Bolton MBC Housing Department
Background
Within the framework of previously drafted policies and single status negotiations that cover the whole Metropolitan Borough Council, Bolton Housing Department (BHD) needed to utilise the work-life balance facilities already available to them. In addition, they wanted to prepare its employees to understand the benefits for themselves and service provision.
The aims of the project were to instigate a culture change, in particular:
- to create a culture that allows and encourages all types of employees (staff, workers and managers) to come forward with requests of different working options;
- to encourage managers to received requests favourably and with the spirit of resolving problems;
- to ensure a consistent approach to work-life balance throughout BHD.
Key Initiatives
Presentation to departmental management team so that they understand the business case and their role in culture change.
Management training and support to understand the business case, the way to administer flexible working contracts and manage service delivery issues. Where feasible follow-up was made in additional sessions of training groups, otherwise HR supported as necessary.
Information and communicating work-life balance issues, benefits and working options available, including road shows, innovations (a reward scheme for innovative ideas) and information in 'Housing Matters' internal magazine.
Sustaining the project as an employee led initiative by setting up and supporting a forum that represents work-life balance issues long after Challenge Fund project was completed.
Back up support such as payroll advice, easy to read fact sheets on policies, etc.
Special information and development sessions for all TU representatives.
Key Outcomes
Increased number of options to offer employees.
Greater openness of employees to come forward to request flexible working options - for managers as well as staff.
Greater openness to discussion of individual needs.
Flexi-time opportunities extended by broadening time within the system and reducing core time limitations i.e. now operates from 07.00-19.00 Monday to Friday and Saturday morning.
Flexi-time system opened up to all staff including managers and make work-life balance relevant to them.
More people now benefit from creative work-life balance solutions, for example:
- Person K - to accommodate their needs and reduce the stress of trying to balance demands from home they have benefited from a flexible V-time contract.
- Person D - who is suffering from acute depression most evident in the morning. By being flexible with their hours they can come in later, take a shorter lunch, and leave later to make up time.
- Person X - has taken a sabbatical doing voluntary work with a Hong Kong Housing Organisation for 18 months. BHD will benefit from their experience on their return.
- Person H - has a child with a medical condition that required extra occasional medical care. By banking hours over a period of time this person has been able to take time as needed.
- Person I - obtained post with another department but was persuaded to stay when Term Time Working was offered.
Summary
There is a much greater understanding of the need for work-life balance and in roads have been made into changing the culture at BHD. The majority of managers that attended the training have a greater acceptance and understanding of individuals' needs and why this will also benefit the units in the longer term.
Commitment of departmental management team and personnel has meant that the project kept its profile and that things are seen to be happening. In addition, the forum established to represent all the interested parties has ensured that the project has kept a momentum and that it is appreciated as transparent and open to all.