Dynamic working overarching principles

The overarching principles for how dynamic working operates at Loughborough University are:

  • Managers are responsible for fostering a flexible and responsive work environment, ensuring operational effectiveness while supporting employees' desire for remote work where feasible. Dynamic working arrangements, including remote work options, should be encouraged when operationally viable but recognising that there will always be tasks and roles that will require an on-campus presence.  
  • Where remote working is supported, it is expected that the majority of time will be spent on campus and managers will determine the proportion of an employee’s role that can be worked flexibly, considering both the operational needs of the role, the team’s effectiveness and the need to develop and maintain a positive team culture. 
  • Staff are expected to remain adaptable and responsive to changes in business needs, with the understanding that dynamic working agreements may evolve as circumstances shift. These arrangements should be discussed with new staff during onboarding to set clear expectations. 
  • Dynamic working arrangements must be equitable and based on mutual trust and flexibility. Care must be taken to ensure that no one is disadvantaged because of the working pattern that they, or others, have agreed, such as additional roles being assigned to colleagues who work on campus more than others.
  • Dynamic working is a non-contractual, informal arrangement between line managers and employees to provide flexibility in where and, to some degree, when work can be carried out. Employees can apply for a fixed change to work patterns via the flexible working policy, however there is no automatic right to this.
  • Managers must determine how best to ensure that strong communication and team cohesion remains a priority where dynamic working is in operation.
  • Employees must be available to attend campus meetings and events as required and within their normal contracted working hours/days.   This includes at short notice, noting that as much notice as possible should be given. However, where attending in-person presents problems, it is reasonable for employees to request an online meeting instead and the manager should consider this in light of the circumstances. Ultimately, if the manager determines that the employee must attend in-person, this must be adhered to. 
  • Employees should indicate when they are working from non-campus locations by blocking out the time as “working elsewhere” in Outlook. 
  • Employees must ensure their off-campus setups comply with DSE regulations and Loughborough University IT and information security procedures.  The place for remote work may include suitable non-home location(s) and should be discussed and agreed with their manager. 
  • Employees have the right to work fully on campus if they want to. As such, Loughborough University will not fund equipment or furniture for home-working, unless there is an occupational health recommendation to do so. 
  • Employees who are dynamic working cannot have a desk allocated on campus for their sole use (unless there is an occupational health requirement or an operational reason why this is necessary).  
  • Employees must have access to an appropriate desk, chair and IT setup when they work on campus (and have reasonable adjustment requests considered and applied as appropriate).  
  • Employees should have regular opportunities to co-locate with their team members.
  • Managers and employees should, in the first instance, work together positively to resolve any perceived issues around dynamic working, however employees may seek advice from their HR Business Partner if they feel that they are being treated inequitably.  
  • Dynamic working can be revoked for individual employees in the event their performance suffers as a direct result of these arrangements, or a manager/HR has cause to believe that home-working is detrimental to an employee’s health, safety or wellbeing.
  • Managers should set clear expectations and agree a period of time during which issues must be resolved before revoking dynamic working.
  • Should the needs of the university change, it may also be necessary to revoke dynamic working for employees, however this must be done in a considered and equitable way.

This table helps illustrate the differences between flexible working and dynamic working:

Dynamic working Formal flexible working
Loughborough University scheme Employment law
Non-contractual framework Contractual change
A framework to promote flexibility and autonomy within a team/department Enables an individual to request a working arrangement to support specific family, health or personal needs
Manager led - can change from time to time in line with business needs Employee led - permitted up to two requests year
Manager to regularly communicate with staff and ensure framework is included in induction Communication is limited to a "need to know" basis
Ensure all staff maintain Outlook calendar to confirm working hours and location Ensure member of staff is clear in Outlook calendar on working hours and location
Manager to keep local records Arrangement confirmed in writing by HR and line manager
If the dynamic working arrangement is not working for all parties, informal resolution recommended as a first step If the formal flexible working request is declined, the employee can appeal using grievance appeal procedure
No timeline or time limits, variations can be locally agreed Legal procedure with set timescales
HR support is optional to implement and maintain HR support required to implement and complete process with line manager

 

Dynamic working home
Working on campus