Colleagues in the European Institute have adapted to new ways of working alongside the main Future Ways of Working programme. Hear from Carl-Ludwig Campbell, European Institute Manager, on how his team succeeded in implementing blended working locally.
Tell us about how you and your team started moving towards new ways of working.
When I knew we were returning to campus in September 2021 I said to my team that we had two choices – we can either embrace the technologies and ways of working we’ve developed during the pandemic and incorporate them into our team, or we can go back to how we worked pre-pandemic. The team was unanimous in wanting to have blended working in the European Institute (EI). I immediately set about this, transforming our space, and developing our strategy for the EI.
What tech, spaces and behavioural changes happened to accommodate blended working?
I removed five of our 10 desks in our team and set a clear-desk policy. This applies to me as Department Manager too. All members of the team have a pedestal and a laptop, and every desk in the office has either a docking station or docking monitors. Staff have also been provided with equipment such as monitor and keyboard for home working.
The team were asked to work to a 40/60 rota, being 40% in the office, but on a flexible basis. They all appreciate that business need must come first and that they may need to be in more than their allocated days depending on events, meetings, staff absence, etc. We operate two rotas: one for term-time and one for out-of-term-time. We have three sub-teams, and all members of each sub-team are in the office together one day per week during term-time. There is also a requirement for at least one member of the programmes team to be in each day, and one manager.
We've changed our communications with students and with each other. Students know that there are two EIs: one virtual and one physical, and that they will receive the same level of service whether they visit us in person or engage with us online, and may also request ad hoc meetings via email. The vast majority (99%) engage with us online. We respond to emails within 24 hours, often quicker, and key members of staff (e.g. Deputy DM, Student Engagement Coordinator) offer bookable office hours on the Student Hub.
Staff are expected to be contactable on Teams during their agreed working hours, and we communicate regularly via Teams channels daily. There are monthly hybrid team meetings, and weekly Zoom "catch-ups" each Thursday morning, to support team cohesion as well as regular team lunches or dinners for staff.
New staff are expected to be in the office more often during their first two to four weeks to allow them to meet and work with every member of the team in-person, and to get to know the department and faculty. We have been fortunate enough to not have significant performance management issues; the team understand that home working is a privilege, and that they will be asked to work in the office more often if we encounter problems which cannot be solved via a remote solution.
Did new work patterns emerge to accommodate School need and individual preferences?
Not especially; we feel that our comprehensive approach to team communication and support/collaborating with fellow staff and students is well supported via in-person and Teams communications. Most of us feel better connected to each other than we did pre-pandemic.
What have you learned from working in a blended way?
That we can continue to offer the same excellent service we always have, whilst also significantly improving staff work-home life balance. Staff are happier and more productive.
What advice or best practice would you share with colleagues about the challenges and successes of blended working?
Don’t be afraid to innovate, think creatively, or trial different approached. We have found that any problem can be solved with this approach. Department Manager leadership is crucial to making blended working a success; they must be willing to work to the same principles which apply to the team. All team members buy-in to the EI policy on home working, and are committed to working creatively to ensure that it is a success. We are also fortunate to have 100% faculty buy-in; this comes from the positive attitude of the Head of Department in working with and supporting PS colleagues.
I’m very happy to speak more about this should you have any questions, or to attend any sessions and be a positive example of blended working in an academic department. I’m proud of my team and what we’ve achieved.