DCW90-Flexible Working and Work-Life Balance Policy
{{org_field_logo}}
{{org_field_name}}
Registration Number: {{org_field_registration_no}}
Flexible Working and Work-Life Balance Policy
1. Purpose
The purpose of this policy is to promote a positive work-life balance for all employees of {{org_field_name}}, ensuring that flexible working arrangements are fair, inclusive, and beneficial to both employees and the organisation. This policy supports employee well-being, retention, and productivity while ensuring that high-quality domiciliary care services continue to be delivered effectively.
This policy aligns with the Regulation and Inspection of Social Care (Wales) Act 2016, the Flexible Working Regulations 2014, the Work-Life Balance and Miscellaneous Provisions Act 2023, the Employment Rights Act 1996, and guidance from Care Inspectorate Wales (CIW). It ensures compliance with UK employment law, addressing employees’ right to request flexible working while maintaining service quality.
Flexible working can include adjusted working hours, part-time work, compressed hours, remote working, job-sharing, and other flexible arrangements, ensuring that employees can balance personal commitments and professional responsibilities effectively.
2. Scope
This policy applies to: All employees of {{org_field_name}}, including full-time, part-time, and contracted staff. Managers and HR personnel responsible for reviewing and approving flexible working requests. Service users and their families, ensuring service continuity and care standards are maintained.
It covers: Types of flexible working arrangements. Employee rights and eligibility criteria. The process for requesting flexible working. The decision-making framework for approving or declining requests. Work-life balance initiatives to support employee well-being. Compliance with legal and regulatory requirements.
3. Principles of Flexible Working and Work-Life Balance
3.1 Commitment to Flexible Working
{{org_field_name}} is committed to supporting a positive work-life balance, recognising that flexible working enhances job satisfaction, well-being, and staff retention. We strive to accommodate reasonable requests for flexible working, provided they do not compromise service quality, regulatory compliance, or operational needs.
Flexible working is particularly important in the care sector, where balancing staff availability with service user needs is crucial. This policy ensures that staff have options for flexible arrangements while maintaining safe, consistent care delivery.
3.2 Types of Flexible Working Arrangements
Employees can request a range of flexible working options, including:
- Part-time working: Employees work fewer hours than the standard full-time contract.
- Job sharing: Two employees share the responsibilities of one full-time role.
- Compressed hours: Employees work their contracted hours over fewer days.
- Flexitime: Employees can adjust their start and finish times within agreed limits.
- Remote working: Certain administrative or coordination tasks can be completed from home.
- Term-time working: Employees work only during school terms, supporting parents and guardians.
Each request is assessed on an individual basis, considering employee needs and service delivery requirements.
3.3 Eligibility and Right to Request Flexible Working
Under the Employment Rights Act 1996, employees with at least 26 weeks’ continuous service have the legal right to request flexible working. However, at {{org_field_name}}, we encourage flexible working discussions from the start of employment, ensuring that work-life balance is embedded in our culture.
Eligibility criteria:
- Employees must submit a formal written request explaining their desired flexible arrangement.
- Requests should include details of how the change will impact their role and service delivery.
- Only one flexible working request can be made within a 12-month period, unless exceptional circumstances apply.
3.4 Process for Requesting Flexible Working
Employees should follow this process when requesting flexible working:
- Submit a written request to their line manager, detailing:
- The type of flexible working requested.
- The reason for the request (if they wish to disclose it).
- How they propose to maintain job performance and service standards.
- Manager reviews the request, considering:
- Impact on service delivery, team dynamics, and operational feasibility.
- Whether adjustments can be made to accommodate the request.
- Compliance with CIW staffing requirements and continuity of care.
- Decision is communicated within 28 days, following an objective assessment.
- Trial periods may be implemented to assess feasibility before full approval.
- Appeals process: If a request is declined, employees can appeal within 14 days.
Flexible working requests are handled fairly, transparently, and without discrimination, in line with the Equality Act 2010 and CIW employment standards.
3.5 Grounds for Declining a Request
Requests for flexible working may be declined only on the following grounds:
- Insufficient staff availability, leading to gaps in care provision.
- Inability to meet service user needs under the proposed arrangement.
- Increased costs that create an undue burden on the organisation.
- Significant disruption to team structures or work patterns.
- Inability to maintain regulatory staffing levels as required by CIW.
If a request is declined, the employee will receive a written explanation, and alternative solutions (e.g., modified shift patterns) may be explored.
3.6 Supporting Work-Life Balance Initiatives
In addition to formal flexible working arrangements, {{org_field_name}} promotes a culture of well-being, ensuring that employees feel supported in managing their personal and professional lives. Initiatives include:
- Well-being support: Access to mental health resources, counselling, and employee assistance programmes.
- Reasonable adjustments: Supporting employees with childcare, caring responsibilities, and health conditions.
- Annual leave planning: Encouraging fair and structured holiday scheduling.
- Stress management training: Equipping staff with strategies to maintain a healthy work-life balance.
By actively promoting well-being, we enhance staff engagement, motivation, and retention, benefiting both employees and service users.
3.7 Monitoring and Reviewing Flexible Working Practices
To ensure that flexible working arrangements support both employees and service delivery, {{org_field_name}} will:
- Conduct annual reviews of flexible working practices.
- Gather feedback from employees and managers to improve processes.
- Ensure compliance with CIW regulations and UK employment laws.
- Provide ongoing managerial training on handling flexible working requests effectively.
All flexible working agreements will be reviewed periodically to assess their impact on operations and service quality, ensuring continuous improvement.
4. Efficiency in Managing Flexible Working
To ensure efficient and fair management of flexible working, {{org_field_name}} implements:
- Digital workforce scheduling tools, ensuring that staff availability is optimised without compromising care quality.
- Clear communication protocols, allowing teams to coordinate effectively even with flexible schedules.
- Automated leave and rota management, reducing administrative burdens and ensuring fair shift allocation.
- Ongoing training for managers, ensuring they understand legal obligations, fair decision-making, and operational impacts.
- Regular policy reviews, ensuring that our approach remains responsive to staff needs and business requirements.
By embedding flexible working as a strategic priority, {{org_field_name}} supports both staff well-being and service user satisfaction, ensuring a resilient and motivated workforce.
5. Related Policies
This policy should be read alongside: Staff Supervision, Training, and Development Policy (DCW27), Equality, Diversity, and Inclusion Policy (DCW30), Health and Safety at Work Policy (DCW16), Lone Working and Staff Safety Policy (DCW23), Staff Leave and Absence Policy (DCW33).
6. Policy Review
This policy will be reviewed annually, or sooner if legislative changes or organisational needs require updates.
Responsible Person: {{org_field_registered_manager_first_name}} {{org_field_registered_manager_last_name}}
Reviewed on: {{last_update_date}}
Next Review Date: {{next_review_date}}
Copyright © {{current_year}} – {{org_field_name}}. All rights reserved.