The Department of Economics adapted to a new way of working involving effective working from home and investment in technology. Nallini Samuel, Department Manager (Operations), talks about how they adapted to fostering a better work/life balance with their successful blended working methods.
Tell us about how you and your team started moving towards new ways of working.
The pandemic gave us a chance to understand how we could effectively work from home and how necessary it was to be in the office five days a week. For us, space has always been a highly contested topic and we needed a quick, practical solution to accommodate new academics who needed office space. So we created space for the academics, by removing fixed desks for hotdesks and asking staff to work from home a few days per week.
What tech, space, and behavioural changes happened to accommodate blended working?
It was apparent that we needed to invest in technology to make this work. So we proposed that every desk was fitted with two new large screens and a docking station, while all staff would be provided with a laptop to take to work and work from home seamlessly. However, DTS unfortunately ordered us some docking stations that were not compatible with our laptops, which now cause flashing screens, and is something we are trying to resolve.
When it came to space, we decided to classify the rooms based on the type of work we were doing, so we had a quiet room, collaboration room, and senior management room. This allowed staff to choose where to sit based on the type of work they needed to do that day as well as encouraging people to not sit at the same desk (which still happens). We also created a booking system for desks, with the help of room bookings, so staff can book a desk before they come in, to ensure there is enough space for all. We also provided staff with lockers for their office belongings.
As we're an academic department, we needed to have one room for programmes staff, so students with enquiries still had a physical place to come if they needed assistance, and there would always be a programmes member of staff in that room to help them.
Did new work patterns emerge to accommodate School need and individual preference?
We had to make some behavioural changes: for example, many staff members found it difficult to give up a set desk with fixed belongings on it. But due to the pandemic and how we had to rapidly change the way we worked, it was something that many adjusted to quickly. Also, due to COVID-19, many people preferred the clear-desk policy and used the office lockers. We were lucky that a blended approach to work was welcomed by most staff. Those who wanted or needed a fixed space made a case to managers about why it was needed and the benefit to their work, which was then granted on the basis that they’d be working in the office most days.
After a year of working in this way, we reviewed how it was going with all staff and what changes could be made. We then realised that not all rooms were being used, such as the quiet room, as staff members came to the office to collaborate with other colleagues, so would do quiet work at home. It was also raised that Professional Services Staff (PSS) wanted a common room area, so the quiet room space was changed to accommodate this. We'd also promised staff that once the moves were complete, we would redecorate all the rooms to make them an inviting, comfortable and productive space to work in, and this project is currently ongoing.
What have you learned from working in a blended way?
As a department we've learned that it's very possible to work in a blended way and helps to foster a better work/life balance. Working in this way has made our workforce more productive, with the elimination of a lengthy commute for some, and ease of balancing work and home life. I've also learnt that there will always be teething problems, no matter how simple you think the project will be (such as IT issues).
What advice or best practice would you share with colleagues about the challenges and successes of blended working?
My advice would be to periodically review how it is going as work demands change and new issues arise. Ways of working also change seasonally; for example, during the summer it's not as necessary to work in the office especially if it's too hot. Trust among staff and managers is of the upmost importance for it all to go smoothly. We've definitely found that productivity has been the same working in this way – if not higher.