6.12. Should the arrangement be ended by either the line manager or the individual, this should not automatically preclude the future possibility of hybrid working depending on the reasons for the cessation.
6.13. Should an Institution need to amend the appropriate hybrid working arrangements in its area, it is expected that this change is undertaken in discussion with staff and a reasonable period of time provided for staff to alter arrangements once decided.