In implementing hybrid working, you as manager, in consultation with your team, will decide what the best arrangements are based on working priorities and, as far as possible, taking into account team members’ personal preferences.

Hybrid working requires good communication, consideration of others and a flexible attitude from everyone involved to make it work. It’s important that as a manager you are clear with your team on what is required of them, focusing on service needs as a guide for finding the right balance between remote and on-campus working.

The Hybrid Working Guidance document for managers sets out practical considerations for managing teams in a hybrid manner. In summary, hybrid working will vary depending on individual teams’ needs, there are a few key points to keep in mind:

• Trust and clear expectations are key for both team members and managers. Setting clear objectives, timescales for work completion and expected outcomes will all help to ensure that staff are working in a fair and cohesive manner with positive results.
• Business needs take precedent. While hybrid working aims to support a healthy work/life balance, not all roles or aspects of roles can be carried out remotely. You should discuss with your team members how best they can continue to deliver their role wherever they’re working, and any aspects of their role which may require a presence on campus. Hybrid working does not mean creating new fixed working patterns, and patterns of work may need to change or evolve in future.
• Effective communication is essential. Regular communications between the team, on a one-to-one and a collective basis will help make hybrid working a success.
• Flexibility is key. As social distancing requirements remain in place, it may only be possible for a small number of team members to be in the office at once. Continuous review and regular, open feedback will help you identify effective working patterns for your team.
• The right tools and technology are essential to getting the best out of hybrid working. This means continuing to use platforms like Teams to ensure staff are included in meetings wherever they’re working, as well as ensuring your team members have an appropriate remote working environment.
• Hybrid working isn’t a substitute for formal flexible arrangements – where team members need more specific arrangements in place, the University’s Flexible Working Guidance may be appropriate. At all times, for both the success of the University and the enjoyable working life of the staff member, it is important that a good balance of productivity is maintained for the hours colleagues spend at work.