SURVEY OF FLEXIBLE WORKING HSE Employers Agency 2005 HSE Employers Agency 2005 1
Contents Page Background 3 Findings of Survey Staff Questionnaire 4 Findings of Survey Management Questionnaire 24 Comparison Between Staff and Management Survey 44 HSE Employers Agency 2005 2
Review of Flexible Working in the Health Services Background During 2004 the HSEA undertook a survey of flexible working. The survey consisted of a postal questionnaire divided into two main sections: STAFF QUESTIONNAIRE Issued to 1,500 staff working in the Southern Health Board and the Northern Area Health Board. These staff were randomly selected, taking into account the percentages of staff employed in various grades. These staff may or may not have been availing of flexible working arrangements. MANAGEMENT QUESTIONNAIRE Issued to 200 managers throughout the public health service. HSE Employers Agency 2005 3
Findings of Survey 1. Staff Questionnaire (a) Overall Response Rate: 31% (b) Gender of Respondents: Female 8 Male 2 (c) Age Profile of Respondents: Age Profile Overall SHB NAHB 18 25 7% 5.1% 12.6% 26-30 14% 12.8% 16.6% 31-35 13% 14.8% 9.9% 36-40 16% 18.1% 12.6% 41-45 2 20. 17.9% 46-50 14% 13.6% 12.6% 51 plus 16% 15.1% 17.8% Age group breakdown 2 Overall SHB NAHB 18-25 26-30 31-35 36-40 41-45 46-50 51-55 HSE Employers Agency 2005 4
(d) Employment Status of Respondents: 73% of respondents indicated they are currently working full-time hours, 14% indicated they are working part-time hours with 7% indicating they are job-sharing. Overall Employment Status Not answered Other 0 4% Locum Job-sharing 7% Sessional Training 2% Part Time 14% Full Time 73% 2 4 5 6 7 8 (e) Length of Service With Current Employer: Length of Service Overall SHB NAHB 0-2 21% 17.2% 28. 3-5 9. 7.3% 6-10 14% 25. 25.8% 11-15 15.4% 13.2% More than 15 32.3% 25.2% HSE Employers Agency 2005 5
3 Overall Length of Service 21% 2 14% Overall 0-2 years 3-5 years 6-10 years 11-15 years >15 years Not answered (f) What was the Most Important Factor attracting you to your Current Post? Reasons Overall SHB NAHB Location 26.4% 21.3% Duties of Job 24. 28% Job Security 14% 16.8% 7.3% Hours of 8.4% 12.7% work/flexible Arrangements Opportunities for 8% 6.8% 11.3% Advancement Working 8% 8.4% 8% Conditions Other 4% 3.1% 6% Not Answered 6% 5.6% 5.4% Most important factor attracting staff to their current job is the duties of the job and the location, followed by job security and then Hours of Work/Flexible Working Arrangements. Trends in both locations are similar, however, job security seems to be more of an issue for those working in the Southern Health Board, while for those in the Northern Area Health Board opportunities for advancement is more of an issue. HSE Employers Agency 2005 6
2 SHB NAHB Overall Salary Location Hours/flexibility Duties of job Working conditions Not applicable Other reasons Opportunities for advancement Job security (g) What was the Most Important Factor influencing you to Leave your Previous Post? Location is the most important influencing factor for both areas, however location and family reasons are more pronounced for staff in the Southern Health Board. In the Northern Area Health Board lack of promotional opportunities and duties of the job are cited as important influencing factors. HSE Employers Agency 2005 7
Most important factor to influence leaving previous position 2 SHB NAHB Overall Salary Location Hours/flexibility Duties of job Working conditions Other Family reasons Working relationships Lack of promotional Opportunities Poor job security (h) Are Various Forms of Flexible Working Available to you? Results show a general availability of flexi-time, part-time hours, career-break schemes, flexible leave arrangements (taking of annual leave and parental leave). Initiatives reported as not widely available are tele-working, term-time working, annualised hours, compressed hours, self-rostering arrangements and pre-retirement initiatives. 10 9 8 7 6 5 4 Yes No Not/ans 2 Flexi-time Part-time Tele-working/home-working Term time Career break scheme Annulised hours Compressed hours Self-rostering arrangements Pre-retirement initiatives Flexible leave arrangements HSE Employers Agency 2005 8
(i) Are you Currently Availing of Flexible Working? Overall Staff Currently Availing of Flexible Arrangements 22% 17% 3% 2% 4% 1% 8% 9% 4% Flexi-time Part-time Tele-working/home-working Term time Career break scheme Annulised hours Compressed hours Self-rostering arrangements Pre-retirement initiatives Flexible leave arrangements (j) How Long would you like to Continue with this Flexible Working Arrangement? It is interesting to note that the vast majority of those on flexible working wish to continue with this arrangement into the future. 6 5 4 2 1-2 Years Forseable Future Indefinitely HSE Employers Agency 2005 9
(k) Have you applied for and been refused flexible working in your current post? 9% of those surveyed have requested and been refused flexible working. It would appear that the vast majority of staff who request flexible working are accommodated with same. (l) Main Reasons Given for the Refusal a. Concern regarding patient/client care or quality of service being provided b. Conditions attached to night working c. Lack of replacement staff d. Creates precedent for other staff e. Creates administrative/rostering difficulties f. Lack of guidelines on operation of scheme g. Nature of ones supervisory/management role (m) Advantages of Flexible Working: Respondents were asked to agree/disagree with the following questions regarding the advantages of Flexible Working, based on their experience. Increases Staff Morale Reduces Absenteeism Improves Staff Motivation Improves Patient/Client Care and/or Quality of Service Assists Staff Recruitment Encourages Staff Retention Improves Work/Life Balance Suits the Needs of the Services Improves Cost Effectiveness HSE Employers Agency 2005 10
(i) Increases Staff Morale 73% of those surveyed agree or strongly agree with this statement. Increases staff morale 8 7 6 5 4 Overall SHB NAHB 2 Undecided Not applicable (ii) Reduces Absenteeism 71% of those surveyed agree or strongly agree with this statement Reduces absenteeism 7 6 5 4 2 Overall SHB NAHB Undecided Not applicable HSE Employers Agency 2005 11
( iii) Improves Staff Motivation 69% of those surveyed agree or strongly agree with this statement. Improves staff motivation 7 6 5 4 2 Overall SHB NAHB Undecided Not applicable (iv) Improves Patient Care and/or Quality of Service 48% of those surveyed agree or strongly agree with this statement. disagree or strongly disagree with a substantial 27% undecided. Improves patient/client care and or quality of service 5 4 4 3 2 Undecided Not applicable Overall SHB NAHB HSE Employers Agency 2005 12
(v) Assists Staff Recruitment 7 of those surveyed agree or strongly agree with this statement Assists staff recruitment 8 7 6 5 4 Overall SHB NAHB 2 Undecided Not applicable (vi) Encourages Staff Retention 77% of those surveyed agree or strongly agree with this statement Encourages staff retention 8 7 6 5 4 Overall SHB NAHB 2 Undecided Not applicable HSE Employers Agency 2005 13
(vii) Improves Work/Life Balance 82% of those surveyed agree or strongly agree with this statement Improves work/life balance 7 6 5 4 Overall SHB NAHB 2 Undecided Not applicable (viii) Suits the Needs of the Services 47% of those surveyed agree or strongly agree with this statement. 14% disagree and a substantial 29% are undecided. Suits the needs of the services 5 4 4 3 2 Undecided Not applicable Overall SHB NAHB HSE Employers Agency 2005 14
(ix) Improves Cost Effectiveness 4 of those surveyed agree or strongly agree with this statement. 13% disagree or strongly disagree and a substantial 36% are undecided. Improves cost effectiveness 4 4 3 2 Overall SHB NAHB Undecided Not applicable HSE Employers Agency 2005 15
(n) Difficulties Associated with Flexible Working: Respondents were asked to agree/disagree with the following questions regarding the difficulties associated with Flexible Working, based on their experience. Difficult to grant due to lack of replacement staff Viewed as an entitlement rather than linked to service requirements Unable to replace staff due to financial constraints Unable to replace staff due to employment ceilings Time consuming for managers Resentment of colleagues towards flexible working Lack of clear guidelines regarding the operation of the scheme Has a negative impact on service provision Effects communication between team members Creates a precedent for other staff It is worth noting that in the responses dealing with difficulties associated with flexible working arrangements the percentage of staff opting for not applicable/not answered increases to an average of. HSE Employers Agency 2005 16
(i) Difficult to grant due to a Lack of Replacement Staff 47% of respondents agree or strongly agree with this statement. 29% of respondents disagree or strongly disagree with 14% undecided Difficult to grant due to lack of replacement staff 4 4 3 2 Overall SHB NAHB Undecided Not applicable (ii) Viewed as Entitlement rather than Linked to Service Requirements 5 of respondents agree or strongly agree with this statement. 3 disagree or strongly disagree with 18% undecided. Viewed as entitlement rather than linked to service requirements 5 4 4 3 2 Overall SHB NAHB Undecided Not applicable HSE Employers Agency 2005 17
(iii) Unable to Replace Staff due to Financial Constraints 37% of respondents agree or strongly agree with this statement. 31% disagree with 21% undecided. Unable to replace staff due to financial constraints 4 3 2 Overall SHB NAHB Undecided Not applicable (iv) Unable to Replace Staff due to Employment Ceilings 3 of respondents agree or strongly agree with this statement. 27% disagree or strongly disagree with undecided. Unable to replace staff due to employment ceiling 3 2 Overall SHB NAHB Undecided Not applicable HSE Employers Agency 2005 18
(v) Time Consuming for Managers 3 of respondents agree or strongly agree with this comment. 32% disagree or strongly disagree with 22% undecided. Time consuming for managers 4 3 2 Overall SHB NAHB Undecided Not applicable (vi) Resentment from Colleagues 24% of respondents agree or strongly agree with this statement. 43% disagree or strongly disagree with 21% undecided. Resentment from colleagues 4 4 3 2 Overall SHB NAHB Undecided Not applicable HSE Employers Agency 2005 19
(vii) Lack of Clear Guidelines as how Scheme Operates 44% of respondents agree or strongly agree with this statement. disagree or strongly disagree with 2 undecided. Lack of clear guidelines as how scheme operates 4 4 3 2 Undecided Not applicable Overall SHB NAHB (viii) Negative Impact on Service Provision 13% of respondents agree or strongly agree with this statement 54% disagree or strongly disagree with 2 undecided. Negative impact on service provision 4 4 3 2 Overall SHB NAHB Undecided Not applicable HSE Employers Agency 2005 20
(ix) Effects Communication Between Team Members 27% of respondents agree or strongly agree with this statement. 42% disagree or strongly disagree with 19% undecided. Effects communication between team members 4 3 2 Overall SHB NAHB Undecided Not applicable (x) Creates a Precedent: 28% of those surveyed agree or strongly agree with this statement. disagree or strongly disagree with 28% undecided. Creates precedent 5 4 4 3 2 Undecided Not applicable Overall SHB NAHB HSE Employers Agency 2005 21
(o) Respondents were asked to suggest improvements to flexible working arrangements within their employment. The following text is taken directly from the responses received in the staff survey. All staff members should have access to flexible working. Staff should submit to management working hours which meet their individual needs. Staff on flexible working should have the same opportunity for advancement to more senior positions as full-time staff. Tele-working would cut down on travelling time. Currently there is no flexible working arrangements for E.M.T. s. Nurse management grades should have access to flexible working. Clear guidelines are required for staff involved in flexible working. Good communication is vital for the success of flexible working. Staff being granted flexible working should be replaced with a staff member with similar experience. Important to meet service requirements. Career breaks should be available to temporary members of staff. Introduce more flexibility in the taking of parental leave. Should have the facility to decrease intensity and work-load from age 60. Employment ceilings put an enormous block on facilitating flexible working. Replace the person on flexible working with one identified person to help continuity of care, communication etc. Compressed hours should be introduced. Written guidelines regarding flexible working should be available to each staff member or on the website. People on flexible working should not be expected to do the work of a fulltime person. HSE Employers Agency 2005 22
People on flexible working want to drop certain days only (e.g. Fridays and Saturdays). This is not fair on other staff, the flexible days should be rotated. Should be recruitment of additional staff to facilitate flexible working. Should be standardised rules across whole of the health service. Need for increased access to information and increased awareness of flexible working. On-going review of flexible working e.g. questionnaires, feed-back from staff is required. Staff on flexible hours should ensure their work is up to date and avoid disruption to their full-time work colleagues. Flexible working should only be granted where it suits service requirements. Most suited to posts without supervisory and/or continuity requirements. I would be very interested in term time working. Unfair on full-time workers. I.T. system preferred to manual system for dealing with flexible working. Payroll Departments should forward a staff member details of their revised salary once they change to flexible hours, this does not happen currently. Promote a greater awareness of the benefits of flexible working to staff and service. Piloting of flexible working initiatives should be introduced. HSE Employers Agency 2005 23
2. Management Questionnaire Overall Response Rate: 52% It is worth noting, however, that there was a poor response rate to Section A, due mainly to a lack of available records at local level. Pensionable Part-Time Working Section A (a) Based on the information supplied the following points are worth noting: 84% of those who opted for permanent part-time working are female and 16% are male. 8 of staff working permanent part-time opted to reduce their hours while of staff increased their hours. It was hoped with the introduction of flexible working that staff on job-sharing would opt to increase their hours. However, evidence from this survey and also anecdotal evidence suggests that it has resulted in staff reducing their hours further. (b) What was the employment status of the employee prior to availing of permanent part-time working? Employment Status Prior to Availing of Permanent Part- Time 47% 2 19% 12% 2% Permanent Full-Time Permanent Part-Time Job-Sharing Number Temporary Other HSE Employers Agency 2005 24
(c ) Of the who increased their hours the average increase in hours per week is 10.5 (d) Of the 8 who decreased their hours the average decrease per week is 12 hours. Section B Flexible Working Arrangements: (a) Have you been unable to grant applications for Flexible Working in areas where such forms of flexible working are available? 28% of respondents have refused flexible working applications 72% of respondents have never refused flexible working applications Unable to grant applications for flexible working 28% 72% HSE Employers Agency 2005 25
(b) Were you unable to grant requests for Flexible Working Due to any of the Following Reasons? 28% 13% Lack of replacement staff 19% Concerns regarding patient/client care or service quality Applicant's supervisory/management role Creates precedent Lack of guidelines on operation of scheme (c ) Advantages of Flexible Working: Respondents were asked to agree/disagree with the following questions regarding the advantages of Flexible Working, based on their experience. Increases Staff Morale Reduces Absenteeism Improves Staff Motivation Improves Patient/Client Care and/or Quality of Service Assists Staff Recruitment Encourages Staff Retention Improves Work/Life Balance Suits the Needs of the Services Improves Cost Effectiveness HSE Employers Agency 2005 26
(i) Increases Staff Morale 84% of managers surveyed agree or strongly agree with this statement. Increases staff morale 8 7 6 5 4 2 Neither (* Neither represents those that neither agree nor disagree) (ii) Reduces Absenteeism 51% of managers surveyed agree or strongly agree with this statement. disagree or strongly disagree with it and a substantive 34% are undecided. Reduces absenteeism 4 4 3 2 Neither (* Neither represents those that neither agree nor disagree) HSE Employers Agency 2005 27
(iii) Improves Staff Motivation 71% of managers surveyed agree or strongly agree with this statement. disagree or strongly disagree with 19% undecided. Improves staff motivation 7 6 5 4 2 Neither (* Neither represents those that neither agree nor disagree) (iv) Improves Patient/Client Care and/or Quality of Service 41% of managers surveyed agree or strongly agree with this statement. 19% disagree or strongly disagree with 4 undecided. Improves patient/client care and/or quality of service 4 4 3 2 Neither (* Neither represents those that neither agree nor disagree) HSE Employers Agency 2005 28
(v) Assists Staff Recruitment 82% of managers surveyed agree or strongly agree with this statement. Assists staff recruitment 8 7 6 5 4 2 Neither (* Neither represents those that neither agree nor disagree) (vi) Encourages Staff Retention 88% of managers surveyed agree or strongly agree with this statement Encourage staff retention 8 7 6 5 4 2 Neither (* Neither represents those that neither agree nor disagree) HSE Employers Agency 2005 29
(vii) Improves Work/Life Balance 93% of managers surveyed agree or strongly agree with this statement. Improves work /life balance 8 7 6 5 4 2 Neither (* Neither represents those that neither agree nor disagree) (viii) Suits the Needs of the Services 36% of managers surveyed agree or strongly agree with this statement. 29% disagree or strongly disagree with a large 3 undecided. Suits the needs of services 4 3 2 Neither (* Neither represents those that neither agree nor disagree) HSE Employers Agency 2005 30
(ix) Improves Cost Effectiveness 34% of managers surveyed agree or strongly agree with this statement. 22% disagree or strongly disagree with a large 44% undecided. Improves cost effectiveness 5 4 4 3 2 Neither (* Neither represents those that neither agree nor disagree) (d ) Difficulties Associated with Flexible Working: Respondents were asked to agree/disagree with the following questions regarding the difficulties associated with Flexible Working, based on their experience. Lack of Replacement Staff Viewed as an Entitlement rather than linked to Service Needs Unable to Replace Staff due to Financial Constraints Unable to Replace Staff due to Employment Ceilings Time Consuming for Managers Resentment from other Staff Lack of Clear Guidelines as to how the Scheme Operates Negative Impact on Service Provision Effects Communication between Team Members Creates Precedent HSE Employers Agency 2005 31
(i) Lack of Replacement Staff 64% of managers surveyed agree with this statement. 2 disagree or strongly disagree with 16% undecided. Lack of replacement staff 6 5 4 2 Neither (* Neither represents those that neither agree nor disagree) (ii) Viewed as an Entitlement Rather than linked to Service Needs 81% of managers surveyed agree or strongly agree with this statement. Viewed as entitlement rather than linked to service need 7 6 5 4 2 Neither (* Neither represents those that neither agree nor disagree) HSE Employers Agency 2005 32
(iii) Unable to Replace Staff due to Financial Constraints 3 of managers surveyed agree or strongly agree with this statement. A substantial 47% disagree or strongly disagree with 18% undecided. Unable to replace staff due to financial constraints 4 4 3 2 Neither (* Neither represents those that neither agree nor disagree) (iv) Unable to Replace Staff due to Employment Ceilings 49% of managers surveyed agree or strongly agree with this statement. 4 disagree or strongly disagree with 11% undecided. Unable to replace staff due to employment ceiling 4 3 2 Neither (* Neither represents those that neither agree nor disagree) HSE Employers Agency 2005 33
(v) Time Consuming for Managers 77% of managers surveyed agree or strongly agree with this statement. Time consuming for managers 6 5 4 2 Neither (* Neither represents those that neither agree nor disagree) (vi) Resentment from Other Staff 51% of managers surveyed agree or strongly agree with this statement. 28% disagree or strongly disagree with 21% undecided. Resentment from other staff 4 3 2 Neither (* Neither represents those that neither agree nor disagree) HSE Employers Agency 2005 34
(vii) Lack of Clear Guidelines as to how the Scheme Operates of managers surveyed agree or strongly agree with this statement. 5 disagree or strongly disagree with 2 undecided. Lack of clear guidelines as how scheme operates 5 4 4 3 2 Neither (* Neither represents those that neither agree nor disagree) (viii) Negative Impact on Service Provision 24% of managers surveyed agree or strongly agree with this statement. A substantive 47% disagree or strongly disagree with a notable 29% undecided. Negative impact on service provision 5 4 4 3 2 Neither (* Neither represents those that neither agree nor disagree) HSE Employers Agency 2005 35
(ix) Effects Communication Between Team Members 58% of managers surveyed agree or strongly agree with this statement. 24% disagree or strongly disagree with 18% undecided. Effects communication between team members 4 4 3 2 Neither (* Neither represents those that neither agree nor disagree) (x) Creates Precedent 52% of managers surveyed agree or strongly agree with this statement. 28% disagree or strongly disagree with 2 undecided. Creates precedent 4 4 3 2 Neither (* Neither represents those that neither agrees nor disagree) HSE Employers Agency 2005 36
(e) Have you Carried Out an Evaluation on any forms of Flexible Working in your Organisation e.g. Tele-Working, Part-Time Working, Flexi-Time etc? Evaluated Flexible Working Yes No 8 (f) If yes what are Main findings? (The following text is taken directly from the responses received in the management survey.) Have evaluated the continuity of management on a ward where the clinical nurse manager has reduced hours. Communication systems put in place meet the continuity needs of both staff and the service. Staff on flexible hours happy, reduced absenteeism. However causes difficulty for rostering, interferes with continuity of care. Patients don t like meeting different staff members. Problems arose with staff, ineffective communication, resentment and confusion amongst full time colleagues. Speech and Language Department carried out an informal evaluation. Improves quality of life for employee on flexible working. Creates more work for line manager. Not possible to replace the staff member on flexible working, resentment from full time staff. Suits Speech and Language Therapy Services, allows staff continue in employment rather than opt for career break or work full-time in private practice. However difficulty with replacing staff. HSE Employers Agency 2005 37
Flexi-time scheme in operation working satisfactorily. Staff who are working flexible hours are of the opinion they are giving a better quality of service, improved work life balance. Positive response from all team members because it improves work life balance, staff are happier and apply themselves more diligently when in work. Has led to difficulties regarding continuity of care. A pilot flexi-time system was reviewed. The main findings were staff viewed this as an entitlement which causes difficulty for the managers at certain times. Staff accumulate flexi-days and use these instead of annual leave which leads to an accumulation of annual leave. Electronic recording strongly preferred to manual recording. (g) Difficulties Experienced in Operating Flexible Working Scheme The following text is taken directly from the responses received in the management survey. Difficult to allow staff to avail of flexible working because of staff shortages due to sick leave, parental leave, maternity leave, additional annual leave and the provision of training for staff. If a number of people apply in one Department it can be difficult to grant flexible working immediately. It is up to the manager to decide, usually based on seniority. They may have to defer a decision for a period but flexible working will be granted once a replacement is available. Difficult if nurse managers are on flexible working; difficulties maintaining communication, different management styles, differing clinical and management expertise. Computer system not modernised to cope with flexible working, manual records need to be maintained. This involves much calculations regarding pro-rata entitlements. Validating staff records for payment is time consuming and difficult. Facilitating persons with suitable time off and meeting the service needs as well as curtailing the cost implication in relation to replacement of staff on reduced flexible rosters. Shortages of nurses to cover sick leave, annual leave and parental leave because they are covering flexible hours. It creates more administration work in the pay area. HSE Employers Agency 2005 38
Requests for particular days off can be difficult to accommodate as some days are more popular than others. Some staff have the impression that they are entitled to the requested days off regardless of service requirements. Predominately the difficulty arises with replacement and also around the different roster in different units and co-ordinating the requests. The biggest difficulty however is replacement of staff. Hard to refuse requests, however there is a difficulty with staff all wanting Fridays off. Difficult to replace staff at senior level. Has led to a lack of continuity of care, some sense of loss to team and some inefficiencies as a result. Should only be approved for a certain length of time, has a negative impact on full-time staff, effects patient care. Difficulty with replacement staff for short hours and at senior level. In some cases we have to make do with less than full complement of staff. It needs to be made clear to employees that even though they have agreed to specific working hours there needs to be flexibility within the roster. Flexible working can lead to cherry picking of premium hours. Not possible to facilitate all staff. Can lead to loss of expertise in certain areas. May result in a lack of continuity in a service where a number of staff are working reduced hours. Increased numbers of staff on maternity leave, sick leave, force majeure leave, parental leave and therefore locum panels need more staff. Staff are self-interested and don t take into account the needs of the service. Due to the various types of reduced working schemes there are many demands on managers to facilitate it all. Leads to additional training costs, additional administration costs, human resource time, finance time etc. Communication difficulties, difficulties with consistency and continuity of care, difficulties with division of work exacerbated by the difficulty in getting locum cover. Public Health Nurses have three nursing qualifications Registered General Nurse, Registered Midwife and Public Health Nursing. When identifying staff replacement it is preferable than an RGN would have a midwifery qualification otherwise it puts a huge strain on Public Health Nurse colleagues regarding provision of cover. Time in lieu built up by people on flexi-time can cause scheduling problems. Leads to an increase in management workload. HSE Employers Agency 2005 39
In certain areas it has proved quite difficult to provide adequately trained staff to cover flexible working arrangements. Particularly if the hours are taken in half days or not during a long shift. Replacing nurse managers or specialist skills is particularly difficult. Present information technology system requires manual adjustment each week for flexible workers. Laborious inefficient method. Rostering difficulties. Difficulty in covering night duty. Reduction in quality of service delivery. Nurse may work irregular hours that do not synchronise with normal shift or peak activity. Most staff want their working hours to mirror school hours and holidays. It can be difficult therefore to cover during afternoons. School holidays are a little easier to cover because of the availability of students. Staff tend to view flexible working as an entitlement not always considering the service needs. Can be difficult to cover night duty, unsure how to calculate staff entitlements while on flexible hours. Leads to increased overtime working and use of agency nurses. Many managers find that extra staffing creates administrative difficulties from a rostering point of view, especially during peak holiday season. Also it can create communication and training difficulties and problems arranging team meetings. Maintaining continuity of care can also be difficult. Part time staff frequently resists changes to roster/working days and can be inflexible in their attitude towards change. They refuse extra hours available even during a time of staff shortages. Can reduce morale amongst full time staff as they feel they are carrying the workload of part time staff. We do not currently advertise for permanent part time staff to cover gaps in the roster, they are filled by temporary staff. Expectation to grant all requests irrespective of service needs. In dental services a dental surgeon must be assisted by a dental nurse at all times, therefore staffing rotas are more complex. People tend to want Fridays off and this can lead to difficulties. HSE Employers Agency 2005 40
Flexible working has been counter productive for us in that it has not brought additional staff into the service but more permanent staff are requesting shorter hours. Recruitment to part time posts is difficult, lack of continuity of care, decreased sense of responsibility, lack of efficient working on days of replacement, tension when other staff have to cover. Very expensive and has implications for continuity of care. Managers have more staff to manage. Staff presume an application will be granted immediately. Break in continuity of work and communication are issues being highlighted. Replacement staff not always experienced. Difficult to implement in areas of acute in-patient care when managerial posts are being shared. Trying to be fair and consistent with applications is difficulty. Superannuation issues. Staff don t give sufficient notice of application to reduce hours. Flexible working can have a negative effect on clients. (h) Suggested Improvements to the Scheme The following text is taken directly from the responses received in the management and staff survey. Introduction of skill mix Staff must give sufficient notice of request for flexible working. Staff need to understand that in emergency situation they may be requested to return to full time working. Remove employment ceilings. Staff who apply for flexible hours will have to be replaced otherwise their request will be refused by managers and they may subsequently leave the service. I never refuse a request otherwise staff will leave and we end up employing agency staff at additional cost. Needs to be a greater awareness of the flexible working scheme. Employers should be given support as to how they can accommodate requests such as the setting up of waiting list systems, organisational mapping etc. HSE Employers Agency 2005 41
The specific difficulties for employers with a smaller pool of staff needs to be looked at. Need for more detailed and specific guidelines as everything is left to the line manager s discretion. Job-sharing is better than flexible hours as the latter has led to a shortage of nurses. Applications should not be approved until a replacement staff is sourced. A list of qualifying conditions which must be met should be drawn up and agreed before an application may be approved. Superannuation entitlements need to come in line with current changes in legislation. Introduce a minimum number of hours that has to be worked e.g. 20 hours per week. Create a bank of nurses to work in Dublin area. When flexible working is granted the line manager is not always allowed to fill the vacant hours, this needs to be addressed. I believe each area should have a particular benchmark for the number of staff on flexible working and they should remain within this at all times. A single set of uniform rules required to govern the scheme. More structured application to allow for better workforce planning. Greater clarity on schemes support for managers and advice on discretionary areas. In view of difficulty in replacing senior managers we would suggest the flexible working be more prescriptive for these grades. Introduce a self-staffing system in each unit. Limit of reduction of hours to 5. national policies and procedures for granting of increments, annual leave, sick leave, pro rata benefits etc. Introduce flexi-time and compressed hours, which would reduce part-time working. Try and ensure hours are worked at times of peak activity. HSE Employers Agency 2005 42
Granting of flexible working must be service related. Pension entitlements should relate to hours worked and not contracted hours. When the service requires it, it should be possible by mutual agreement to vary off time. Service requirements must come first and there is no automatic entitlement to flexible working. Change payroll system to reflect attendance patterns. Provision of wte s to cover for staff on training courses. HSE Employers Agency 2005 43
3. Comparison Between Staff and Management Questionnaires (a) Advantages of Flexible Working versus the Difficulties Associated with Flexible Working (i) Advantages of Flexible Working It is clear from the summary set out below that both staff and management recognise the advantages of flexible working. In some cases the response from management is more favourable than from staff regarding the advantages of flexible working. The response from management is considerably less favourable that the staff s response in two areas, namely: - Flexible Working Reduces Absenteeism Suits the Need of the Service Advantages / - Staff Questionnaire Increases Staff Morale 73% 84% Reduces Absenteeism 71% 51% Improves Staff 69% 71% Motivation Improves Patient/Client Care and/or Quality of Service 48% 41% Assists Staff Recruitment Encourages Staff Retention Improves Work/Life Balance Suits Needs of the Service Improves Cost Effectiveness 7 82% 77% 88% 82% 93% 47% 36% 4 34% / - Management Questionnaire HSE Employers Agency 2005 44
(ii) Difficulties Associated with Flexible Working From the summary below it is clear that a higher percentage of managers agree that there are difficulties associated with flexible working. In most of the examples given the difference in the response between the two groups is significant. Difficulties / Staff Questionnaire Difficult to Grant due to a lack of Replacement Staff Viewed as an Entitlement rather than Linked to Service Requirements Unable to Replace Staff due to Financial Constraints Unable to Replace Staff due to Employment Ceilings Time Consuming for Managers Resentment of Colleagues towards Flexible Working Lack of Clear Guidelines as to how the Scheme Operates Has a Negative Impact on Service Provision Effects Communication Between Team Members Creates a Precedent for Other Staff 47% 64% 5 81% 37% 3 3 49% 3 77% 24% 51% 44% 13% 24% 27% 58% 28% 52% / Management Questionnaire HSE Employers Agency 2005 45
(b) Summary of Other Main Points Arising From Survey The most important factor attracting staff to their current job is the duties of the job and location followed by job security and then hours of work/flexible working. Location is the most important factor which influenced staff to leave their previous position. The vast majority of staff on flexible working wish to continue with this arrangement indefinitely. 9% of staff surveyed have applied for and been refused flexible working. 72% of managers surveyed have never refused an application for flexible working. The introduction of permanent part-time working has resulted in more staff opting to reduce hours rather than encouraging staff such as job-sharers to increase their hours of work. The main reason for managers surveyed refusing applications for flexible working is that it creates a precedent for other staff. of managers surveyed have carried out an evaluation on any forms of flexible working within their organisation. (c ) It is evident from the survey that both staff and management recognise the benefits of flexible working throughout the health services. The report has also highlighted, significant difficulties being experienced by staff and managers, particularly those managers operating the flexible working scheme at line manager level. These issues are set out in the following sections of the report. Staff Questionnaire - Suggested Improvements to Flexible Working (See Page 20) Management Questionnaire Main Findings of Evaluation of Flexible Working (See Page 35) Management Questionnaire Difficulties Experienced in Operating Flexible Working Scheme (See Page 36) Management Questionnaire Suggested Improvements to the Scheme (See Page 39) HSE Employers Agency 2005 46
HSE Employers Agency 2005 47