Charities need to develop cultures of trust and a focus on outcomes to properly embed flexible working, sector bodies said today.
Membership bodies NCVO and ACEVO, with Starfish Search, today published a report, Time to Flex, based on research and interviews by a working group formed last autumn.
The report argues that true flexible working can help charities attract talent, remove barriers to working in the sector and support inclusive cultures that promote wellbeing.
It makes six main recommendations, such as ensuring all jobs are advertised as flexible.
The report also warns that if flexibility is not properly introduced and managed it can have a negative impact, such as staff working more hours than they should.
Becky Hewitt, chair of the Flexible Working Group, said: “Many charities are facing a moment where the need is greater than ever before – while resources and funds are increasingly stretched. Our passionate, committed and mission-driven workforce often ‘lean in’ themselves, working long hours in service of the cause and not wanting to ‘let anyone down’.
“Yet Covid-19 has taught us that we can work differently – and more flexibly – when the will is there. From our conversations across the sector, it’s clear there is now a unique opportunity to build on what we have learnt during the pandemic and move on from outdated ways of working – redesigning work in the voluntary sector so that supporting people’s ‘whole selves’ and productivity can go hand in hand.”
What is flexible working?
The report says it is important that leaders have a broad understanding of what is covered by flexibility, beyond home or part-time working.
“Building a deeper understanding of the wide range of options available will be crucial to embedding flexibility successfully,” the report says.
This includes making flexibility available to everyone, and not just those with particular caring responsibilities or health conditions. Employers were also advised to support staff to set boundaries and manage their workloads.
Ama Afrifa-Tchie, head of people, wellbeing & equity at Mental Health First Aid England and a member of the Flexible Working Group, said: “It’s also about empowering my team so that I don’t need to be in every single meeting. We need to change mindsets so the focus is more on outputs rather than presenteeism.
“So many people have had to work differently during the pandemic and I think a big part of making flexible working a success is providing people with the tools and guidance to support them. The decision-makers in organisations must also ask themselves how equitable they are being, and how inclusive are you in involving your workforce to co-design your workplace culture.”
Risks to true flexibility
NCVO and ACEVO urge charities to avoid a “knee-jerk” return to pre-pandemic ways of working, because “the best of face-to-face connection can be done flexibly”.
Another risk is that staff who have flexible working patterns end up working longer to compensate.
A culture of overwork is a particular challenge for the sector, NCVO and ACEVO say, and rising demand puts extra pressure on people to do as much as possible, especially if they have lived experience or passion for the cause.
“Our incredible volunteer workforce mean that unpaid service is baked into our psyche, which can make it harder for paid staff to set boundaries,” the report says.
It suggests leaders should act as role models.
“Choosing a work pattern that promotes your own work-life balance and wellbeing sends a strong message that this is how you do business here, and gives other confidence to make a request,” the report says.
Recommendations
The report advises charities that:
- Employers should proactively consider how flexibility is possible in the job design for all roles.
- Flexibility should be advertised for all roles and employers should lead the conversation about how flexibility can work.
- Organisations and individuals should share their stories of how flexibility is working
- Organisations should embrace a position of trust – where individuals are more empowered to manage their time based on outcomes and impact.
- Organisations should have the courage to experiment, make mistakes, adjust, learn and improve.
- Flexibility to become a central pillar of equity, diversity and inclusion, and wellbeing strategies.
Next steps
The report includes case studies and guidance for charity leaders, and NCVO and ACEVO say they have plans for a second phase.
This might involve more training and toolkits to help the sector champion flexible working.
Sarah Vibert, interim chief executive, NCVO, and Vicky Browning, chief executive, ACEVO, said: “We want to create a culture in the voluntary sector that values and champions flexible working. Flexible working promotes wellbeing in the workplace, and it increases productivity. It’s critical for inclusion. It’s important for attracting and retaining a talented, diverse pool of staff.
“Put simply flexible working for our teams will help the voluntary sector deliver more for the people and communities we support. We’re looking forward to working with our members to make flexible working in voluntary organisations the norm.”
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