Preparing, Evaluating and Implementing Working Remotely Proposals Managers, principals and employees should work through the appropriate Flexible Work resources when preparing, evaluating and implementing a proposal for a working remotely arrangement. The following steps summarise the approach used in the resources: Managers and employees should carefully consider both the costs and benefits of working remotely proposals. Arrangements should be neutral’ with any costs outweighed by resulting benefits and comply with applicable ‘cost laws. Benefits for the workplace can include: recruitment and retention of valuable employees and skills minimising costs associated with recruiting and training new employees greater flexibility in work schedules increased efficiency and productivity arising from concentrated and uninterrupted work time effective use of available technology Benefits for employees can include: increased flexibility with carer responsibilities and other personal life commitments reduced travelling time and costs associated with commuting increased motivation and job satisfaction improved wellbeing and work/life balance Costs can include: the provision of equipment changes that may need to be made to the remote workplace to meet OHS requirements utilities, including phone calls, printing etc. The manager and employee should discuss the proposal to ensure that the needs of both the employer and the employee are considered. Managers may not be able to agree to all requests; however, all proposals should be evaluated with the involvement of the applicant. Feedback must be provided for both successful and unsuccessful proposals. Other options may be developed including a recommendation that the proposal be resubmitted at a future time. Role suitability suitably undertaken in a working remotely arrangement are generally discrete pieces of work which can be worked on by one person. Examples include project work, policy analysis, research, report writing, data analysis, planning or scheduling and computer-based tasks. This list is not exhaustive and does not preclude other tasks that managers or principals consider suitable for a working remotely arrangement. that require face to face interaction, direct supervision and regular access to hardcopy or other resources located in the base location workplace would generally be considered unsuitable. However, as technology improves, accessing information online, virtual meetings, remote collaboration and video conferencing will become part of the way we do business. Assumptions need to be regularly reviewed. Role Suitability Checklist 1=never 4=always To be completed by both manager or principal and employee 1. 1 2 3 4 part of the work can be done away from the base location workplace
Preparing, Evaluating and Implementing Working Remotely Proposals Managers, principals and employees should work through the appropriate Flexible Work resources when preparing, evaluating and implementing a proposal for a working remotely arrangement. The following steps summarise the approach used in the resources: Managers and employees should carefully consider both the costs and benefits of working remotely proposals. Arrangements should be ‘cost neutral’ with any costs outweighed by resulting benefits and comply with applicable laws. Benefits for the workplace can include: recruitment and retention of valuable employees and skills minimising costs associated with recruiting and training new employees greater flexibility in work schedules increased efficiency and productivity arising from concentrated and uninterrupted work time effective use of available technology Benefits for employees can include: increased flexibility with carer responsibilities and other personal life commitments reduced travelling time and costs associated with commuting increased motivation and job satisfaction improved wellbeing and work/life balance Costs can include: the provision of equipment changes that may need to be made to the remote workplace to meet OHS requirements utilities, including phone calls, printing etc. The manager and employee should discuss the proposal to ensure that the needs of both the employer and the employee are considered. Managers may not be able to agree to all requests; however, all proposals should be evaluated with the involvement of the applicant. Feedback must be provided for both successful and unsuccessful proposals. Other options may be developed including a recommendation that the proposal be resubmitted at a future time. Role suitability suitably undertaken in a working remotely arrangement are generally discrete pieces of work which can be worked on by one person. Examples include project work, policy analysis, research, report writing, data analysis, planning or scheduling and computer-based tasks. This list is not exhaustive and does not preclude other tasks that managers or principals consider suitable for a working remotely arrangement. that require face to face interaction, direct supervision and regular access to hardcopy or other resources located in the base location workplace would generally be considered unsuitable. However, as technology improves, accessing information online, virtual meetings, remote collaboration and video conferencing will become part of the way we do business. Assumptions need to be regularly reviewed. Role Suitability Checklist To be completed by both manager or principal and employee 1=never 4=always 1. part of the work can be done away from the base location workplace 1 2 3 4