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Case Study: Flexible Working - DCLG
A revised Flexible Working Policy open to all staff, regardless of grade, has been agreed with trade unions and other stakeholders and is now proceeding to publication in July. The aim is to enable men and women to balance family and personal demands better without hindering their careers. The policy places the onus on line managers to provide a substantial business case if they wish to decline any requests for flexible working, rather than on the applicant to justify their reasons for requesting it.
A job-share register will be launched at the same time as the flexible working policy to help staff and line managers identify job share partners.
A flexible working network is in place for staff seeking support and wanting to raise issues relating to their working pattern. The network received increased resources in 2006/07 and has recently developed its business case for resources and work in 2007/08.
The Department now has improved data on the percentage of staff working part-time hours and is making improvements to the personnel information system to enable them to record other forms of flexible working, such as compressed hours and home working.
9% of our workforce currently work part-time. This breaks down as 15.4% of women in the Department work part-time and 3% of men.
Within the Equality and Diversity Strategy, Board members have committed to attend the flexible workers network meetings, and to meet directly with staff network Chairs on a bi-annual basis, to enable issues to be raised at the top of the office. Peter Housden has already attended one Flexible Workers meeting.
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