Initial Analysis of data from Flexible Working Survey

The 2012 Strategy for Social Work in Northern Ireland recommended flexible working under one of

eight strategic priorities in both improving social work services and strengthening the capacity of the

workforce. Flexible working is commonplace in many organisations, including social work and social

care providers; the law provides that all employees may now request flexible working, and

employers must consider this under certain circumstances (for example where an employee has

parental responsibility for a child less than 17 years)

An initial review of the literature relating to flexible working hours in health and social care

specifically was undertaken. The NI Social Work Strategy work stream for Flexible and Extended

Working considered it essential to gather the opinion of social work practitioners regionally

regarding flexible working. Of particular interest to the group was practitioner views on how

beneficial or otherwise flexibility of schedule and location in their role may be for them. The group

needed to understand if the views of workers regionally reflected the wider evidence base in this

area. A self-administered questionnaire was disseminated through SurveyMonkey, an online survey

programme providing collection and basic analysis of raw data. An introductory section was included

detailing the range of schedule options available when working flexibly. In light of the Strategy

recommendations, the purpose of the survey was outlined to potential participants as needing to

ascertain:

1. Understanding of flexible working

2. Views about the schedule options available and what if any potentially they may consider

3. Thoughts regarding work-space or location flexibility

4. Perceived risks/benefits of flexible working to staff in undertaking their role and achieving a

work/life balance

The survey used a mixed methodology, utilising mainly semi structured questions, and a Likert Scale,

composed of statements based on key themes from the available evidence base. Participants were

also provided the opportunity to freely offer views/ comments at the end of the survey.

Social work staff within all health and social care trusts were invited to participate in the survey as

were social workers employed within both the voluntary and other statutory organisations

(Probation Board for Northern Ireland, Youth Justice Agency, Education & Welfare). The sample

frame isn’t exhaustive in including all organisations employing social workers; however it could be

considered representative in drawing the majority of responses from the largest employment sector

for social work regionally, i.e. health and social care trusts

Determining an accurate figure of qualified social workers practising across the region at a given

time is challenging. Whilst the Northern Ireland Social Care Council currently has 6985 individuals

‘recorded’ on its Part 1 register (Registered individuals with a social work qualification) this record

also includes multiple registrations for one individual where they may have been on/off the register

as a consequence of employment, those not currently employed, and those ‘recorded’ but not

registered for various reasons (non-payment of fee/removal from the register).

Department of Health, Social Services and Personal Services NI 2014 workforce statistics indicate

3606 social workers employed within health and social care trusts regionally (adjusting for non-social

work staff and students). Inclusion in this survey required that participants were employed as a

social worker with an employer organisation involved in disseminating the survey. This will have

included all health and social care trusts, other statutory agencies and representation from the

voluntary sector. More detailed figures are required on numbers of social work employees in all

organisations, other than health and social care trusts to determine how representative the sample

is of the employed qualified social work population.

Demographic factors: Participant Profile

The survey requested a range of factual data relating to participants. The majority of survey

respondents were women. Out of the 479 participants, 83% were female; marginally higher than the

80% overall UK non-medical population of health and social care staff. The vast majority of

respondents were employed within health and social care trusts, 72.88% (n=344). The Probation

Board for Northern Ireland had 10.81% participants, with all sectors combined totalling 16.3%.

Data on age was requested, of those responding (n=472); 34.53% were aged 45-54yrs, 30.93% 35-

44yrs, 17.37% 55-64yrs, 14.62% 25-34%; 1.48% were aged 18-24 years and 1.06% were aged 65+.

Over 65% of those responding in this category are aged between 35-55 years.

Data was sought relating to specific areas of employment within trusts. Over 50% of respondents

(n=469) were employed in children and families services, with almost 20% being employed in ‘other’.

The remaining percentages were; older peoples services 10.23%, mental health 7.89%, physical

disability 6.18%, and learning disability 5.54%. Thus a summary descriptive analysis of factual

measures to include demographic features indicates that participants were primarily female, aged

between 35-55 years and subject to employment within the five health and social care trusts.

Experience and knowledge of Flexible Working

Of The 456 responding in this section, a slight majority of 53.07% had no experience of flexible

working. Almost all the respondents within the category of ‘previous experience’ provided narrative

feedback on the positive features of this. A number of key themes were evident from the analysis of

qualitative responses provided.

Both Flexibility and Work life balance emerged as the most cited reasons for favouring flexible

working amongst those with experience of it. On more detailed scrutiny; themes of work-life balance

and flexibility are closely related in the narrative detail provided by respondents. For example;

‘Fit in with family life’

“Flexible part time hours to cope with school aged children”

“Easier managing of childcare needs”

“Being able to manage work and childcare responsibilities”

Of the overall total with previous experience of flexible working, 109 respondents identified

challenges associated with this. Key themes emerging from analysis of qualitative statements

provided reveal managing work load within working hours and schedule, as the most significant

challenge for those with experience of flexible working. For example:

“Getting my work done in the hours”

“Workload not reflecting reduced hours”

“Workload was huge and therefore constantly worked over hours”

Understanding of Flexible Working

Data was also sought regarding participants knowledge of within flexible working arrangements;

data was sought directly related to familiarity on this issue. Of the 447 participants who responded

to the question regarding their understanding of flexible working options, 47.65% had been unaware

of the schedule types (prior to taking the survey). This suggests that most respondents were

unfamiliar with the schedule options within flexible working arrangements.

Preference for Flexible Working Options

Participants were asked whether or not flexible working was something they would consider in their

employment. From a total of 446 respondents; 89.69% indicated ‘yes’, as opposed to 10.31%, stating

that flexible working was not something they would consider.

When data regarding preferred mode of flexible working was analysed; staggered hours/flexi-time

emerged as the preferred option with 69.58% of the 401 responding, favouring this option first with.

Second preference was compressed hours, third part-time hours, followed by annualised hours,

with job-share being the least preferred option.

Perceived Benefits and Challenges of Flexible Working

Responses within this category were also generally high, 389 responded in relation to perceived

benefits, and 356 regarding perceived challenges.

Again, in seeking information regarding participant’s views of the potential benefit of schedule

flexibility in their role; key themes emerging from the analysis of qualitative responses provided

show similarity with responses offered where previous experience of flexible working was indicated.

Of the categories identified; work life balance emerges strongly as a key benefit perceived by

flexible working. Qualitative comments focus predominantly on time with family and children, for

example:

“Would help with other demands such as caring role for the family”, “better for family life” and

“would get to pick up child one day a week from school”

Statements responding to concerns reflect greater diversity of views, with responses being more

evenly distributed across themes. For example, support from management, and effectively

managing the process emerges as important. However hours worked and team emerge as only

marginally less significant. When examining narrative comments in terms of potential challenges of

schedule flexibility, respondents indicate a range of concerns related to how such working practices

are managed individually and at an organisational level.

“Expectation to manage larger caseload in less hours”, “managing caseload in different timescales” and “contracted hours persistently exceeded”

“Other teams not being available”

“Limits working time available to arrange meetings etc..”

“Potential isolation”

“Less colleague support”

“Management not being flexible”

“Impact on others workload”

These represent a more diverse range of issues, which consider impact on team, the service and

managerial support in working under such an arrangement. When comparing responses in this

section against those with actual experience of flexible working; many issues anticipated as potential

negative factors are also highlighted by those with actual experience of flexible working.

Flexibility of Location

When asked within the survey about the potential benefits of flexibility of location; 319 respondents

provided comment. Reduced travel time to and whilst in work, emerged as the clear positive benefit

for respondents in having flexibility of location. Responses here relate to perceived time efficiency

whilst in work. For example:

“If you had several visits in one location you could work from that local office location to save travel

time back to office base”

“If you have a case far away it would be good if you had an office close to that base to work from”

“Able to use working time available more effectively”

“I work in a patch area approx 15 miles from my office and travel time eats into my diary - this could

potentially free up some time for more direct work with service users”

“Home working- quieter and away from the disruptions of the office, leading to being more

productive with paper work”

In seeking views on potential concerns with location flexibility, 301 respondents provided comment.

Team emerges as the most referenced issue. Analysis of narrative responses in this section evidence

a concern with the impact of location flexibility on team support, identity and morale, for example;

“Detracts from sense of ' team ' if everyone not working from base”

“Team structure and reliance on colleagues important in my role”

“Reduced support from team if geographically spread”

“Less ability to access manager or gain support from team in crisis”

Having access to required physical resources was the second most concerning issue for respondents

in having flexibility of location. Resources listed included physical resources such as desk, phone,

parking, documents, as well as internet access.

Use of Technology and Flexible Working

Participants were asked to consider potential benefits and concerns in using technology to assist

them carrying out their role when working with flexibility of both schedule and location. 333

individuals responded to this question. The most cited issue was the benefits of technology in

providing dependable and efficient access to information/resources (e.g. record systems) regardless

of location, in supporting flexible working practices.

“Being able to get on line, have access to documents, where and when needed”

“Having access 24 hours to my work would help me complete my hours around my family”

“Remote access -I can get my tasks done without having to be tied to a particular desk”

Working from home and recording emerged as the second and third most cited perceived benefits

of using technology to support flexible working. Comments relating to working from home focused

on technology supporting this through remote access. In analysing responses related to recording as

a key theme emerging from the data; respondents see a real benefit of using technology is allowing

them to maintain prompt and up to date records. For example statements made in this section

include:

“Much easier to keep on top of recording contacts”

“Would assist with the ability to keep recording up to date”

“Not having to carry paperwork”

“Could complete recording in car etc- help hugely with paper work!! and time management”

Where respondents indicated concerns (312 comments), security of data to include protection of

information and safe storage of devices, was the overwhelming concern noted here. Other concerns

were the reliability and dependability of the technology, network availability, and the potential for

lost data.

Open ended questions seeking further detail/comment from participants regarding

flexibility of schedule and location

The perceived benefits and concerns regarding flexible working appear supported by a majority of

qualitative comments in question 19. Altogether 185 respondents used this opportunity to further

comment on the issue. In analysing responses here; management support in realising flexibility of

schedule and location emerged as the predominant issue for participants. Staff needs featured as

the next most consistent theme in comments made. Analyses of narrative statements show

availability of resources, including managerial support and accessibility as necessary to flexible

working. The themes of management support, staff needs and flexibility as mutually beneficial are

inter-related and recurring.

“sense that employers value staff's time with their children and family and that more flexibility can

lead to less stress and pressure in managing both home life and work responsibilities=more

productive, less sick leave etc.”

“Change in management mind-set. Management seem hesitant to adapt to flexible working if they

do not see the benefits.”

“Management attitude and understanding of aims of flexible working is most important”

“A recognition by management that we already work in a flexible manner, when we are on call and

just as we are always willing to be flexible and allow work on occasions to impact on our personal

lives, that we should be shown the same level of flexibility and it would lead to a happier work force.

There should be more reward in the health service for efficiency.”

Participant’s views were also sought on a range of statements based on key findings from the

literature review regarding employee and organisational experience of flexible working.

Respondents in this section indicated their agreement or otherwise on a scale; on average there was

a 74% response rate to this section. The table below details the distribution of responses in each

response category

–

1 Strongly Disagree– 2 Disagree– 3 Not Sure– 4 Agree– 5 Strongly Agree– Total–

–

Flexible

working could

allow me to

better

organise my

personal life

8.45%

30

3.66%

13

12.39%

44

22.54%

80

52.96%

188

355

–

Flexible

working could

benefit me

with my

personal

caring

responsibilities

10.80%

38

4.26%

15

13.07%

46

20.74%

73

51.14%

180

352

–

Flexible

working will

better meet

the needs of

the service

user

6.46%

23

7.87%

28

19.38%

69

27.53%

98

38.76%

138

356

–

Flexible

working would

better meet

the needs of

the

organisation

7.37%

26

8.22%

29

21.81%

77

26.35%

93

36.26%

128

353

–

I believe I

could work

more

efficiently with

flexibility of

schedule and

location

9.07%

32

7.37%

26

16.43%

58

26.91%

95

40.23%

142

353

– 16.38% 18.64% 35.03% 20.90% 9.04%

–

1 Strongly Disagree– 2 Disagree– 3 Not Sure– 4 Agree– 5 Strongly Agree– Total–

I believe that

flexible

working could

negatively

impact on

team work

58 66 124 74 32 354

–

Flexible

working could

improve

quality of time

spent in teams

with

colleagues

7.10%

25

19.60%

69

40.06%

141

20.17%

71

13.07%

46

352

–

Working

flexible

locations could

facilitate

professional

links

6.21%

22

11.86%

42

29.66%

105

34.46%

122

17.80%

63

354

–

My manager

would be

happy for me

to work

flexibly in my

job

13.54%

47

14.70%

51

34.29%

119

22.48%

78

14.99%

52

347

–

With training, I

would feel

comfortable to

use available

technologies

to work

flexibly

7.04%

25

4.51%

16

12.96%

46

28.73%

102

46.76%

166

355

Analysis of Likert Scale Responses

Responses within this section of the survey average at 353 respondents in each statement. The

majority of respondents either strongly agree or agree with statement relating to benefits to family

and personal life, potentially gained from flexible working. Over 70% of respondents either ‘strongly

agree’ or ‘agree’ with statements relating to the perceived benefits of flexible working in organising

their personal life, and managing caring responsibilities. The table also indicates respondents either

strongly agreeing or agreeing with statements regarding the benefits of flexible working both for the

service user and organisation. This data may be seen to reflect on findings from qualitative

responses regarding perceived benefits, with family and personal life identified as key themes, and

respondents overall indicating positive benefits extending to the organisation and service users.

Responses to statements relating to the potential impact on team cohesion and quality time spent in

teams produced the most undecided responses. From the table above it is apparent that a greater

number responded as ‘unsure’, than the total responding in ‘strongly agree’ and ‘agree’ and

‘strongly disagree’ and ‘disagree’. Of the 354 individuals responding to the statement:

‘I believe that flexible working could negatively impact on team work’

The percentage of those who were ‘unsure’, and the combined total of those ‘disagreeing’ and

‘strongly disagreeing’, was identical at 35.03%, whilst 29.94% of respondents here fell into the

‘agree’ and ‘strongly agree’ categories combined. Similarly although more respondents either

‘agreed’ or ‘strongly agreed’ (combined 33.24%) with the statement,

‘Flexible working could improve quality of time spent in teams with colleagues’

than the combined total of those either disagreeing or strongly disagreeing at 16.7%; the category of

‘unsure’ represented the most popular category with 40.06% opting for this.

When taken with qualitative findings on potential concerns of flexible working; it appears that

respondents are uncertain and concerned regarding the potential impact of flexible working on their

experience of being in a team, and team interaction. The majority of those responding either

‘strongly agree’ or ‘agree’ with the potential for establishing links across professions that may be

associated with location flexibility.

Managerial support emerged as a key factor and area of concern when implementing any flexible

working arrangements for those responding in the initial part of the survey. Findings outlined in the

table above show the majority of those responding as ‘unsure’ to the statement relating to

management views on staff working flexibly. Whilst overall ‘strongly agree’ and ‘agree’ combined

account for 37.47% of 347 responses in this section; the majority don’t support the statement;

‘My manager would be happy for me to work flexibly in my job’.

Responses to the statement on use of technologies with training appear to support themes from the

qualitative data indicating that social workers are in favour of using technologies with training and

support.

Participants were asked to provide any further thoughts on the issue of flexible working overall.

Listed below are some of the comments offered.

“I feel that flexi hours for example 8am - 4pm would be excellent to accommodate home visits.

Having the option to work from home during working hours would also be beneficial for when

working on reports etc as it would allow time away from the busy office and telephone calls to focus

solely on the one report for example.”

“Professionals ought to be able to devise a working pattern that suits the needs of the clients as long

as it also meets the statutory obligation of the agency. Professionals should be trusted to work

towards logical outcomes with families rather than finding themselves stuck and apart from service

users, completing paper work as part of a process.”

“For a statutory field work team this would not always work. The current system of working 9-5pm

along with having a duty rota and staff responding to crisis if needed works well. Staff are able to

have some toil from responding to anything after 5pm and then can use such hours as agreed by

manager.”

Summary comments

From this survey, key themes consistently occur, and are reflected across categories. The most

significant for staff can be summarised as follows:

Staff surveyed are in favour of flexible working

Clear benefits are understood as applying in assisting them with organising their personal

life and family/caring responsibilities.

Issues of management support for individual arrangements are a key factor

Concern exists regarding the impact of team cohesion and managing workloads within

agreed schedules.

Having the support and trust of management, and team, support is a consistently occurring

issue.

Dependable access to essential resources, including space and technology, appear as critical

factors in implementing flexible working amongst the social work workforce in Northern

Ireland.

Analysis of data from Front line managers survey

Participants were also asked to complete an additional short survey if they had a frontline

management role. The available research and evidence base identified this section of the social work

workforce with responsibility for potentially managing staff through this process, as having most

concern regarding its implementation. Given this knowledge, ascertaining the particular views of this

group, with reference to key findings from the existing research; was considered essential.

Participants in this section were requested to indicate their views relating to a range of evidence

informed statements, on a Likert scale. Of those participating in this section of the survey, 79

respondents individuals identified themselves as frontline managers; responses to each statement

were equal at 91%.

Overall views of flexible working

Initial statements were concerned with potential outcomes for individuals as opposed to the effect

on teams. The data indicates that most managers viewed flexible working as a positive development,

with 80.55% either agreeing or strongly agreeing with this statement. Similarly the data suggest that

frontline managers are in clear agreement overall with staff having more control in agreeing

schedule and in determining location. Again when exploring the issue of potential benefits to

‘efficiency’ in the role, linked to choice in determining the location of where staff worked, had

66.66% agreed or strongly agreed.

In comparison responses to statements focused on the key issue of ‘team’ including time with staff,

and staff time spent together as a team; reflect more marginal responses. For example less than half

(44.97%), of the combined categories of ‘agreed’ or ‘strongly agreed’ with the statement:

Flexible working could allow managers to better organise quality time spent with team members

‘Agreed’ represented the majority choice of statement at 29.17%, however at 27.78% the category

of ‘unsure’ in real terms equated to one less person than those agreeing. When provided statements

relating to actual time spent together as a team being more productive under flexible working

arrangements, the category of ‘unsure’ represented the highest response at 31.94%. However the

combined categories of those either strongly disagreeing or disagreeing that flexible working would

benefit productivity were small at 19.45%. Those agreeing or strongly agreeing combined, totalled

48.61%. This may be interpreted as indicating that frontline managers have particular concerns

about key aspects of service delivery within flexible working, but overall view are positive with

regards to it.

Front line manager concerns regarding flexible working and service delivery

Participants in this section were asked to provide narrative comments identifying concerns relating

to their role in managing any flexible work arrangement. Specific factors relating to a key issue of

staff include, support, management and monitoring, and availability emerging as most significant for

frontline managers. Typical responses include:

Not being available to support staff when required

Monitoring staff attendance/time keeping and work

Managing a team if there were a number of staff on flexible contracts

Staff being available to cover crisis

This issue of staff is frequently replicated descriptions of the second most cited theme emerging;

that of team. Examples of qualitative statements here include:

Isolation of individual team members from core team,

Maintaining team identity

The themes of managing and cover emerge as next most relevant. These themes appear to

encompass location flexibility also; for example

Office cover and managing lone worker policy

Having core times covered by staff and staff safety outside of same

Concern re individual risk management if communication is not as immediate and accessible as needed

Accountability for staff if not based in same location

Staff will want a range of options to meet their needs that will conflict with workload management/service delivery

The frequency of use and context of some key phrases across themes would appear to corroborate

the significance of these for those responding. This is particularly evidenced when considering

participants were invited to identify 3 issues/factors of concern, and repetition of key themes was

consistent across these. When data from the initial statements is considered with qualitative

responses here, clear areas of concern emerge from managers regarding their role in flexible

working. Key concerns relate to supporting, managing and monitoring of staff as a consequence of

working flexibly, including location flexibility. Additionally managers have concerns regarding team

functioning, and the potential for lack of peer support as a consequence of such changes.

Front line manager perceived benefits regarding flexible working and service delivery

Qualitative statements from front line managers indicate a number of specific themes/issues. Whilst

the issue of staff occurs as most relevant, further analysis provides insight into the meaning of this

for respondents. The most frequent themes are represented in the narrative comments below:

More productive staff member

Staff more committed to service

Staff being more in control of their time management

Happier staff

Service user needs emerged as the next most prominent issues. Frontline managers appear to consider the benefits of flexible working. From statements provided it appears that managers anticipate benefits to the service available or able to be provided to service users. For example;

More efficient use of time for service user contact

Meeting needs of service users outside 9-5 arrangement

More willingness to works outside normal working hours to meet service users’ needs

Better access to service for clients

Flexibility emerges as the next most identified issues. Here flexibility can be interpreted within work/life balance where it is referenced within. Comments include;

Happy worker if work home balance achieved

As manager, i work 9-5. Demands of admin, reports, meetings etc means I do not get to spend much time with the young people in the home. Flexible hrs/condensed hrs would permit me to do this.

Flexibility for client contact

Frontline managers views on prerequisites in managing flexibility of location and schedule

with the staff group (practical or otherwise)

Frontline managers took the opportunity within this open- ended section to articulate their views

regarding what they see as the fundamental role of technology here in enabling such practices.

Quality in both mobile technology and technological support emerge as basic to implementing

location and schedule flexibility within their teams. This issue of technology in general was a co-

existing feature; whilst flexibility was the second ranked essential issue here, I.T. support regularly

featured in comments which referenced flexibility.

The final section requesting frontline managers to offer views or queries on the issue elicited

An open ended question to participants in this section to offer their views or queries on the issue

appears to have provided an opportunity to articulate their own needs. Here the responses of front

line managers in some instances tended to reflect individual responses in the larger survey;

unsurprising perhaps given their participation within this too. Respondents fore mostly identified

with the potential benefits of flexible working for them as an employee; either offering their views

on team or querying ‘how’ this may be managed in teams. Both issues resonate with general points

from the overall survey which appears to highlight an enthusiasm for flexible working, yet some

concern regarding specific aspects of its implementation. Whilst ‘trust’ occurred across a number of

issues for staff; managing and monitoring of staff appears as an issue for front line managers,

however this appears linked to their governance role and accountability in terms of staff safety and

well being

In summary frontline managers:

See real benefits to both staff and service users with flexibility of location and schedule;

Identify increased staff morale and service user needs being better served from such a

working arranged

Articulate concerns regarding the challenge in providing support to, and managing dispersed

team members with varying schedules.

Have anxieties regarding the management and monitoring of staff which appears related to

accountability issues within their role, not least staff safety and well-being.

Share the views of staff in identifying resources and quality technological support as vital to

any flexible working arrangements.

Emma McGinnis

Lecturer in Social Work UU Magee