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You want to ask for some homeworking or reduce your hours, but you know your line manager is not keen. So how do you increase your chances of success?
First, you need to be clear on why you want flexible working and what kind of flexibility will work best for you. Is it an ad hoc kind of flexibility – the ability to come in late some days or leave early or work from home when necessary? If so, an informal arrangement may be best for you. If you want to permanently reduce your hours, change your shift pattern or location then you will need to go the formal route and make a formal flexible working request. This will change your terms and conditions and so it will be more difficult to change them back if you want to at a later date.
Once you know how you want to work, it is a good idea to think through what your line manager’s objections might be. Within the flexible working legislation, there are eight grounds on which an employer can reject a flexible working request. They are fairly loose so check them out here. Employers must deal with requests in a ‘reasonable manner’. Examples of this include handling requests in a reasonable manner include: assessing the advantages and disadvantages of the application; holding a meeting to discuss the request with the employee; and offering an appeal process.
As part of the formal process there is a requirement to make a business case for your flexible working and this needs to be clearly communicated. It means considering the impact of your request on your employer and addressing any concerns, showing how your work can successfully be carried out under the proposed new working pattern, demonstrating that it will not harm the business and may even have business advantages.
This may involve sounding out colleagues beforehand to ensure they are on side. If requesting remote working, it may be that there are parts of a job that can be done more effectively from home without distraction, such as analysis, reading, strategic thinking or writing reports.For job shares, it is worth putting forward how this might work in terms of handovers, communication with team members or clients and so forth and researching examples of successful job share partnerships. For part-time work, it is important to think through whether there are certain days or hours which need less cover. Are there certain tasks that could be delegated allowing other staff the chance to act up?
It is important to come up with solutions to possible objections or problems.
You may have to offer some form of flexibility in return, for example, offering to take calls or come in if there are any emergencies on days you are not in. It may be necessary to make clear what form such an emergency might take, spelling this out in examples, so that you are not essentially working every week on your day off. You could also negotiate some Time Off In Lieu if you do have to come in. Flexible working often works best when there is flexibility on both sides.
You could also consider how you present a request to your employer, for instance, suggesting term-time only working might be more likely to put your manager against your proposal than saying, for instance, that you want to work a 92% contract, including most school holidays. Also, do you need all the holidays off? Could you, for instance, come in for a couple of weeks during the summer holidays and agree to keep in touch with the office in case of emergencies and so you are not deluged when you return? Only you know your job and its demands and what would work best.
If your manager is still dubious, it might be worth suggesting a trial period, but ensure there is a proper review process.