Hybrid working focuses primarily on where you work, whereas flexible working focuses more on when you work and may include a change to the contract of employment. For example, flexible working could mean working part-time, or working compressed hours (e.g. a 9 day fortnight). Hybrid working focuses on the location you undertake your work e.g. in the office, from home or any other location as agreed with your line manager. You can both work a flexible working pattern and work in a hybrid way.

If you are feeling unwell and unable to fully undertake your role, then you will be expected to inform your line manager and report the day or period as sickness absence. The University has a duty of care towards you as an employee and your wellbeing is important.

Hybrid working is an informal and non-contractual arrangement which may change depending on the needs of the University and the needs of your team. Whilst hybrid working could make it easier to support childcare and caring responsibilities due to the flexibility provided in terms of when and how you deliver your work, it is not a fixed arrangement to provide cover for regular childcare or other caring responsibilities. For staff with caring responsibilities, it is expected that appropriate arrangements will be in place for any dependents to avoid interruption to work during normal working hours. If you need certainty that you can have particular times or days off for caring purposes, or you need a guaranteed arrangement to enable you to manage childcare or other caring responsibilities on a regular basis, then this would be more appropriately dealt with under the University's Flexible Working Policy.

The proportion of home and on-campus working will depend on the nature of your role and what is agreed locally within your team/department. All teams are encouraged to discuss with their manager how hybrid working might work in their specific circumstances, although it is not expected that anyone will work from home all the time.

One of the principles of hybrid working is that staff should be available and accessible whilst working remotely; this will include providing cover aligned with the requirements of the role. Staff may be required to attend campus on a day they planned to be at home and must comply with all reasonable requests to attend e.g. for business critical reasons, unplanned circumstances, sickness absence, citizenship etc. As far as is reasonably possible, the University will provide two days’ notice of any such requests, where this represents a change to an existing arrangement.

You and your team must ensure your Outlook calendar is up to date and shows where you are on any given day. For this reason, it’s important you give your line manager and your team access to your calendar. Appointments for confidential entries can be made private as required.

The balance between home and on-campus working will depend on the nature of your role and what is agreed locally within your team/department. All staff are expected to spend a good proportion of their time working on our campuses to support our students and staff living, studying and working here. Those staff who are in roles which are directly student or staff facing or provide support to colleagues in these roles are likely to have an increased on campus presence.

The University does not make any financial contributions towards household expenses for working from home. There may be transport cost savings and savings in travel time for staff who spend some time working from home.

The opportunity for teams to meet in person provides a vital support structure as well as enabling cohesive functional team working. Meeting in person provide important opportunities for informal communications and networking, that are crucial, particularly early on in a career and for new staff, and to support organisational culture and learning and foster a sense of inclusivity and belonging.

It should be noted that hybrid working is a non-contractual arrangement, and your line manager has responsibility for ensuring the implementation of any local agreement. You are encouraged to discuss any issues and reach an agreement with your manager but if you are not able to, it may be appropriate for you to discuss it with the next level of management.

It is important for your manager to be aware that you and your team’s circumstances may change, whether that be your needs, tasks or objectives, as well as personal circumstances and preferences. Changes will require some flexibility to accommodate, but you should raise and discuss these with your line manager at the earliest opportunity so they can consider any changes required to the agreed hybrid working arrangement.