3 New Working Practices We now live in a 24/7 society. 9-5 pm hours have been replaced with a variety of different forms of workingWorking from different locations (home, office, café etc)Some tasks are outsourced to other organisations.
4 Examples of Work Patterns… Traditional Work Patterns (Office-Based)Newer Work PatternsPart-timeHomeworking, TeleworkingFlex-timeHot-deskingShift workCareer BreaksJob ShareNon-paid leave
5 Impact on the Employer Advantages to Employer Disadvantages to EmployerLarger pool of labour so wider range of available skillsDifficult to offer training and staff development to all part-time workersAbility to offer flexible work patterns may suit employees with children – retaining good staffNot always easy to ensure health and safety in home environmentHappier staff will improve morale and increase productivityHarder to organise and control a large number of part-time workersLess absenteeismDifficulties in communicationCheaper rent/accommodationTechnical difficulties when equipment breaks downImpact on the Employer
6 Impact on the Employer Advantages to Employee Disadvantages to EmployeeImproved ‘work-life’ balanceFewer opportunities for staff development trainingLower stress levels – time to ‘recharge’ on days offFeelings of isolation in the home environmentFreedom to choose when and where to workHot-desking may result in depersonalisation of space, leading to a feeling of not belongingReduction in travelMore difficult to develop new relationshipsMore accessible for people with disabilitiesDifficult to balance work and home commitments, need for discipline to work working hoursImpact on the Employer
7 Career BreaksThe aim of a career break is to retain a valued and competent employee and allow them to have an agreed period of time off.Can range from 6 months to 5 years.Some retraining may be offered before the return to work.Non-paid leave may also be offered to parents during the long summer holidays.
8 Working Contracts Part-time – permanent or temporary Full-time – permanent or temporaryTemporary contracts – for an indefinite period of timeFixed-term contracts – will have a fixed start and end date
9 OutsourcingWork is contracted out either to gain services more cheaply and cost-effectively (eg cleaning, security or catering) or for specialist services (eg payroll or call centres)
10 Flexible Working…Employers use the flexibility of contracts to cover periods of boom, slump and holidays in the most efficient and effective way. It is unusual for an employee to serve 25 years or more in a single organisation, as full-time permanent contracts are increasingly rare.
11 Flexible Working – The Benefits Improved work-life balanceIncreased productivityImproved morale and motivationReduction in stressWorkforce feel ‘refreshed’
12 Internet ResearchVisit the Flexibility website to find out more about options for flexible working.
13 Employment Rights Visit the websites of these organisations: BERR – to find out about the rights of part-time workersACAS – to find out about the rights of fixed-term employees.WorkSMART – for more about workers’ rights.
14 Career Breaks: Your Rights Investigate what rights an employee has while on a career break.
16 The ContractThe Employment Rights Act 1996 states that an employee must receive a written contract of employment within 8 weeks of starting work. Itemised pay-slips; rights regarding working on a Sunday and maternity/paternity leave and the termination of employment are also covered.Job titleHoliday detailsRequired dutiesPension detailsWorking hoursDiscipline and Grievance ProceduresSalary detailsCommencement Date
17 Implied Terms in a Contract Some terms of employment may not be written down but are implied by law or by custom and practiceAn example traditionally finishing at midday on Christmas Eve.For further background see Tutor2U.
21 The Changing Work Environment Touchdown AreaChill-Out AreasPublic Transport (Promotion)Digitisation of paperworkMove to open-plan offices
22 Office LayoutPoorly designed layout will disrupt the efficiency of workflow.eg you should not need to walk from one end of the building to another to collect a printout.
23 Sick Building Syndrome Employees who work in large open plan office environments sometimes complain of illnesses such as:headachessore throatstirednesswhich they believe are associated with the building that they work in.
24 Open Plan Offices Advantages Disadvantages Easy to supervise staff Noisy – distractionsSavings in Space and EquipmentUnable to alter heating to suit personal requirements – often only air conditioning.Staff social areas away from work areaLack of privacy and personal spaceMeeting rooms for private workIllnesses are more easily spreadShared resourcesDifficulty in keeping information confidential
25 Cellular Offices Advantages Disadvantages Quiet – doors can be closed Wastes spaceStatus – boss has own roomMore difficult to supervise and share resourcesPrivacy for one-to-one discussionsUneconomicAbility to alter heat and light to suit personal tastesDifficult to promote teamwork
26 Google’s London Office Visit this website to view photographs and a short video.The BBC News website also has a short article and video.
27 Internet ResearchUse the Internet to find out more about sick building syndrome.Make notes about the syndrome, and find out how organisations can arrange the work environment to prevent it.
28 Office ErgonomicsFitting the workspace environment and the employee together in the best way to prevent physical and mental health problems.Increasing musculoskeletal disorders:Carpal tunnel syndromeRSIBack injuriesNeck and Shoulder pain
29 Office Ergonomics Creating a feeling of well-being: The right type of furnitureEquipmentLightingVentilationDécorPicturesPlantsPersonal possessions
30 Examples of Ergonomics in Practice Dull or dark colours can be demotivating.Blue, Lemon and Green – restful and have a positive effect on morale and motivation.Noise – can add to stress levels.
31 Internet ResearchVisit the Open Ergonomics website for more information on the importance of ergonomics in the workplace.Note: this website is no longer live on the internet – make use of the WayBack Machine (Internet Archive).
32 Internet ResearchFurther advice can be found here.
34 Health and Safety Legislation You need to know about the following:Health and Safety (First Aid) Regulations 1981Workplace (Health, Safety and Welfare) Regulations 1992The Health and Safety (Display Screen Equipment) Regulations 1992Fire Precautions (Workplace) (Amendment) Regulations 1999
35 General Health and Safety The work environment must meet minimum standards in terms of heat/light/first aid provision.Employers have a responsibility for carrying out regular risk assessments of activitiesEmployees must take reasonable care of themselves and othersEmployees have a responsibility to take all reasonable care in the use of equipment, reporting hazards, wearing protective clothing, reporting hazards and accidents
36 The Health and Safety Executive Enter and inspect premises – sometimes unannounced.Issue improvement notices and provide advice.Question and interview people and give warnings.Shut down premises.Fine or prosecute when necessary.
37 Informing Employees of their Duties and Responsibilities Induction trainingCompany IntranetNoticeboards/PostersStaff Development TrainingNewslettersDVDs, Videos, LCD ScreensStaff MeetingQuizes on a VLE
38 Disciplinary Procedures Depending on the seriousness of the breach of Health and Safety Legislation:A verbal warningA written warningSuspensionFineDismissalCriminal or civil prosecutionApart from this, the employee may harm themselves or othersThe organisation may be found guilty of failing to support or train staff.
39 Internet Research Visit the Health and Safety Executive. This website has lots of very useful information and is an excellent way of keeping up to date with the changes in legislation.Follow the links to find out what procedures need to be followed to report an incident at work. What does RIDDOR stand for? Also follow the link to find out what your rights and responsibilities as a worker are. Take notes.