Hybrid Working

What do we mean by hybrid working?

Put simply, hybrid working means the ability to spend some time working on campus and some time working remotely.

Hybrid working aims to give teams greater flexibility around their normal hours, time or place of work with limited formal process. This means that – supported by technology and guidance and training for managers – our focus is on ways of working and outputs over where and when that work takes place. We are committed to creating a hybrid working culture which delivers the right outcomes for all our communities.

You can read more about our approach to hybrid working in our Hybrid Working Policy

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What does the Hybrid Working Policy mean for me and my team?

The Hybrid Working Policy replaces the interim Off Campus Working Policy and expands on the University's Hybrid Working Principles. We recognise that for many staff discussions surrounding hybrid working arrangements have already taken place and Departments have effectively implemented various hybrid working arrangements.

The Policy sets out best practice measures, guidance and support to enable colleagues to work safely and effectively in a hybrid manner.

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How much time should I spend on campus/at home each week?

Departments and individual teams will need to decide the best split between remote and campus working to meet their own objectives. Where there is a clear split between face-to-face and more administrative work, it might be helpful to stick to a regular pattern of 2 or 3 days working remotely each week. For part-time staff, a pro rata equivalent may be appropriate, or where this is not suitable, managers should hold a conversation on how best to balance hybrid working and business need. In all cases, flexibility is key and business may take priority in deciding working location on a given day.

For many people we expect there will be a benefit to spending at least one day a week remotely, but there may be some staff for whom working entirely from the office is the best option. Hybrid working is not intended for fully remote working.

In order that teams know where colleagues will be each week, it may be helpful to create a rota to plan in advance (either by week or month) what days colleagues plan to work remotely and on campus.

Our Hybrid Working Policy outlines our approach to working in a way which best works for individuals as well as business need. It's also essential that teams and individuals maintain the flexibility to respond to changing business needs as required, such as coming to campus to provide sickness cover or meet a particular delivery need.

Managers and teams should stay in communication around local arrangements, and you may find our webpages on training, guides and drop-in sessions for staff and managers useful to guide this.

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Can I work remotely 100% of the time? Can I work on campus 100% of the time?

We are asking that all teams and services that can to begin moving to a hybrid working model – in other words, spending some time working on campus and some time working remotely. For many people we expect there will be a benefit to spending some time working remotely. We understand that colleagues across different roles across the University have varying requirements and preferences about how much time they would like to spend on campus. Please talk to your Head of Department about local arrangements for hybrid working where your role allows for this. Hybrid working is not intended for fully remote working.

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Do I still have to work my normal hours?

Hybrid working focuses on how we work rather than when we work, and we expect there to be benefits from the greater flexibility this brings. Teams may want to set overall “core” hours to ensure staff are available and working when they’re needed, and to help ensure a good work/life balance. Staff will still need to work their contracted hours each week.

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What about caring arrangements?

We recognise that many staff have caring responsibilities, including childcare.

If you have concerns about the impact of caring responsibilities on work – you should in the first instance talk with your line manager. There are various ways we can consider and support, but firstly, your manager will need to understand your own particular circumstances to consider how any issues may be addressed. Guidance for managers around hybrid working and on supporting staff, which may include caring issues, is available on our OD hybrid working pages. You can also contact your HR Business Partner.

You may also wish to look into the University’s flexible working guidelines which outline a number of options, such as compressed hours, for colleagues who wish to consider formal flexible working arrangements.

Hybrid working is not a substitute for suitable care arrangements for dependants. Dependants should generally be cared for by someone other than the members of staff during their working hours other than in exceptional circumstances.

Where operationally possible, suitable working arrangements to facilitate the caring responsibilities should be agreed. These may include, for example:

• consideration of flexibility around work hours including start and finish times
• consideration of more formal temporary or permanent arrangements where operationally viable (e.g. reduction in hours)
• use of annual leave, unpaid leave, parental leave or dependants’ leave

Long term caring commitments

If you have caring commitments which are long-term, or apply to specific situations where the need is significant, you may qualify for paid carer's leave. This applies to care for individuals with physical or mental health problems, disability or age-related issues and where the care need is substantial and likely to last for a long period of time. Further information is at Carer's Leave (warwick.ac.uk)

If you have child care responsibilities you may be interested in the working parents staff network.

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How do I manage my team remotely and in the office?

Working in a hybrid way will bring new opportunities and may require new ways of doing things in terms of managing teams working remotely and on campus, so it’s really important that managers communicate clearly and regularly with their teams, setting any expectations and ensuring individuals can continue to deliver agreed outputs and outcomes.

To support this, we’re continuing to review the training we offer, and we’re providing specific resources for staff and managers in particular, both experienced as well as those newer to their role. We’re making changes to the PDR process to give staff a regular and structured opportunity to ensure they’re on track with their development, and you can find details on the full package of training, guides and drop-in sessions for staff and managers on our Organisational Development pages.

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Can I work from overseas?

Requests to perform role-related duties and work either partly or wholly outside of the United Kingdom will not be allowed other than in exceptional circumstances and in line with the International Working Policy. This is due to the potential significant tax compliance risk and cost implications to the University and/or the individual. Any such exceptions must be considered and approved in advance of an employee working outside of the UK, and advice must be sought from the relevant HR Manager / HR Business Partner in the first instance. Employees already working outside of the UK must be bought to the attention of the relevant HR Manager / HR Business Partner.

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Hybrid working practicalities

What does Hybrid Working mean for teams?

Different roles will vary in how much time teams will be able to spend working remotely compared to working on campus.

Face-to-Face / Essential Service Teams These teams are involved in the delivery of essential or face-to-face services that need to be delivered in person. Many staff in these teams will need to be on campus to carry out their roles, but may still be able to benefit from flexible working arrangements to support a healthy work/life balance. Teams should still consider any scope for hybrid working in these roles, such as such administration for managers, planning activities or online training that can be undertaken remotely.

Mixed Face-to-Face and Administrative Teams These teams deliver a mix of face-to-face and administrative outputs, such as events, teaching or individual appointments. Teams will need to be on campus for the face-to-face aspects of their roles, but can work remotely for example on some administrative tasks. Time spent on campus and specific working hours will be guided primarily by service needs, in conversation between managers and their staff; teams are likely to reduce their time spent on campus compared to pre-pandemic levels.

Mostly Administrative Teams These teams deliver outputs which can mainly or entirely be delivered remotely. Time spent on campus and specific working hours will therefore be decided by managers in conversation with their teams, ensuring teams can find a productive balance of work environments. We expect these teams will likely see the biggest reduction in time spent on campus compared to pre-pandemic levels, though individual working patterns will vary.

How will we manage team meetings if we’re not all together?

During the pandemic we found real benefits to platforms such as Teams for team meetings, and we expect to continue using those platforms at least for larger meetings as staff return to campus, in order to ensure everyone can be included wherever they’re working. Webcams and headsets are available for staff working on campus to be able to join meetings while working in a shared office. If you need either of these please order from IT via Ask us a Question. You do not need a cost code.

For meeting rooms, we’re working on a consistent minimum spec for AV to ensure we can make the most effective use of meeting space available across campus, including allowing for video conferencing as widely as possible.

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What equipment will I have working remotely/in the office?

Across the University, staff carry out a huge range of different roles – so there’s no one set of equipment for remote or office working. For IT equipment, any changes to what’s provided in campus buildings will be communicated locally before we return to campus, to let staff know what they can expect to find at workstations. Directors and managers will consider whether their own individual teams have any additional needs such as for working remotely.

For remote working, staff should carry out a Remote Working Assessment to ensure they have the right working environment, and discuss any identified improvements with their line manager where relevant. We recognise that some staff may have specific identified needs in order to benefit from hybrid working both on campus and working remotely – such as a specific chair – and these should be discussed through the usual occupational health process.

If you need to request a webcam or headset to help with Teams meetings, you can do so via Ask us a Question or by emailing helpdesk@warwick.ac.uk 
(You do not need to provide a cost code, however, provision is limited to one item per person.)

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What are the guidelines on working from home?

Further details can be found in the Hybrid Working Policy.

For support with looking after your general wellbeing, both on campus and remotely, you can find guidance on the Staff Wellbeing Hub and Health and Safety Services pages. You can get confidential support through the Employee Assistance Programme and Togetherall. You may also find useful information in the working at home toolkit on the Thrive at work website.

Remember to complete the Remote Working Assessment to ensure your working environment is safe and effective. If you answer No to any question, you should discuss the assessment with your line manager to establish any support or adjustments to your working conditions.

What if I require reasonable adjustments on account of a disability?

The University recognises its responsibility to make reasonable adjustments for disabled employees who may have specific identified needs, in order to benefit from hybrid working both on campus and working remotely.

The University’s My Adjustment Passport is a tool designed to help facilitate meaningful and confidential conversations with your line manager or other University representative about a disability that may require some workplace adjustments in order to support you in your role.

Occupational Health can provide advice on suitable adjustments and will need to be involved if there is expected equipment costs or there needs to be guidance on health and safety implications as a result of an employee's health condition. You are also encouraged to speak to your relevant HR Business Partner for further advice and/or support.

What is the difference between hybrid working and flexible working? Can I make separate requests?

The University’s Hybrid working means the ability to spend some time working on-campus and some time working remotely. Hybrid working aims to give teams greater flexibility around their normal hours, time, or place of work, with limited formal process. Decisions about hybrid working will be based on conversations between line managers, department leaders, and team members, in order to decide on the most appropriate working method to undertake their activities most effectively in a hybrid way. The final decision on the work that can be completed off-campus and work that requires attendance on-campus lies with the line manager.

From 6 April 2024 all employees have the statutory right to request flexible working. This is a formal process and employees can make up to two applications in a twelve month period in writing. Further information can be found in the University’s Flexible Working GuidelinesLink opens in a new window.

 

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