Transform: Flexible working in care

The roundtable discussion focused on the significant impact of workplace culture on staff retention, particularly emphasising the importance of inclusion, compassion and collaboration in an organisation’s culture to improve retention and quality of care provided.

Flexible working in a care setting

It is commonly accepted that flexible working is a key tool in fostering a positive workplace culture. The roundtable was asked:

One senior leader of Lewisham and Greenwich NHS Trust shared that their rostering practice has successfully integrated flexible working by implementing an “Any Hours” initiative.

By "changing how workers want to work in a 12-hour period”, this enables employees to choose the number of hours they pick up from an otherwise vacant shifts, adapting to how workers want to balance work and life. 

This approach not only accommodates employee preferences but also covers business needs efficiently. It is cost-efficient as "staff select shifts generated from vacant roles, so money is saved on covering vacancies with agency”. 

Another care leader has “introduced compressed hours to cover long working days, aiming to improve work-life balance”. This initiative is still in its early stages, and its effectiveness is yet to be fully assessed.

It was commonly agreed that flexible working can be an important tool in care delivery roles, where the nature of the work requires physical presence and doesn't allow for remote options. Offering flexibility in scheduling, such as working nine days in a fortnight, provides a balance that meets both the operational needs of the business and the personal needs of employees.

One charity leader highlighted the importance of advance scheduling for shifts, allowing employees to manage their personal lives better and avoid the high costs associated with last-minute planning.

Childcare restrictions can impact employees wanting to work more hours and one care leader shared their consideration of incorporating a creche in care homes, which could significantly ease the burden of childcare and contribute positively to their work-life balance. 

The discussion also highlighted the increased flexibility being offered to international colleagues, recognising their significant contributions and the need for them to maintain morale through adequate time off. This shift towards more generous holiday allowances reflects a broader understanding of the importance of work-life balance.

However, challenges remain, particularly with manual processes in rostering. The move towards self-rostering in the NHS was mentioned as a positive step, but it also comes with its own set of challenges, such as the undue pressure on sick employees to find their own replacements. A more dynamic rostering system supported by technology could offer a solution, facilitating easier management of schedules and reducing stress on the workforce.

Community and a sense of meaningful work were also identified as crucial for a positive workplace environment. Ensuring roles are fulfilling and that employees feel part of a supportive community can significantly enhance job satisfaction and retention.

An NHS HR leader raised a concern about the evolving landscape of employment rights and benefits, questioning: "What will truly set us apart in such a way and make us an employer of choice?" 

They identified a need for the care sector to continuously innovate and adapt its employment practices, so that employers remain competitive and attractive.

Challenges

The conversation revealed several challenges related to implementing flexible working arrangements:

• Integration of flexible working: Balancing individual schedule preferences with business operations presents a logistical challenge, requiring careful management to maintain service effectiveness.

• Traditional shift patterns: The entrenched 12-hour shifts in residential care settings limit flexibility and reduce the opportunity for staff to take on overtime. In the acute sector (NHS maternity services), innovative projects such as ‘Any Hours’ havebeen proven to increase opportunities for staff to not only work additional hours where desired, but also improve their work-life balance and enhance their earning potential.

• Technology integration: Investing in technology to support dynamic and self-rostering systems can make the scheduling process more efficient and transparent. This reduces the administrative burden on both employees and management.

Recommendations

Based on the challenges and discussions, the following recommendations were proposed to improve retention through flexible working and a supportive workplace culture:

• Enhance flexible working options: Innovate and implement flexible working arrangements, such as ‘Any Hours’ and self-rostering, to provide employees with the ability to choose work patterns that best suit their needs without compromising the operational needs of the business.

• Support for childcare: Explore options for childcare facilities and partnerships with local childcare providers to offer discounts or subsidies to employees.

• Technology integration: Invest in technology to facilitate dynamic rostering and self-rostering, making the scheduling process more efficient and transparent, thereby reducing the administrative burden.

• Community and meaningful work: Foster a community feeling within the workplace, and ensure roles are meaningful and fulfilling. This can be achieved by involving employees in decision-making processes, enabling their innovation and recognising their contributions to the organisation.

By addressing these recommendations, organisations can create a more inclusive, compassionate and collaborative workplace culture that not only enhances the quality of care, but also significantly improves employee retention and attraction.

“We need to change in terms of flexibility and consider the needs of the staff – not just what the business wants and what the rota says. We need greater flexibility in how people can be rostered.”