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Is this the end of traditional office working?

Jennie Forey, Chwarae Teg
March 26, 2020

“Trust me with my time, trust me to do my job and I’ll deliver results,and be a happier employee too” (Ressler & Thompson, 2008)

Here at Chwarae Teg we work with organisations of all sizes and sectors to help them develop their working practices. Below are some frequently asked questions about agile working that might be useful if you’re currently reviewing your own systems and policies.

What exactly is results-based / agile working?

In a nutshell Results-Based Working – also known as agile working – aims to increase productivity by giving employees the freedom to work in the manner that suits them best as long as they deliver agreed outcomes.

At Chwarae Teg we developed, piloted and implemented our own agile working system in 2015, which we call “Achieve”. Every staff member is issued with a laptop and mobile phone, we hot desk when we’re in the office with no desktop computers or direct landlines.

For us work is very much an activity and not a location, with a focus on action and results – not time spent in the office. It’s a very empowering approach for staff, and it means the business carries on as normal when other organisations are affected by snow, floods and now in the face of the Coronavirus.

How does it work?

Agile Working is an informal arrangement that enables a better work-life balance. It can be used for short term changes to normal working patterns,sometimes just for a one-off event, and is not the same as Flexible working which is enshrined in legislation.

You measure team members by their performance, results or output, not by their presence in the office or the hours that they work. You give them complete autonomy over their projects, and you allow them the freedom to choose when and how they will meet their goals.

We already offer flexible working, how is this different?

Agile working is not the same as having flexible hours, core hours or the Right to Request legislation which works on the assumption that an employee wants to work in a different way to the organisational ‘norm’.

·        A formal flexible working request usually involves a permanent change to terms of employment.

·        Offering core or flexible working hours measures inputs not outcomes i.e. it still focuses on the hours worked which can lead to “presenteeism”.

Agile Working depends on a high degree of trust between the organisation& the individual to achieve outcomes. It’s not just about being nice to your staff. It’s about being very clear about objectives and expectations:

·        Works on the assumption that work is what we do not a place we go

·        A system of working to suit the business and individual needs according to requirements.

·        The focus is always on achieving agreed outcomes

What benefits can this offer my business?

The advantages organisations gain from results-based working include both hard and soft measures, and can ultimately benefit your bottom line:

·        Diverse, inclusive talent recruitment & retention – be seen as an employer of choice, get the best talent and reduce recruitment costs

·        Business Outcomes – reduce the gender pay gap, and benefit through improved performance and results from your teams.

·        Employee engagement and loyalty – employees are more likely to be flexible for the organisation (for example, changing their working hours when the need arises), and show more loyalty.

·        Enhanced work performance – Increased productivity and better quality of work, more efficient ways of working,employees can organise and manage their workload better.

·        Avoiding negative employee outcomes – Help avoid work-related stress, and reduce sickness absence.

·        Positive work culture – Giving staff a say gives them autonomy and responsibility. This starts a buzz among teams and enables streamlining, higher morale, progression and increased focus.People appreciate the flexibility and deliver more effective and efficient outcomes.

If you want to know more, join our webinar ‘It’s not too late to getAgile!’

Tuesday 31st March, 1 – 2pm

https://attendee.gotowebinar.com/register/2660570055258071309

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A yw hyn yn ddiwedd ar waith swyddfa traddodiadol?

“Trystiwch fi gyda’m hamser fy hun, trystiwch fi i wneud fy ngwaith, acfe fydda i’n cyflawni canlyniadau, ac yn weithiwr hapusach hefyd” (Ressler & Thompson, 2008)

Gyda llawer o fusnesau’n edrych ar ffyrdd o gynnal eu cynhyrchiant a galluogi gweithwyr i barhau i weithio yng nghanol pandemig, mae Gweithio Ystwyth yn bwnc amserol.

Yma yn Chwarae Teg rydym yn gweithio gyda sefydliadau o bob maint a sector i’w helpu i ddatblygu eu harferion gwaith. Isod mae cwestiynau cyffredin am weithio ystwyth a allai fod yn ddefnyddiol os ydych yn adolygu eich systemau a’ch polisïau ar hyn o bryd.

Beth yn union yw gweithio ar sail canlyniadau / gweithio ystwyth?

Yn gryno, nod gweithio ar sail canlyniadau – a elwir hefyd yn weithio ystwyth – yw cynyddu cynhyrchiant drwy roi’r rhyddid i weithwyr weithio yn yffordd sy’n gweddu orau iddyn nhw gyhyd â’u bod yn cyflawni’r canlyniadau y cytunwyd arnynt.

Yn Chwarae Teg, gwnaethom ddatblygu, treialu a gweithredu ein system gweithio ystwyth ein hunain yn 2015, system yr ydyn ni’n ei galw’n “Cyflawni”. Mae pob aelod o staff yn cael gliniadur a ffôn symudol, ac rydym yn ei defnyddio pa bynnag ddesg sy’n rhydd pan fyddwn ni yn y swyddfa. Does dim cyfrifiaduron pen desg na linellau tir uniongyrchol.

I ni, mae gwaith yn weithgaredd ac nid yn lleoliad, gyda’r ffocws ar weithredu a chanlyniadau – nid ar yr amser a dreulir yn y swyddfa. Mae’n ddull hynod o rymusol ar gyfer staff, ac mae’n golygu bod y busnes yn rhedeg fel arfer pan fydd sefydliadau eraill yn cael eu heffeithio gan eira, llifogydd a nawr, y Coronafeirws.

Sut mae’n gweithio?

Mae Gweithio Ystwyth yn drefniant anffurfiol sy’n galluogi gwell cydbwysedd rhwng gwaith a bywyd. Gellir ei ddefnyddio ar gyfer newidiadau tymor byr i batrymau gwaith arferol, weithiau ar gyfer digwyddiad unigol yn unig, ac nid yw’r un fath â gweithio hyblyg sydd wedi’i ymgorffori mewn deddfwriaeth.

Rydych yn mesur aelodau tîm yn ôl eu perfformiad, eu canlyniadau neu eu hallbwn, ac nid yn ôl eu presenoldeb yn y swyddfa na’r oriau y maen nhw’n gweithio. Rydych yn rhoi ymreolaeth lwyr iddynt dros eu prosiectau, ac rydychyn rhoi’r rhyddid iddynt ddewis pryd a sut y byddan nhw’n cyflawni eu nodau.

Rydym eisoes yn cynnig gweithio hyblyg, sut mae hyn yn wahanol?

Nid yw gweithio ystwyth yr un fath â bod ag oriau hyblyg, oriau craiddneu’r ddeddfwriaeth Hawl i Ofyn sy’n gweithio yn ôl y dybiaeth bod gweithiwr am weithio mewn ffordd sy’n wahanol i’r ‘norm’ sefydliadol.

·        Mae cais ffurfiol am waith hyblyg fel arfer yn golygu newid parhaol mewn telerau cyflogaeth.

·        Mae cynnig oriau gwaith craidd neu hyblyg yn mesur mewnbynnau ac nid canlyniadau h.y. mae’n dal i ganolbwyntio ar yr oriau a weithiwyd a gall hyn arwain at “bresenoliaeth”.

Mae Gweithio Ystwyth yn dibynnu ar lefel uchel o ymddiriedaeth rhwng ysefydliad a’r unigolyn er mwyn cyflawni canlyniadau. Nid bod yn neis wrth eich saff yn unig yw hyn. Mae’n ymwneud â bod yn glir iawn ynglŷn ag amcanion adisgwyliadau. Mae’n:

·        Gweithio ar sail y dybiaeth mai’r hynyr ydym yn ei wneud yw gwaith ac ni y lle rydyn ni’n mynd

·        System o weithio i weddu anghenion y busnes ac anghenion unigol yn unol â’r gofynion.

·        Canolbwyntio bob amser ar gyflawni canlyniadau cytunedig

Pa fanteision y gall hyn eu cynnig i’m busnes?

Mae’r manteision i sefydliadau o weithio ar sail canlyniadau’n cynnwys mesurau caled a meddal, a gallant fod o fudd sylfaenol yn y pen draw:

·        Recriwtio a chadw talent amrywiol a chynhwysol – cael eich gweld fel cyflogwr o ddewis, cael y dalent orau a lleihau costau recriwtio

·        Canlyniadau busnes – lleihau’r bwlch cyflog rhwng y rhywiau, a chael budd o ganlyniad i well perfformiad a chanlyniadau gan eich timau.

·        Ymgysylltiad a theyrngarwch gweithwyr – mae gweithwyr yn fwy tebygol o fod yn hyblyg er mwyn y sefydliad (er enghraifft, newid eu horiau gwaith pan fo’r angen yn codi), a dangos mwy o deyrngarwch.

·        Gwell perfformiad gwaith – gwell cynhyrchiant a gwell ansawdd gwaith, ffyrdd mwy effeithlon o weithio, gall gweithwyr drefnu a rheoli eu llwyth gwaith yn well.

·        Osgoi canlyniadau negyddol i weithwyr – helpu i osgoi straen sy’n gysylltiedig â gwaith, a lleihau absenoldeb oherwydd salwch.

·        Diwylliant gwaith cadarnhaol – mae rhoi llais i staff yn rhoi annibyniaeth a chyfrifoldeb iddynt. Mae hyn yn creu brwdfrydedd ymhlith timau ac yn galluogi dulliau mwy effeithiol o weithio, morâl uwch, dilyniant a gwell ffocws. Mae pobl yn gwerthfawrogi’r hyblygrwydd ac yn cyflawni canlyniadau mwy effeithiol ac effeithlon.

Cofrestrwch ar gyfer ein gweminar a gynhelir cyn bo hir ‘'Dydy hi ddim yn rhy hwyr i fod yn ystwyth!’

Dydd Mawrth, 31 Mawrth 2020, 1 – 2yp

https://attendee.gotowebinar.com/register/2660570055258071309

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