Administrative Services Outcome 2 Describe the impact of changing working practices on the modern working environment Learning Intention Working Practices

Factors affecting changes in working practices New technology Laptops E-mail Internet & Broadband Access LAN & Wan Portable storage devices Competition from rival companies Social trends Legislation

Factors Behind Changing Working Practices AS02 Lesson 1 - Working Practices & Legislation Factors Behind Changing Working Practices New technology Laptop computers – homeworkers can be given a laptop to work on at home which is portable and can be brought into office or to a client’s office as and when required. Prices have been dropping and it is reasonably cheap to provide E-mail – staff can keep in contact with office and co-workers by sending messages with attachments of the electronic files they have been working on. Additional mark may be awarded for any description of out-of-office replies, automated messages, address books, sending to groups of staff Internet access – homeworkers can carry out research and even transactions e.g. purchasing on line from their own home computer. Broadband access – high speed, always on connection to the Internet which allows for large files to be downloaded and transferred Web cam – staff can have a virtual meeting with their manager if both have access to a web cam. Wide Area Networks – company may consider paying for the homeworker to have access to the company WAN by installing dedicated lines. This will give access into the server and files located therein. Flash pens/portable storage devices – allows files to be transported between PCs at home and the office easily. Intranet – homeworkers can views Intranet site of their company at home by logging onto a web site address which requires a log-on and password to access. This give access to company files, policies and documents. Mobile communication devices such as mobile telephone or Blackberry to keep in contact with the office no matter where the employee is

Factors Behind Changing Working Practices Competition – forces businesses to adopt more cost effective working practices to remain profitable and also to offer flexible practices to attract the best staff away from competitors Social trends and legislation – needs of workforce have changed over years e.g. increase in working mums therefore there is a need to adopt more flexible working practices. Legislation introduced to force businesses to consider new ways of working e.g. Flexible Working Regulations 2002

Contract of Employment Defined by the Employment Rights Act 1996 as ‘a contract of service or apprenticeship, whether express (that is, actually stated) or implied, and (if it is express) whether oral or in writing’ Features of a contract of employment: Name and address of employer. Job title – giving brief description of the job Commencement date of employment. Salary - rate of pay/grade of pay, the method by which payment will be received and possible increments Holiday Entitlement – number of days annual leave you are entitled to Sickness Benefits – procedures for sick days & returning to work Pension Entitlements. Disciplinary procedures. Type of contract – detailing part-time, full-time etc Length of Notice – required by the employee or employer Employee Rights – relating to redundancy & dismissal Training Entitlement Legislation states that within 2 months of starting a new job, the employee must have received and signed their contract of employment.

TYPES/TERMS OF CONTRACT PERMANENT Contract is fixed – no end date. It represents a secure job. FIXED TERM An end date is clearly stated. Job is on a temporary basis. Often used by businesses who have a specific project to complete. No job security TEMPORARY Contract clearly states when the it ends e.g. when maternity leave ends Can act as a trial period to assess candidate’s suitability. If candidate is unsuccessful, the contract will not be extended. TYPES/TERMS OF CONTRACT CASUAL Paid to work on a day-to-day basis with no regular working pattern Flexibility suits both employer and employee

Learning Intention Working Practices H Administration Learning Intention Working Practices

WORKING HOURS JOB SHARE One full-time job shared between 2 or more people. Benefits/salary shared on a pro-rata basis of number of hours worked Requires good communication FLEXI-TIME Allows staff to have flexibility in start/finish times to suit home commitments Must work core hours (usually 10am–12 and 2pm–4) Can accumulate ‘flexi-days’ Requires clocking-in system WORKING HOURS PART-TIME Employee is contracted to work less than the full-time weekly hours Hours worked are based on needs of job e.g. lunch-time cover receptionist 12-2pm FULL TIME On average this represents a 35 hour working week. May need to work overtime when required

AS02 Lesson 1 - Working Practices & Legislation HOMEWORKING/ TELEWORKING Where the employee can work (with the aid of IT) away from the office Employees work at a time which suits them Effective when regular face-to-face contact is not required Avoidance of commuting can be a significant incentive for employees OFFICE BASED Employee is permanently based in the office Employees tend to work ‘normal office hours’ (9-5) Can take advantage of flexi-time WORKING PRACTICES HOTDESKING Desks & equipment are shared amongst a group of staff who are not in the office all of the working week Desks need to be booked in advance Less office space required Less equipment required

OFFICE & EMPLOYEE FLEXIBILITY OUTSOURCING – Contract another organisation to carry out an area of its operations e.g. recruitment. Can be cost effective but there is a loss of control. CAREER BREAKS – employees with a certain length of service take time out of career e.g. to travel or raise family. After agreed period, employee returns to their position OFFICE & EMPLOYEE FLEXIBILITY CASE LOADING – a given workload is allocated to employee who can be flexible as to when it is completed e.g. early start, late finish

Impacts on Employer Advantages Larger pool of labour so wider range of available skills By offering flexible working patterns may suit employee with children therefore retain good staff Happier more motivated staff will have improved morale Increased productivity Decrease in absenteeism Possibility for cheaper accommodation costs Can respond better to seasonal trends/demands Disadvantages Difficult to offer training & staff development to all part-time workers Cannot ensure health & safety in the home environment Harder to organise & control a large number of part-time workers Communication difficulties Problems if technical equipment breaks down

Impacts on Employee Advantages Easier to combine work & family life Lower stress levels Freedom to choose when & where to work Reduction in travel More accessible for people with disabilities Greater choice available to them Increased level of commitment & motivation Disadvantages Fewer opportunities for individual development & training Feelings of isolation Depersonalisation of space leading to a reduced sense of belonging in organisation (hot-desking) Difficult to develop new relationships Difficult to balance home & work commitments – need for discipline for working hours

Class Questions Activity Booklet Page 46 Questions 1, 2, 5, 6, 7

Administrative Services Outcome 2 Describe the impact of changing working practices on the modern working environment Learning Intention Work Environment © Inspiring Education 2006

Office Layout CELLULAR A cellular office consists of individual offices where one or two people work in their own space Bound by permanent walls OPEN-PLAN An open plan office consists of a very large shared working area. Often plants, dividers etc will be used to create working ‘areas’ (e.g. Departments).

CELLULAR OFFICE LAYOUT BENEFITS/ADVANTAGES COSTS/DISADVANTAGES Able to work within a very private setting enabling them to concentrate on their tasks; carry out meetings; conduct phone conversations etc. Working in a very quiet and peaceful surrounding can motivate employees and help them to de-stress as they are able to focus on their work. Employees are able to design their own environment – provides the employee with responsibility and an element of control. Affords status to an employee Employers have to invest a lot of money into creating a large number of individual offices – this is an uneconomical decision regarding the costs associated with heating/lighting etc. Employees may begin to feel very isolated and lonely at work – this can have a very negative effect on their motivation and morale and makes promoting team work hard. Can cause them to be very ineffective and unproductive. It is very difficult for senior managers to monitor and control their workforce as they are effectively ‘hidden’

OPEN PLAN OFFICE LAYOUT BENEFITS/ADVANTAGES COSTS/DISADVANTAGES Employees are able to share resources eg printer; photocopier; fax etc Space is used to its optimal level – reduces wastage Costs are minimised eg lighting and heating Can be designed to suit workflow Employees feel more motivated as they are working within a team environment – this type of layout promotes a very sociable setting which will ultimately contribute to the ethos of the organisation as a whole. It is very easy for senior management to monitor and control the workforce. Meeting rooms are available for private meetings The status of having your own office is lost – this can affect some people in a very negative way as they feel that their position has been taken away from them. Privacy has been lost. It can be very difficult in this type of setting to hold private meetings or to conduct a phone conversation. The noise level can adversely affect the workforce as some may not be able to carry out their jobs effectively due to the high volume of distractions. Unable to alter heating/lighting to suit personal requirements

What is Ergonomics Definition - applied science of equipment design for the workplace, intended to maximize productivity by reducing operator fatigue & discomfort Fitting the workspace environment & the employee together in the best way to prevent health problems Deals with Premises & décor Lighting Noise Heating Equipment, furniture & storage Layout

Ergonomic Equipment Systems Furniture – desks and chairs which are adjustable to suit height of user and to suit the work to be undertaken e.g. computer work or space for writing Wall Colours – which minimize glare, are pleasant to work in and which are relaxing Lighting – bright enough to prevent office workers straining their eyes, non-glare, which suit worker e.g. desk lamps which can be turned off/on by each individual user Ventilation – good circulation of air to minimize fatigue and disperse heat generated by computers Noise Control – appropriate choice of glazing, wall and floor coverings to reduce distracting noise e.g. dividers in an open plan office Workstations which ensure privacy and give ownership to user who can personalize their space Protective Equipment – to meet legislative needs e.g. anti-glare screens, wrist or foot rests, blinds at windows

Changing to Open Plan Why would an organisation choose to change to an open plan layout? Organisation may feel that some workers are too easily distracted in an open plan office. Organisation may need more privacy to hold meetings. Organisation may want to keep information more confidential or secure. Organisation may want to cut down on the noise generated in an open plan office. Can regulate heat/light to suit individual needs. May need peace and quiet – can close the door.

Effect on staff morale ERGONOMICS Furniture wall colours Work stations lighting Protective equipment ventilation Noise control If the area/equipment is unsafe or insecure this can affect staff morale. Office Layout – cellular/open plan relating to space/privacy/work flow Lack of storage space and subsequent untidiness/health hazards Sick Building Syndrome View from offices

How can layout affect productivity? If the area is unsafe or insecure this can effect staff morale Noise Distraction Produce stress Having enough physical space so that you do your work efficiently Lack of storage space Lack of privacy can demotivate ALL ABOVE CAN RESULT IN POOR OR LOW PRODUCTIVITY

Class Questions Activity Booklet Page 47 Questions 11, 13, 14, 15