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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
PAGE 3
PublicServiceCommission
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%.
PAGE 4
PublicServiceCommission
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
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PublicServiceCommission
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.
5 Future of Work Institute, “The Benefits of Flexible Working Arrangements, a Future of Work Report”, 2012
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
PAGE 6
PublicServiceCommission
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.
PAGE 7
PublicServiceCommission
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
14 Future of Work Institute, “The Benefits of Flexible Working Arrangements, a Future of Work Report”, 2012
15 http://www.ksl.com/?nid=148&sid=7422008
PAGE 8
PublicServiceCommission
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.
PAGE 9
PublicServiceCommission
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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PAGE 11
PublicServiceCommission
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.
PAGE 12
PublicServiceCommission
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
PAGE 13
PublicServiceCommission
• 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
PAGE 14
PublicServiceCommission
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.
PAGE 15
PublicServiceCommission
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”
PAGE 16
PublicServiceCommission
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
PAGE 17
PublicServiceCommission
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,
workplace environments
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
PAGE 18
PublicServiceCommission
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.
PAGE 19
PublicServiceCommission
• 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
PAGE 22
PublicServiceCommission
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
PAGE 24
PublicServiceCommission
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
).
PAGE 26
PublicServiceCommission
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
workplace environments
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