make flexibility count: strategic framework for the nsw

MAKE FLEXIBILITY COUNTStrategic Framework for the NSW Government Sector

PublicServiceCommission

Table of Contents1. The Case for Flexible Working ...................................................................................... 3

2. The Journey ..................................................................................................................... 8

3. Benefits of Flexible Working ......................................................................................... 9

4. Vision and Principles .....................................................................................................12

5. New Way of Thinking .....................................................................................................15

6. How we will get there ....................................................................................................18

7. KPIs ..................................................................................................................................24

8. Implementation .............................................................................................................26


1. The Case for Flexible Working

In Australia, flexibility has its roots in gender

equality, and in particular a strategy to enable

women to return to work after maternity leave. This

legacy has shaped flexibility as workplace practices

which focus on reduced work hours, part-time and

job sharing. While this focus remains important, the

goalposts have changed.

The looming retirement (or perhaps work

adjustment) of the baby boomer generation, a

focus on sustainability and regionalisation, growing

importance of employee health and wellbeing, plus

the increasing competition for talented employees,

is driving a broader demand for flexible working.

Coupled with technologies which enable employees

to work anytime and anywhere, that demand is

becoming a baseline expectation.

When taken to the next level, flexible working can

enable new business models with broader benefits

to employees, employers, customers and society

more generally.

Employee engagementFlexible working can improve employee

engagement and commitment in the workforce:

• After implementing all roles flex in March

2014, Telstra experienced an increase in

employee engagement scores. In 2015, formal

flex workers had an 84% engagement score,

exceeding global high performing norms.

84% of all employees indicated they had the

flexibility they needed in their roles (+4% from

2014).

• ANZ introduced all roles flex in March 2015.

Flexible workers were 2% more engaged

compared to those who didn’t work flexibly.

86% of employees felt they were able to

make a flexible working request if they

needed it. 69% of employees worked flexibly

(up from 37% in 2014).

In 2016 in the NSW government sector1:

• 58% of employees were satisfied with

their ability to access flexible working

• Employees who worked flexibly were

2.6% more engaged than those who

didn’t work flexibly

• 66% of employees indicated they

accessed some type of flexibility

• As employee seniority increased,

uptake and satisfaction with flexible

working decreased

• Employees who worked flexibly were

around 1.5 times more likely to be

satisfied their organisation offers

arrangements to achieve work-life

balance

1 People Matter Employee Survey 2016 – an anonymous and confidential survey sent to all employees in the NSW

public sector. It asks questions to assess levels of employee engagement and opinions on workplace practices.

The response rate in 2016 was 36%.


The key barriers to flexible working in

the NSW government sector have been

identified as2:

• Culture and mindsets – there appears

to be a limited understanding of what

it means to work flexibly and the

benefits it brings; the traditional view

of the ‘9-5 worker’ continues; and

there is a preference for a compliance

based approach

• Manager skills and experience

– managers appear not to have

the confidence, skills and tools to

arrange and manage flexible working

practices in a way that doesn't

negatively affect their work

Productivity and outcomes focusResearch consistently shows that implementing

flexible working increases productivity:

• In the United Kingdom, the Department for

Business Innovation and Skill’s research showed

the comprehensive provision of both flexible

working and family friendly initiatives led to

increases in productivity and a reduction in

unscheduled absences.3

• A survey by Lloyd’s Banking Group found

that 66% of line managers and colleagues

considered that flexibility improved efficiency

and productivity.4

2 Based on research into the current state of flexible working in the NSW government sector conducted by Deloitte in 2016. This involved consultation with a cross-section of senior leaders, managers, employees and HR practitioners through a mixture of interviews, focus groups and a survey.

3 Department of Business, Innovation and Skills, “Costs and benefits to business adopting work life balance working practices: a literature review”, 2014.

4 Future of Work Institute, “The Benefits of Flexible Working Arrangements, a Future of Work Report”, 2012


Talent retention and attractionThe implementation of flexible working gives

organisations the ability to attract and retain

talent across several important workforce

demographics:

• After introducing flexible working, an

international business law firm experienced

an increase in the number of women joining

the firm and more women than men being

promoted to partner.5

• Although women are more likely than men

to request and access flexible working, men

want and need access to flexible working to

support their roles as fathers, carers and

engaged members in their community.6

• Making all jobs flexible, unless there are

sound documented reasons not to, was

identified by the Willing to Work Report7 as

a key workforce strategy for attracting and

retaining people with disability and older

workers.

• Flexible working supports carers to stay or

re-enter the workforce after taking on

caring responsibilities.8

• Aboriginal and Torres Strait Islander

employees in the NSW government sector

are concentrated outside of Sydney.

Flexible working enables regional workers

to advance in their careers without having

to relocate, which can be a disincentive

for Aboriginal and Torres Strait Islander

employees who want to maintain their

connection with community.9

• With millennials entering the job market in

increasing numbers, and displaying less

organisational loyalty than other

generations according to Global Human

Capital Trends 201610, flexible working is an

important way to attract young talent with

technological and specialised skills.


6 Diversity Council Australia, “Men get flexible! Mainstreaming flexible work in Australian business”, 2012

7 Australian Human Rights Commission, “Willing to Work: National Inquiry into Employment Discrimination Against

Older Australians and Australians with Disability”, 2016.

8 Carers Australia, “Combining Work and Care, the Benefits to Carers and the Economy”, 2014.

9 NSW Public Service Commission, “Retention – valuing and retaining Aboriginal Employees in the NSW Public

Sector”, 2015

10 Deloitte, “Human Capital Trends Report”, 2016


In 2016 in the NSW government sector11:

• Workforce data analysis found there was

a relationship between the uptake of

flexibility and workplace diversity in an

agency.

• Although flexibility was accessed roughly

equally by women and men, certain types

of flexibility were more likely to be

accessed by one gender. For example,

85.9% of part-time roles were held by

women. Women and men’s satisfaction

with their ability to access flexible

working was roughly the same.

• A slightly higher proportion of employees

with disability (+6%) worked flexibly, yet

were less likely to be satisfied with their

ability to access flexibility than the sector

average by 7%.

• Flexibility was accessed roughly equally

by older workers and millennials in line

with the sector average, and there was no

significant differences with satisfaction in

their ability to access flexible working

across different age groups.

• 42% of flexible workers had caring

responsibilities, indicating that flexibility is

not only used to balance work and care.

Satisfaction with the ability to access

flexibility was roughly on par to the sector

average.

• A slightly lower proportion of employees

worked flexibly in the regions compared

to Sydney metro (-6%) and were less

likely to use flexible start and finish

times (-12%). This may be linked to role

type in regional areas with a higher

proportion of front-line service delivery

roles. Satisfaction with access to flexible

working was roughly the same.

11 People Matter Employee Survey 2016 and Workforce Profile Collection 2016 – a data collection on

the characteristics of NSW public sector employment, which has been collected annually since 1999.


Other barriers to flexible working in the

NSW government sector have been

identified as12:

• Some aspects of industrial

arrangements

• Work and roles not being redesigned

• Access to technology and systems

• Role suitability with customer service

roles having less scope for different

types of flexibility

Customer satisfactionWell-supported flexibility triggers a sense of

reciprocity among employees, which in turn leads to

greater effort to meet the needs of customers, and

can support new business models which improve

customer service:

• Australian insurance business Suncorp

reported a range of improved measures in its

commercial insurance claims area, where the

majority of employees now worked flexibly.

These employees demonstrated higher levels

of commitment and productivity, leading to

higher customer satisfaction ratings.13

• By introducing flexible working beyond

the traditional 9 to 5, five-day week, Lloyds

Banking Group developed a new customer

service model based on 24-hour services.

They now offer a range of services from digital

and mobile banking to 24 hour, 7 days a

week telephone banking, as well as extended

branch hours.14

The big pictureWhen taken to the next level, flexible working can

enable new business models with broader benefits

to customers and society more generally:

• Salt Lake City, Utah adopted flexible working

to cut energy consumption and utility costs. A

four-day workweek program saw 17,000 of the

state’s 24,000 executive branch employees

work 10 hour days, four day per week. In the

program’s first 12 months, energy use was

reduced by 13% and a $3 million saving was

anticipated.15

12 Based on research into the current state of flexible working in the NSW government sector conducted by Deloitte in 2016.

13 University of New South Wales Business School, “Flexibility dividend: why supported employees increase customer satisfaction”, 2015


15 http://www.ksl.com/?nid=148&sid=7422008


2. The Journey

The Government committed to making all roles

flexible in the NSW government sector (the

sector) on the basis of ‘if not, why not’ by 2019.

Flexible working is about rethinking the where,

when and how work can be done, in a way that

maintains or improves service delivery for the

people of NSW.

This approach challenges the mindset of ‘it can’t

be done’, to ‘how can we make flexibility work

for us’. It opens up the conversation between

managers and their teams around what is

possible with a focus on achieving outcomes.

Flexibility becomes the new starting point, with

different types of flexibility enabled for different

roles, and scope for local innovation within teams.

This may mean identifying new opportunities for

flexible working within the context of the role, or

bringing to life existing flexibility provided for in

policy but not widely known or accessed. It does

not mean every role, or every individual, can or

should work flexibly.

Flexible working, in one form or another, already

exists within the sector. While there are pockets

of good practice, the current state can be defined

as ‘ad hoc’. Although policy is in place, the

sector is reactive and focused on compliance.

There are some initiatives in place to support

flexible working, however they are sporadic, lack

accountability and are not embedded within the

organisational systems that shape how we work.

The Make Flexibility Count Framework (the

Framework) is designed to shift the sector from

its current ‘ad hoc’ state to ‘embedded’ flexible

working, as set out in Figure 1. The Framework

is about evolving the culture of the sector

where employees are valued for delivering

outcomes and teams are empowered to make

flexibility work for them. Achieving a flexible

working model requires continual focus post

implementation. This new approach is intended

to make flexibility count to deliver benefits for

employees, employers, customers and the people

of NSW.

Figure 1: Flexible working maturity

Ad HocPolicy is in place but the

organisation is reactive and

focused on compliance.

Some initiatives in place

across the organisation to

support flexible working,

however they are sporadic,

lack accountability and

are not part of a broader

program.

Technology solutions,

industrial arrangements, and

workplace environments

do not fully support flexible

working.

ConsolidatedFlexible practices are

being role modelled, with

leaders and managers

responsible for creating

and supporting flexible

working in their teams. Work

design, business models and

industrial arrangements are

being considered, where

appropriate. Investments

are being made in skills

and other enablers, such as

technology and workplace

environments.

EmbeddedFlexible working is

embedded across the sector,

with a culture of trust driving

outcomes. Organisations are

sharing best practice and

collaboratively developing

new approaches. Technology

and skills are driving new

ways of working and

business models to improve

service delivery.


3. Benefits of Flexible Working

Flexible working when implemented well has a

positive impact on employee health, productivity

and retention, and can lead to improved customer

satisfaction. Flexibility can also enable new

business models to improve service delivery and

‘bigger picture’ contributions to society, such as

travel time savings, increased participation in the

workforce, and dispersing jobs out of the CBD.

More flexibility will benefit employees, the teams

and agencies they work within, customers and

the people of NSW more broadly, as set out in

Figure 2.

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The anticipated gross value of enhancing the

uptake of flexible working in the sector through

the ‘if not, why not’ approach is estimated at $24-

47 million per year from 2019.16 This estimate is

conservative and reflects those benefits that can

be quantified. It includes productivity, employee

retention, reduced sick leave, and office cost

savings that notionally accrue through improved

efficiency, as well as broader economic and social

benefits such as travel time savings. The Public

Service Commission (PSC) will continue to refine

the business case as the benefits of flexible

working in the sector are measured.

16 Estimated based on modelling conducted by Deloitte. The value of enhancing the uptake of flexible working will differ in different agencies based on role composition, current uptake and operating contexts. There may also be some costs involved in implementing the ‘if not, why not’ approach which will depend on the enablers currently in place and the approach taken to implementation in agencies.


4. Vision and PrinciplesOur vision is to realise the benefits of flexible

working to improve service delivery and customer

satisfaction. We will do this through the mission

of making all roles in the sector flexible on the

basis of ‘if not, why not’ by 2019.

The mission applies to the whole government

sector, excluding State Owned Corporations. This

covers the Public Service (departments, executive

agencies and related agencies), as well as the

NSW Health Service, Teaching Service, NSW

Police Force, Transport Service and other Crown

services.

To realise the benefits, flexible working needs to

make sense within the context of our workforce.

The NSW Government is the largest employer

in Australia, with almost 400,000 employees.

These employees provide a range of services to

7.8 million residents – including essential services

some of which require 24/7 coverage such as

health, corrective and transport services. It is

a large and diverse workforce with hundreds

of different industrial awards or agreements

covering the employment of particular groups of

employees in the sector.

The implementation of the ‘if not, why not’

approach needs to be informed by six guiding

principles, as set out in Figure 3.

Figure 3 – Vision, Mission and Principles

Our VisionTo realise the benefits of flexible working to improve service delivery and customer satisfaction

Our MissionTo make all roles in the NSW government sector flexible on the basis of ‘if not, why not’ by 2019

Our Principles

For everyone

Mutuallybeneficial

About the team

Give & take

Leader led

Context matters


• For everyone – Everyone is able to request

the types of flexibility that make sense

within their roles. Whether it is possible and

what it looks like, will vary depending on

the role. This approach does not mean that

flexibility has to be provided at any cost,

genuine reasons may exist that explain why

flexibility cannot be implemented. But it

does mean that managers and their teams

consider what is possible on the basis of

‘why not’. It also means that flexibility is

no longer a special provision for a certain

type of worker, or a reward that needs to

be earned. By mainstreaming flexibility,

opportunities for career progression will be

improved for flexible workers.

• Mutually beneficial – For flexible working

to be successful, it must create the best

outcomes for employees, employers,

and customers. Flexible working must

be realised in way that maintains or

improves service delivery for the people

of NSW, and does not result in increased

labour costs. It should also not result in

work intensification17 for employees, with

appropriate boundaries and checks put in

place.

• About the team – Flexible working should

be considered within the context of the

team. The agreed arrangements should

consider the impact on team performance

and structure, because the success of any

arrangement will be dependent on the

support and understanding of the team

as a whole. The ‘if not, why not’ approach

envisages scope for more local innovation

and decision making within teams. Flexible

arrangements must have a team overview

about how work will be distributed and

solve for the needs of team members,

including what a fair and equitable

application of flexible working looks like for

that team. This includes taking into account

the legislative provisions relating to flexible

working that apply to certain categories of

employees.

• Give and take – Flexible working does not

mean you always get what you want as an

individual. Not all types of flexibility will be

available for every role, or every individual,

all the time. Flexibility requires give and take

between the employee, manager and team.

It also places mutual obligations

on the employee, manager and team to

make flexible working a success. Flexible

arrangements should be reviewed regularly

to check they are working well and address

any issues that may arise.

• Leader led – Employees in the sector are

looking to their senior leaders to lead the

way and show what is possible with regards

to flexible working. Senior leaders must do

more than just communicate the vision in

their agencies. More senior leaders need to

visibly demonstrate how they are building

flexible working into their own lives and

enabling their teams to work flexibly. This

starts with senior leaders in the sector role

modelling a positive approach to flexible

working through their behaviours and

decisions, including Secretaries and other

senior executives.

• Context matters – Given the diversity and

size of the NSW government sector, one

size can’t fit all. Different types of flexibility

will suit different roles. Agencies will need

to develop their own strategies based on

their role types, operating contexts and

industrial arrangements. Assumptions will

need to be challenged to rethink work

design and business models to realise

flexible working to improve service delivery.

Processes will

17 Work intensification refers to where work expands into times and places previously quarantined for leisure, family or other non-work activities and can adversely impact on work-life balance and job satisfaction


differ across the sector on how to bring to

life the 'if not, why not' approach, but all

agencies will need to undertake a review of

their arrangements.

The Government Sector Employment Act 2013

(NSW) allows for employees to work flexibly.

Provisions relating to particular categories of

employees and requests for flexible working

are contained in the Anti-Discrimination Act

1977 (NSW) and Disability Discrimination Act 1992

(Cth), as well as the Fair Work Act 2009

(Cth) which applies to some agencies in the

NSW government sector. Other Acts that may

be relevant include the Carers Recognition Act

2010 (NSW) and the Disability Inclusion Act 2014

(NSW). The Framework and guiding principles are

not inconsistent with these legislative provisions.


5. New Way of Thinking

A new way of thinking about flexible working is

required. The approach is less about complying

with a definition, and more about putting in

place flexible working based on a principles-

based approach that supports local innovation

and problem solving. The sector is well placed to

not only follow leading practice, but innovate to

realise new opportunities for flexible working.

The ‘if not, why not’ approach is not about

defining the new way people should work. Instead

it is an evolving conversation between managers

and their teams to explore all possibilities that

make sense within their work environment. This

does not mean that every person wants flexibility,

or that every role can become flexible, but the

starting point should be’ how can we make

flexibility work for us’?

What flexibility means to us?Flexible working is about rethinking the where,

when and how our work can be done. It is about

exploring the work design and business models to

identify opportunities for flexibility that maintain or

improve service delivery for the people of NSW.

Given the diversity of work in the sector, different

types of flexible working will suit different roles and

operating contexts. The ‘if not, why not’ approach

makes flexibility the new starting point. It does not

mean every role, or every individual, is entitled to

every type of flexibility at all times.

There are many types of flexibility, including flex

time, part-time work, career breaks, secondments,

working from home or different locations, job

sharing, and flexible scheduling for rostered

workers. Managers and their teams may identify

other types that make sense within their context

and environment.

Flexibility provides our employees with choice

about ways of working, within the context of their

roles. It delivers mutually beneficial outcomes for

employees, employers, and ultimately the people of

NSW. The new approach envisages scope for more

local innovation and decision making within teams

to deliver these mutual benefits, supported by

practical guidance and systems.

“Flexible working is

about building that

trust – I know you are

doing your work from

the outcomes being

delivered”

“With clear

communication,

employees can find

the options and the

direction to work

flexibly”

“When we get push back

about flexible working,

we ask ‘why not’?”

“We need leaders who

role model in words and

also actions”


Coupled with this new way of thinking, we

also need to strengthen those behaviours and

practices that support flexible working, as well

as minimise other behaviours and practices

that undermine flexible working. It is not only

up to senior leaders and managers to create an

environment that supports flexible working, but

all employees.

There are five behaviours and practices that are

required to create the conditions for success for

this new approach, as set out in Figure 4.

Figure 4 – Flexible Working Behaviours and Practices

Behaviours and practices we want Behaviours and practices we don’t want

1. Culture and Mindsets

• Trust exists within teams and

performance is managed by

outcomes

• Leaders and managers have an

open mind, are consistent and

objective in flexible working

• Flexible working is viewed as an

entitlement by employees

• The flexibility needs of

employees are accommodated

at the expense of getting the job

done

• Performance is managed

through presenteeism

• There is a risk averse culture

that stifles new ways of working

2. Skills and Experience

• Leaders and managers are

confident to have flexible

working conversations with

their teams

• Leaders and managers know

how to solve for flexible

working situations, including

the team environment and the

design of the work or role

• Guidance and tools are

available to assist leaders,

managers, teams, employees

and HR professionals to put in

place flexible working

• Leaders and managers are afraid

of refusing flexible working

practices which do not meet

business needs

• Leaders and managers lack

confidence in managing flexible

working and therefore decline all

requests

• Flexible working breeds

resentment within the team

• Flexible workers feel isolated

and not part of the team


Behaviours and practices we want Behaviours and practices we don’t want

3. Communicationsand Awareness

• There is a shared

understanding of what flexible

working means

• Leaders and managers

understand and promote the

benefits of flexible working,

as well as visibly encouraging

flexible working within their

teams

• Senior leaders role model

flexible working

• Flexible working is seen as

a way of working less or

producing less

• Flexible working is seen as a

barrier to career progression

4. Application andImplementation

• Flexible working is available to

everyone

• There is scope for local

innovation and pilots to trial

and refine new approaches

• Governance and measures are

in place to build the business

case

• Agencies hold leaders and

managers accountable for

enabling flexible working in

their teams

• Flexible working is a special

provision for a certain type of

worker e.g. women with children

• A one size fits all approach is

applied e.g. everybody works

part-time

• Flexible working results in

increased work intensification18

• Flexible working is seen as a

compliance activity or tick box

exercise

5. Technology andSystems

• Supporting technologies,

industrial arrangements,


and systems are in place to

facilitate flexible working for

everyone – leaders, managers,

HR and employees

• Flexible working results in

additional cost to maintain

current performance over the

long term

• Flexible working is not put in

place because it cannot be

supported by technology

18Work intensification refers to where work expands into times and places previously quarantined for leisure, family or other non-work activities and can adversely impact on work-life balance and job satisfaction


6. How we will get there

Flexible working forms part of the broader

workforce management agenda. The Framework

builds on work already underway to put in

place the foundations for strategic workforce

management. This includes, among other things,

building a culture of trust where performance

is managed through outcomes rather than

presenteeism. This is a critical condition for

success for flexible working.

Building on this work, the Framework identifies

areas where there is utility in designing a

common approach across the sector, and where

agencies are to take ownership of a range of

differentiated initiatives. The role of the PSC is

to lead sector-wide initiatives to drive change,

whereas Department Secretaries and Agency

Heads are responsible for rolling out the ‘if not,

why not’ approach in their operating contexts.

The Framework initiatives fall under four strategic

imperatives that will enable a culture shift in how

the sector promotes and brings to life the vision

and mission. Figure 5 illustrates the strategic

imperatives and the initiatives. The strategic

imperatives are:

• Engage the sector – develop a deeper

and more consistent understanding of

what flexible working means. This includes

managing employee expectations, as

well as opening minds to what is possible

beyond the current flex-time and part-time

practices through:

• demonstrating the benefits of flexible

working for employees, teams, managers

and customers more broadly

• creating awareness of what flexibility

means, how roles can flex through

success stories and roles models, plus

encouraging local innovation and

problem solving

• bringing to life flexible working

arrangements that exist in policy but not

in practice.

• Develop capable and confident inclusiveleaders – help senior leaders understand

their role in:

• leading the way by role modelling and

demonstrating what good flexible

working looks like through their

behaviour

• building trust relationships within their

teams and people’s capability to manage

performance based on outcomes

• addressing the unconscious biases that

many people experience in relation to

flexible working.

• Workplace systems and processes – most

workplace systems and processes have not

been designed with the flexible worker in

mind and need to be adapted to support

flexible working including:

• simplifying processes and policies to

make flexible working easy

• considering enabling technology,

industrial arrangements and office

design to maximise the opportunities

for working flexibly over the medium to

longer term, where appropriate

• exploring the work design and business

models to identify new opportunities for

flexible working that maintain or improve

service delivery.


• Establish measures and evaluate – the

measures put in place should not create

administrative burden that hinders

innovation or responsiveness of flexibility,

and where possible should capture both

formal and informal arrangements. Data is

required to track and measure progress in

order to:

• build the business case for flexible

working

• hold leaders and managers accountable

• evaluate the effectiveness of the

Framework.

The success of the Framework will depend on

individual agencies championing both their

own initiatives as well as those led by the

PSC. The PSC and individual agencies will

work collaboratively to ensure initiatives are

coordinated, targeted and supported. This

includes sharing materials and approaches being

implemented across the sector, what is working

well and any lessons learnt.

PAG

E 2

0

Publ

icSe

rvic

eC

omm

issi

onFi

gur

e 5

– St

rate

gic

Imp

erat

ives

and

Init

iati

ves

Stra

tegi

c Im

pera

tive

s

1.E

ngag

e th

e se

cto

r2.

Dev

elo

p c

apab

le a

ndco

nfid

ent

incl

usiv

e le

ader

s 3.

Wo

rkp

lace

sys

tem

san

d p

roce

sses

4.E

stab

lish

mea

sure

san

d e

valu

ate

Sect

or-w

ide

Init

iati

ves

a.B

rin

g t

o li

fe t

he

flex

ible

wo

rkin

g v

alu

e p

rop

osi

tio

nfo

r em

plo

yees

, man

ager

s,ag

enci

es a

nd

cu

sto

mer

s

b.

Lau

nch

a c

om

mu

nic

atio

ns

cam

pai

gn

on

flex

ible

wo

rkin

g

c.S

har

e fl

exib

le w

ork

ing

succ

ess

sto

ries

an

din

no

vati

on

d.

Cel

ebra

te fl

exib

le w

ork

ing

ach

ieve

men

ts, i

ncl

ud

ing

thro

ug

h t

he

Pre

mie

r’s

Aw

ard

s

e.D

evel

op

an

d m

ain

tain

ase

cto

r-w

ide

net

wo

rk o

ffl

exib

ility

ch

amp

ion

s

f.B

uild

par

tner

ship

s w

ith

pri

vate

sec

tor

and

pea

kb

od

ies

a.P

rovi

de

pra

ctic

al g

uid

ance

& t

oo

ls f

or

emp

loye

es,

team

s, m

anag

ers

and

agen

cies

b.

Pilo

t an

d d

evel

op

ap

rog

ram

fo

r ad

dre

ssin

gu

nco

nsc

iou

s b

ias

to s

hif

tcu

ltu

re a

nd

min

dse

ts

c.D

efin

e fl

exib

le w

ork

ing

beh

avio

urs

an

d fl

exib

lew

ork

pla

ce p

erso

nas

fo

rin

div

idu

als

and

ro

les

d.

Inco

rpo

rate

flex

ible

wo

rkin

g b

ehav

iou

rs in

th

eN

SW

Lea

der

ship

Aca

dem

yan

d o

ther

sec

tor-

wid

ep

rog

ram

s

e.D

evel

op

a c

entr

al h

ub

fo

rsh

arin

g r

eso

urc

es a

nd

kno

wle

dg

e ac

ross

th

ese

cto

r

a.R

efre

sh P

rem

ier’

s M

emo

ran

da

on

Fle

xib

le

Wo

rkin

g t

o a

lign

wit

h t

he

Fra

mew

ork

b.

Pilo

t an

d d

evel

op

ajo

b s

har

e re

gis

ter

for

emp

loye

es t

o f

ind

a

suit

able

job

sh

are

par

tner

c.E

mb

ed f

lexi

ble

wo

rkin

g

beh

avio

urs

into

wo

rkfo

rce

man

agem

ent

too

ls,

syst

ems

and

pra

ctic

es

d.

Co

nd

uct

co

-des

ign

w

ork

sho

ps

wit

h a

gen

cies

to

ad

dre

ss k

ey c

hal

len

ges

to

fle

xib

le w

ork

ing

e.W

ork

acr

oss

go

vern

men

t to

leve

rag

e st

rate

gie

s th

at

enab

le f

lexi

ble

wo

rkin

g,

such

as

NS

W S

mar

t W

ork

H

ub

s

a.D

efin

e an

d r

efin

e ap

pro

ach

for

go

vern

ing

an

dev

alu

atin

g t

he

imp

act

of

flex

ible

wo

rkin

g

b.

Defi

ne

bas

elin

e an

d K

PIs

for

lead

ers,

man

ager

s,ag

enci

es a

nd

sec

tor

c.B

uild

bu

sin

ess

case

fo

rfl

exib

le w

ork

ing

an

d r

efin

eas

mo

re d

ata

bec

om

esav

aila

ble

d.

Inco

rpo

rate

KP

Is in

toex

isti

ng

rel

evan

t se

cto

rre

po

rts

(e.g

. Sta

te o

f th

eP

ub

lic S

ecto

r R

epo

rt)

e.S

tren

gth

en t

he

use

of

dat

a to

cap

ture

, tra

ck a

nd

mo

nit

or

pro

gre

ss

PAG

E 2

1

Publ

icSe

rvic

eC

omm

issi

onFi

gur

e 5

– St

rate

gic

Imp

erat

ives

and

Init

iati

ves

(co

ntin

ued

)

Stra

tegi

c Im

pera

tive

s

1.E

ngag

e th

e se

cto

r2.

Dev

elo

p c

apab

le a

ndco

nfid

ent

incl

usiv

e le

ader

s 3.

Wo

rkp

lace

sys

tem

san

d p

roce

sses

4.E

stab

lish

mea

sure

san

d e

valu

ate

Diff

eren

tiat

ed A

gen

cy In

itia

tive

s

a.M

ake

flex

ible

wo

rkin

g a

bu

sin

ess

ob

ject

ive

and

inte

gra

te in

to s

trat

egy

b.

Rec

og

nis

e fl

exib

le w

ork

ing

ach

ieve

men

ts a

nd

lear

nfr

om

su

cces

s st

ori

es in

oth

er a

gen

cies

an

d s

ecto

rs

c.C

asca

de

the

sect

or-

wid

eco

mm

un

icat

ion

s ca

mp

aig

nth

rou

gh

ou

t th

e ag

ency

d.

Bu

ild o

n t

he

sect

or-

wid

en

etw

ork

to

est

ablis

hfl

exib

ility

ch

amp

ion

s at

all

leve

ls

e.Tr

ial t

he

“if

no

t, w

hy n

ot”

app

roac

h in

a b

usi

nes

sar

ea t

o id

enti

fy a

nd

refi

ne

po

ssib

le a

pp

roac

hes

f.In

volv

e m

anag

ers

and

sta

ffin

iden

tify

ing

bar

rier

s an

dso

luti

on

s to

em

bed

din

gfl

exib

le w

ork

ing

a.D

evel

op

flex

ible

wo

rkin

gst

rate

gy

inco

rpo

rati

ng

chan

ge

man

agem

ent

b.

Bo

th m

ale

and

fem

ale

lead

ers

and

man

ager

s ro

lem

od

el fl

exib

le w

ork

ing

c.S

up

po

rt m

anag

ers

thro

ug

has

sig

nin

g m

ento

rs,

dev

elo

pin

g a

kn

ow

led

ge

do

mai

n, a

nd

co

mm

un

ity

of

pra

ctic

e

d.

Inco

rpo

rate

flex

ible

wo

rkin

g a

war

enes

s in

toin

du

ctio

n p

rog

ram

s, le

ader

and

man

ager

tra

inin

g, a

nd

recr

uit

men

t tr

ain

ing

e.A

cces

s th

e se

cto

r-w

ide

pro

gra

m f

or

add

ress

ing

un

con

scio

us

bia

s an

dd

eliv

er t

o a

gen

cy s

taff

a.S

imp

lify

agen

cy p

olic

ies

and

pro

ced

ure

s to

mak

e fl

exib

le w

ork

ing

eas

y

b.

Wh

ere

app

rop

riat

e, e

xplo

re

tech

no

log

y, in

du

stri

al

arra

ng

emen

ts a

nd

off

ice

des

ign

to

fac

ilita

te e

ffic

ien

t fl

exib

le w

orking

c.C

on

sid

er w

ork

des

ign

an

d

bu

sin

ess

mo

del

s th

at

enab

le f

lexi

ble

wo

rkin

g a

nd

im

pro

ve s

ervi

ce d

eliv

ery

d.

Take

ad

van

tag

e o

fw

ho

le-o

f-g

ove

rnm

ent

op

po

rtu

nit

ies,

su

ch a

s th

e jo

b s

har

e re

gis

ter

or

NS

W

Sm

art

Wo

rk H

ub

s

e.P

rom

ote

fle

xib

lew

ork

ing

op

po

rtu

nit

ies

in

recr

uit

men

t p

roce

sses

f.D

rive

per

form

ance

m

anag

emen

t b

ased

on

o

utc

om

es a

nd

a w

ork

pla

ce

cult

ure

ch

arac

teri

sed

by

tru

st

a.In

corp

ora

te K

PIs

into

th

efl

exib

le w

ork

ing

str

ateg

y

b.

Inco

rpo

rate

KP

Is in

ind

ivid

ual

per

form

ance

agre

emen

ts

c.H

old

sen

ior

lead

ers

and

man

ager

s ac

cou

nta

ble

fo

rm

etri

cs

d.

Dev

elo

p a

nd

refi

ne

bu

sin

ess

case

fo

r fl

exib

lew

ork

ing

at

agen

cy le

vel

e.R

epo

rt o

n fl

exib

le w

ork

ing

mea

sure

s an

d im

pac

t o

nag

ency

ou

tco

mes


Maturity ApproachThe Framework sets out a maturity approach, as

shown in Figure 6, to enable agencies to develop

their own flexible working strategies based on

a review of their flexible working maturity levels

and what works within their operating contexts.

This will support agencies in adopting a change

management approach to implementing the ‘if

not, why not’ model.

There may be other initiatives that agencies

develop and implement to suit their operating

contexts, but the maturity approach provides a

starting point to support agencies. Many of the

initiatives in the earlier maturity levels would

continue through to the ‘embedded’ state. As part

of the sector-wide initiatives, a flexible working

diagnostic tool and guidance on how to develop

and implement a flexible working strategy will be

developed for agencies.

PAG

E 2

3

Publ

icSe

rvic

eC

omm

issi

on

Fig

ure

6 –

Diff

eren

tiat

ed In

itia

tive

s A

cco

rdin

g t

o F

lexi

ble

Wo

rkin

g M

atur

ity

Ad

Hoc

Po

licy

is in

pla

ce b

ut

the

org

anis

atio

n is

rea

ctiv

e an

d f

ocu

sed

on

co

mp

lian

ce. S

om

e in

itia

tive

s in

pla

ce a

cro

ss t

he

org

anis

atio

n

to s

up

po

rt fl

exib

le w

ork

ing

, ho

wev

er t

hey

are

sp

ora

dic

, lac

k

acco

un

tab

ility

an

d a

re n

ot

par

t o

f a

bro

ader

pro

gra

m. T

ech

no

log

y

solu

tio

ns,

ind

ust

rial

arr

ang

emen

ts, a

nd

wo

rkp

lace

env

iro

nm

ents

do

no

t fu

lly s

up

po

rt fl

exib

le w

ork

ing

.

1b. R

eco

gn

ise

flex

ible

wo

rkin

g a

chie

vem

ents

an

d le

arn

fro

m s

ucc

ess

sto

ries

in o

ther

ag

enci

es a

nd

sec

tors

1c. C

asca

de

the

sect

or-

wid

e co

mm

un

icat

ion

s ca

mp

aig

n t

hro

ug

ho

ut

the

agen

cy

1d. B

uild

on

th

e se

cto

r-w

ide

net

wo

rk t

o e

stab

lish

flex

ibili

ty

cham

pio

ns

at a

ll le

vels

1e. T

rial

th

e 'if

no

t, w

hy

no

t' a

pp

roac

h in

a b

usi

nes

s ar

ea t

o id

enti

fy

and

refi

ne

po

ssib

le a

pp

roac

hes

1f. I

nvo

lve

man

ager

s an

d s

taff

in id

enti

fyin

g b

arri

ers

and

so

luti

on

s to

emb

edd

ing

flex

ible

wo

rkin

g

2a. D

evel

op

flex

ible

wo

rkin

g s

trat

egy

inco

rpo

rati

ng

ch

ang

e

man

agem

ent

2c. S

up

po

rt m

anag

ers

thro

ug

h a

ssig

nin

g m

ento

rs, d

evel

op

ing

a

kno

wle

dg

e d

om

ain

, an

d c

om

mu

nit

y o

f p

ract

ice

3d

. Tak

e ad

van

tag

e o

f w

ho

le-o

f-g

ove

rnm

ent

op

po

rtu

nit

ies,

su

ch a

s

the

job

sh

are

reg

iste

r o

r N

SW

Sm

art

Wo

rk H

ub

s

3f.

Dri

ve p

erfo

rman

ce m

anag

emen

t b

ased

on

ou

tco

mes

an

d a

wo

rkp

lace

cu

ltu

re c

har

acte

rise

d b

y tr

ust

4a.

Inco

rpo

rate

KP

Is in

to t

he

flex

ible

wo

rkin

g s

trat

egy

Con

soli

date

d

Fle

xib

le p

ract

ices

are

bei

ng

ro

le m

od

elle

d, w

ith

lead

ers

and

man

ager

s re

spo

nsi

ble

fo

r cr

eati

ng

an

d s

up

po

rtin

g fl

exib

le

wo

rkin

g in

th

eir

team

s. W

ork

des

ign

, bu

sin

ess

mo

del

s

and

ind

ust

rial

arr

ang

emen

ts a

re b

ein

g c

on

sid

ered

, wh

ere

app

rop

riat

e. In

vest

men

ts a

re b

ein

g m

ade

in s

kills

an

d o

ther

enab

lers

, su

ch a

s te

chn

olo

gy

and

wo

rkp

lace

env

iro

nm

ents

.

2b. B

oth

mal

e an

d f

emal

e le

ader

s an

d m

anag

ers

role

mo

del

flex

ible

wo

rkin

g

2d. I

nco

rpo

rate

flex

ible

wo

rkin

g a

war

enes

s in

to in

du

ctio

n

pro

gra

ms,

lead

er a

nd

man

ager

tra

inin

g, a

nd

rec

ruit

men

t

trai

nin

g

2e. A

cces

s th

e se

cto

r-w

ide

pro

gra

m f

or

add

ress

ing

un

con

scio

us

bia

s an

d d

eliv

er t

o a

gen

cy s

taff

3a.

Sim

plif

y ag

ency

po

licie

s an

d p

roce

du

res

to m

ake

flex

ible

wo

rkin

g e

asy

3b

. Wh

ere

app

rop

riat

e, e

xplo

re t

ech

no

log

y, in

du

stri

al

arra

ng

emen

ts a

nd

off

ice

des

ign

to

fac

ilita

te e

ffic

ien

t fl

exib

le

wo

rking

3c.

Co

nsi

der

wo

rk d

esig

n a

nd

bu

sin

ess

mo

del

s th

at e

nab

le

flex

ible

wo

rkin

g a

nd

imp

rove

ser

vice

del

iver

y

3e.

Pro

mo

te fl

exib

le w

ork

ing

op

po

rtu

nit

ies

in r

ecru

itm

ent

pro

cess

es

4b

. In

corp

ora

te K

PIs

in in

div

idu

al p

erfo

rman

ce a

gre

emen

ts

4d

. Dev

elo

p a

nd

refi

ne

bu

sin

ess

case

fo

r fl

exib

le w

ork

ing

at

agen

cy le

vel

Embe

dded

Fle

xib

le w

ork

ing

is e

mb

edd

ed

acro

ss t

he

sect

or,

wit

h a

cult

ure

of

tru

st d

rivi

ng

ou

tco

mes

. Org

anis

atio

ns

are

shar

ing

bes

t p

ract

ice

and

colla

bo

rati

vely

dev

elo

pin

g

new

ap

pro

ach

es. T

ech

no

log

y

and

ski

lls a

re d

rivi

ng

new

way

s o

f w

ork

ing

an

d b

usi

nes

s

mo

del

s to

imp

rove

ser

vice

del

iver

y.

1a. M

ake

flex

ible

wo

rkin

g

a b

usi

nes

s o

bje

ctiv

e an

d

inte

gra

te in

to s

trat

egy

4c.

Ho

ld s

enio

r le

ader

s an

d

man

ager

s ac

cou

nta

ble

fo

r

met

rics

4e.

Rep

ort

on

flex

ible

wo

rkin

g

mea

sure

s an

d im

pac

t o

n

agen

cy o

utc

om

es

Co

nti

nu

e in

itia

tive

s fr

om

pre

vio

us

mat

uri

ty le

vels

,

wh

ere

app

rop

riat

e


7. KPIs

The Framework will be measured through a base

standard of indicators and targets, which will be

applied at the sector and cluster / agency level.

Figure 7 sets out the flexible working indicators

and includes the 2016 baseline for the sector.

The indicators will be instructive as to whether

we have achieved our vision and mission,

although there may be other factors that impact

on the outcomes we seek. Some of the measures,

for example those related to the Framework

settings and opportunities for flexible working,

are expected to be realised in the short term.

Whereas other measures relating to longer-

term outcomes, such as realising the benefits of

flexible working to improve service delivery and

customer satisfaction, are expected from 2019

and beyond. The indicators will be developed

and refined as other data sources become

available, and to address emerging issues, while

not creating administrative burden that hinders

innovation or responsiveness of flexibility.

Given the diversity of the sector, it is challenging

to develop indicators that relate to outcomes,

such as productivity. What this looks like will

vary significantly depending on the services

being delivered. The Framework sets out

indicators at the sector and cluster / agency

level to measure and track progress. Agency

heads are encouraged to develop their own

indicators based on the data their agency collects

and relating to their outcomes, which can be

incorporated into their flexible working strategies.

PAG

E 2

5

Publ

icSe

rvic

eC

omm

issi

on

Fig

ure

7 –

KP

Is19

Fra

mew

ork

Se

ttin

gs

Sen

ior

exec

utiv

es

role

mo

del

ling

flex

ible

w

ork

ing

47%

Incr

ease

fro

m b

asel

ine

Man

ager

min

dse

ts &

ca

pab

ility

40

% o

f ag

enci

es

iden

tify

‘in

div

idu

al

man

ager

res

ista

nce

’ as

on

e o

f th

e th

ree

mo

st

sig

nifi

can

t b

arri

ers

Dec

reas

e fr

om

bas

elin

e

Hav

e w

e im

pro

ved

o

pp

ort

unit

ies

for

flex

ible

wo

rkin

g?

Up

take

of

flex

ible

w

ork

ing

66

%

Incr

ease

fro

m b

asel

ine

Sati

sfac

tio

n w

ith

acce

ss t

o fl

exib

le

wo

rkin

g

58%

po

siti

ve

Incr

ease

fro

m b

asel

ine

Has

flex

ible

wo

rkin

g

bee

n im

ple

men

ted

wel

l?

Wo

rk-l

ife

bal

ance

sa

tisf

acti

on

Fle

xib

le w

ork

ers

hav

e th

e sa

me

or

hig

her

sa

tisf

acti

on

Car

eer

pro

gre

ssio

n

sati

sfac

tio

n

Fle

xib

le w

ork

ers

hav

e th

e sa

me

or

hig

her

sa

tisf

acti

on

Dem

og

rap

hics

Wh

eth

er fl

exib

ility

is b

ein

g

uti

lised

by

emp

loye

es f

rom

all

dem

og

rap

hic

s

Hav

e w

e re

alis

ed t

he

ben

efits

of

flex

ible

wo

rkin

g?

Em

plo

yee

eng

agem

ent

65%

Incr

ease

fro

m

bas

elin

e

Pai

d u

nsch

edul

ed

abse

nce

67.

4 h

ou

rs p

er

FT

E

Dec

reas

e fr

om

b

asel

ine

Att

ract

ion

Wh

eth

er

flex

ibili

ty i

s im

pac

tin

g

abili

ty t

o a

ttra

ct

emp

loye

es?

Ret

enti

on

Wh

eth

er

flex

ibili

ty is

im

pac

tin

g

abili

ty t

o r

etai

n

emp

loye

es?

Has

flex

ible

w

ork

ing

im

pro

ved

se

rvic

e d

eliv

ery

and

cus

tom

er

sati

sfac

tio

n?

Cu

sto

mer

sa

tisf

acti

on

ind

ex:

Co

nsu

mer

78

.7%

an

d B

usi

nes

s 78

.4%

Sho

rter

ter

m o

utp

uts

Long

er t

erm

out

com

es

19 M

easu

res

for

KP

Is a

re d

raw

n f

rom

th

e N

SW

Peo

ple

Mat

ter

Em

plo

yee

Su

rvey

wh

ich

cap

ture

s b

oth

fo

rmal

an

d in

form

al f

lexi

ble

wo

rkin

g a

rran

gem

ents

.

Mea

sure

s th

at a

re d

raw

n f

rom

oth

er d

ata

sou

rces

incl

ud

e: c

ust

om

er s

atis

fact

ion

ind

ex (

Cu

sto

mer

Sat

isfa

ctio

n M

easu

rem

ent

Su

rvey

), m

anag

er m

ind

sets

an

d

cap

abili

ty (

NS

W P

ub

lic S

ecto

r A

gen

cy S

urv

ey),

an

d p

aid

un

sch

edu

led

ab

sen

ce (

Wo

rkfo

rce

Pro

file

Co

llect

ion

).


8. Implementation

The implementation of the Framework will occur

over three phases, as set out in Figure 8. As

agencies are at different levels of maturity in

terms of flexible working, this provides a guide

only for agencies in terms of the implementation

approach. It does provide agencies with a

signpost of when the sector-wide initiatives will

be implemented and can be leveraged in their

agency-level plans.

Figure 8 – Implementation Phases

1

FY 2017-18

Prepare & Engage

• Year 1 is primarily focused

on bringing to life the vision

and mission, realising quick

wins and delivering

initiatives that can be

achieved within existing

parameters.

• There is a need to develop a

deeper and more consistent

understanding of the ‘if not

why not’ approach across

the sector.

• This phase will also put in

place initiatives that will

provide the foundation

upon which to build

leader and manager

capability. Governance and

measures to determine the

effectiveness of Framework

initiatives will also be

established.

2

FY 2018-19

Build Momentum

• Year 2 is about building on

the momentum created

through engagement and

communication activities

in Year 1. This phase

will develop foundation

programs to equip senior

leaders and managers to

do more to create flexible

working opportunities for

their teams.

• There is an expectation that

more senior leaders will

role model flexible working.

Policies and procedures

that refer to flexible

working are also expected

to be revised to align

with the principles-based

approach.

• Where appropriate,

changes to technology,

industrial arrangements and


will be considered.

3

FY 2019-20

Embed

• The final year of the

Framework embeds the ‘if

not, why not’ approach

across the NSW

government sector.

• Work design and business

models have been

considered. Technology,

industrial arrangements and

workplace environments are

enabling opportunities for

flexible working.

• At this stage of

implementation, a clearer

picture of the state of

flexible working practices

should become evident. This

should enable an

assessment of the impact of

flexible working

on achieving agency

outcomes.

To

rea

lise

the

ben

efit

s o

f fl

exib

le w

ork

ing

to

imp

rove

ser

vice

del

iver

y an

d c

ust

om

er s

atis

fact

ion

Our

Vis

ion

Our

Pri

ncip

les

The

Jour

ney

Mat

urit

y A

pp

roac

h

Ho

w w

e’ll

get

the

re

New

way

of

thin

king

Ad

Ho

c

Em

bed

ded

Co

nso

lidat

ed

Fle

xib

le w

ork

ing

is e

mb

edd

ed

acro

ss t

he

sect

or,

wit

h a

cu

ltu

re

of

tru

st d

rivi

ng

ou

tco

mes

. O

rgan

isat

ion

s ar

e sh

arin

g

pra

ctic

es a

nd

co

llab

ora

tive

ly

dev

elo

pin

g n

ew a

pp

roac

hes

. T

ech

no

log

y an

d s

kills

are

dri

vin

g

new

way

s o

f w

ork

ing

an

d

bu

sin

ess

mo

del

s to

imp

rove

se

rvic

e d

eliv

ery.

KP

Is

Stra

teg

ic

imp

erat

ives

2.D

evel

op

cap

able

and

co

nfid

ent

incl

usiv

e le

ader

s 1.

Eng

age

the

sect

or

3.W

ork

pla

ce s

yste

ms

and

pro

cess

es

4.E

stab

lish

mea

sure

san

d e

valu

ate

Sect

or-

wid

e P

SC In

itia

tive

s

Dif

fere

ntia

ted

Ag

ency

Init

iati

ves

Mak

e Fl

exib

ility

Co

unt:

Str

ateg

ic F

ram

ewo

rk f

or

the

NSW

Go

vern

men

t Se

cto

r

Fo

r ev

eryo

ne

Mu

tual

ly

ben

efic

ial

Ab

ou

t th

e te

am

Lea

der

led

C

on

text

m

atte

rs

Giv

e &

tak

e

To

mak

e al

l ro

les

in t

he

NS

W g

ove

rnm

ent

sect

or

flex

ible

on

th

e b

asis

of

‘if n

ot,

wh

y n

ot’

by

2019

Our

Mis

sio

n

Has flexible working been implemented well?

Have we improved opportunities for flexible

working?

Have we realised the benefits of flexible working?

Has flexible working improved service delivery and customer satisfaction?

Up

take

of

flex

ible

wo

rkin

g

Sati

sfac

tio

n w

ith

acce

ss t

o f

lexi

ble

w

ork

ing

Wo

rk-l

ife

bal

ance

sa

tisf

acti

on

Dem

og

rap

hics

Car

eer

pro

gre

ssio

n sa

tisf

acti

on

Em

plo

yee

eng

agem

ent

Pai

d u

nsch

edul

ed

ab

senc

e

Att

ract

ion

Ret

enti

on

Framework Settings

Lead

er r

ole

mo

del

s

Man

ager

min

dse

ts &

ca

pab

ility

Po

licy

is in

pla

ce b

ut

the

org

anis

atio

n is

rea

ctiv

e an

d

focu

sed

on

co

mp

lian

ce. S

om

e in

itia

tive

s in

pla

ce a

cro

ss t

he

org

anis

atio

n t

o s

up

po

rt f

lexi

ble

w

ork

ing

, ho

wev

er t

hey

are

sp

ora

dic

, lac

k ac

cou

nta

bili

ty a

nd

ar

e n

ot

par

t o

f a

bro

ader

p

rog

ram

. Tec

hn

olo

gy

solu

tio

ns,

in

du

stri

al a

rran

gem

ents

, an

d

wo

rkp

lace

en

viro

nm

ents

do

no

t fu

lly s

up

po

rt f

lexi

ble

wo

rkin

g.

Fle

xib

le p

ract

ices

are

bei

ng

ro

le

mo

del

led

, wit

h le

ader

s an

d

man

ager

s re

spo

nsi

ble

fo

r cr

eati

ng

an

d s

up

po

rtin

g f

lexi

ble

w

ork

ing

in t

hei

r te

ams.

Wo

rk

des

ign

, bu

sin

ess

mo

del

s an

d

ind

ust

rial

arr

ang

emen

ts a

re b

ein

g

con

sid

ered

, wh

ere

app

rop

riat

e.

Inve

stm

ents

are

bei

ng

mad

e in

sk

ills

and

oth

er e

nab

lers

, su

ch a

s te

chn

olo

gy

and

wo

rkp

lace

en

viro

nm

ents

.

Fle

xib

le w

ork

ing

is a

bo

ut

reth

inki

ng

th

e w

her

e, w

hen

an

d h

ow

ou

r w

ork

can

be

do

ne.

It is

ab

ou

t ex

plo

rin

g t

he

wo

rk

des

ign

an

d b

usi

nes

s m

od

els

to id

enti

fy

op

po

rtu

nit

ies

for

flex

ibili

ty t

hat

mai

nta

in

or

imp

rove

ser

vice

del

iver

y fo

r th

e p

eop

le o

f N

SW

. Giv

en t

he

div

ersi

ty o

f w

ork

in t

he

sect

or,

diff

eren

t fo

rms

of

flex

ible

wo

rkin

g w

ill s

uit

dif

fere

nt

role

s an

d o

per

atin

g c

on

text

s.

Th

e ‘if

no

t, w

hy

no

t’ a

pp

roac

h m

akes

fl

exib

ility

th

e ne

w s

tart

ing

po

int.

It d

oes

n

ot

mea

n ev

ery

role

, or

ever

y in

div

idu

al,

is e

nti

tled

to

eve

ry t

ype

of

flex

ibili

ty a

t al

l tim

es. F

lexi

bili

ty p

rovi

des

ou

r em

plo

yees

wit

h c

ho

ice

abo

ut

way

s o

f w

ork

ing

, wit

hin

th

e co

ntex

t o

f th

eir

role

s.

It d

eliv

ers

mu

tual

ly b

enef

icia

l ou

tco

mes

fo

r em

plo

yees

, em

plo

yers

& p

eop

le o

f N

SW

.

Key

Beh

avio

urs

& P

ract

ices

4.A

pp

licat

ion

and

imp

lem

enta

tio

n


Integrity,Trust, Service& Accountability

make flexibility count: strategic framework for the nsw

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