Ways of Working guide

Ways of Working guide

Ways of Working A guide to our flexible working policy and culture

© MHFA England 2021

Contents 1. Introduction 2. Flexible working at MHFA England 3. Keeping well, motivated, and delivering 4. Ways to collaborate, tools and resources

Creating a culture where work is good for wellbeing

Heart (connected & belonging)

Mind (resilience & calmness)

Body (physical fitness)

Introduction Life and work have changed since March 2020. The pandemic has forced organisations everywhere to adopt new ways of working, shifting attitudes and expectations around work. We now have the opportunity to reimagine the future of the workplace with wellbeing at its core. At MHFA England we will continue to nurture a culture of care, connectivity, and inclusion through:

The benefits we offer e.g. two wellbeing weeks, 25 days annual leave, free Headspace subscriptions - learn more in our benefits statement

Celebrating each other e.g. Bonusly and Kudoboards

Wellness activities e.g. SMASH classes, meditation sessions

Social activities MHFA Radio, quiz events, summer and winter parties

Wellness support e.g. Employee Assistance Programme, Mental Health First Aiders

In this Ways of Working guide, we set out a new workplace culture to empower us all to live and perform at our best, championing equity, healthy performance, and belonging.

This guide has been created to:

– Complement our flexible working policy and ensure we implement hybrid working consistently – Help you understand what flexible working options are available to you – Set a framework that empowers you to have conversations with your line manager, team members, and peers – Provide tips and resources to help us all develop the mindset and behaviours needed as we move into these new ways of working

As a social enterprise with a vision to improve the mental health of the nation, we support our employees to balance their lives in a healthy way. In line with our values, we strive to create a culture where work is good for your wellbeing.

Flexible working at MHFA England

MHFA England’s approach to flexible working We want to offer you maximum flexibility in the context of your role, your team, and our business requirements. We are focused on meeting our objectives with high performing staff, while introducing enough flexibility for staff to balance their work life with other priorities.

While we do not expect staff to return to the office five days a week, we do expect you to come into the office sometimes. Remote working has benefits, and so does spending time in the office with colleagues. We know that some staff members miss the watercooler moments, and the energy of face-to-face interactions can help us to stay engaged. We all have different roles and responsibilities to play in and out of work. So, we recognise that there isn’t a blanket approach for all of us when it comes to working flexibly. Flexibility only works when we are all flexible with each other. We are excited to use our office space in varied ways to strengthen connections and collaboration within our teams and across the organisation.

Our flexible working framework

Our flexible working options are designed to support healthy performance, productivity, and inclusion.

Open to everyone:

Hybrid remote working

Flexitime (flexible start and finish times with core working hours between 10am-4pm)

Statutory by law to request:

Part time hours

Permanent homeworking

Open for discussion:

Compressed hours

Sabbaticals/career breaks (unpaid)

Work from anywhere (Covid response)

Tap any of the items in the table for more details. To explore these options, please speak to your line manager.

Our flexible working framework (continued)

Hybrid remote working Hybrid remote working is when employees spend part of their working week from home or another location away from the office.

Hybrid working should consider: – Wha t work is done – Where work is done – How work is done – Who does the work

We strive to be as flexible as we can be while balancing individual, team, and business requirements. While we don’t expect you to return to the office five days a week, we do expect you to come into the office sometimes, whether it be for team anchor days or for in-person monthly staff meetings. It’s important to stay connected with your colleagues while working remotely. The Ways to collaborate, tools and resources section of this guide offers ideas and suggestions to help you connect.

Our flexible working framework (continued)

Flexitime You can choose to start work any time between 8am-10am, and finish between 4pm-6pm, as long as you inform your line manager. This is designed to allow you to fit your working hours around your needs and accommodate your commitments outside of work. You must work during the core hours of 10am-4pm. Your total hours worked must add up to the amount required by your contract (e.g. 7.5 hours in a standard day).

Part time When an employee is

Compressed hours The employee works full time 37.5 hours a week, but their working hours are distributed differently. For example, they work four longer days instead of five 7.5 hour days.

Career breaks/sabbaticals A period away from work, agreed with your employer. After a sabbatical you will come back to the same or a similar role. At MHFA England we offer unpaid sabbaticals up to a maximum of six months.

contracted to work less than the organisation’s standard full time week of 37.5 hours. For example, working two or three days a week, or five shorter days.

Our flexible working framework (continued)

Work from anywhere (Covid response) As some people were unable to see loved ones during the pandemic, our new ‘work from anywhere’ option will allow staff to visit family abroad for up to one month. We are piloting this option for six months.

– Security protection – you will have a secure router/VPN to access the MHFA England server, and follow GDPR guidelines at all times – Equip ment – you have the right equipment (e.g. laptop charger) and it is in working order. You must arrange a laptop health check with Penelope support before going abroad – Agreed expectations – you must agree with your line manager priorities and outcomes for your time working abroad, such as: – Meetings you will need to attend – Deliverables you will need to achieve – Working e ffectively – if you find you cannot work effectively for a range of reasons (e.g. lack of connectivity, laptop stops working, etc.), you must take annual leave – Unforeseen circumstances – if you get stuck abroad due to flight cancellations or lockdowns, you will have ongoing discussions with your line manager to agree a plan of action, which may include using your annual leave

Work from anywhere eligibility criteria The onus is on the employee to prove they can meet the business requirements while working abroad. It is your responsibility to ensure: – Connection – you will have adequate technology and wifi connectivity – Availability – you will be contactable during working hours (with an awareness of time zones) – Have an initial conversation with your line manager – Meet the eligibility criteria below – Have your request approved by both your line manager and head of department If you wish to take up our work from anywhere option you will need to:

Keeping well, motivated, and delivering

We are creating an Internal Support Network of Mental Health First Aiders and those with lived experiences who are happy to offer support to colleagues. If you’d like to be part of our Internal Support Network please email [email protected]

A culture of care Work doesn’t take place in a vacuum, and we know that outside stressors can impact our work. Personal life events, news stories, and societal incidents can all impact our mental health and wellbeing. As a mental health social enterprise, we are committed to creating a culture of care, equity, and social justice. Fostering a sense of belonging and emphasising wellbeing is vital for us to maintain an inclusive and healthy workplace. We all have a duty of care to ourselves and each other. We must treat ourselves and each other with kindness, compassion, equity, and respect.

Underpinning principles – Whether in the office or working remotely, we look after our wellbeing – We all have responsibility to use the flexibility available, while considering the needs of ourselves, our teams, and the organisation together not one at the expense of the others – We look out for each other, using our empathy, emotional intelligence, Mental Health First Aid skills and understanding to care for ourselves and others. We check in with each other and ask for support when we need it – As an anti-racist organisation, we embed equity in all we do. We continually question our assumptions, recognise our biases, educate ourselves, and reassess our privilege, actions and behaviours – Relationships are important within and beyond our teams. We take the time to use and create opportunities to stay connected​

If you are struggling and need support, please speak to one of our Mental Health First Aiders (see next page) or to your line manager.

Healthy routines at home

Here are some things you can do to support your mental health while working from home:

Establish a morning routine Waking up at the same time each day and getting ready will help put you in the right mindset. Establish a dedicated workspace and set clear goals for your day. Get moving Staying active will help you maintain your physical and mental health. You’ll feel more awake and alert and be better able to concentrate and sleep. Start or end your day with a walk to separate your working hours. Take regular breaks Looking at a screen for long periods has been shown to be detrimental to eyesight. Move away from your desk every 20 minutes, make sure you have a lunch break, and spend time outside each day.

Keep to office hours Do not fall into the habit of working into the evening – this is your time. Stick to office hours to avoid blurring the boundaries between work and home life, which can lead to burn out.

Workload Tight deadlines and mounting workloads can increase pressure. Have regular check- ins with your line manager about priorities, and re-evaluate what can be realistically achieved.

Get connected with colleagues See the stay connected section for ideas.

Reach out for support If you feel worried or isolated, remember you can: – Reach out to colleagues – Talk to our Mental Health First Aiders:

Sarah M

Ama

Kayleigh

– Talk to HR ( [email protected] ) – Co ntact the Employee Assistance Programme (EAP) support service with Peninsula (visit healthassuredeap.co.uk or call the 24 hour confidential helpline on 0800 047 4097) – If in a crisis, call Samaritans on 116 123

For more tips for healthy working from home, visit mhfaengland.org/remote-working-resources/everyone

Healthy eating habits Getting a balanced diet and drinking plenty of water can improve your energy and focus throughout the day. Try to limit caffeine.

Prioritise sleep When it comes to taking care of your wellbeing, sleep is almost always part of the answer. Sleep deprivation can make us more sensitive to the effects of stress. We need sleep to stay patient and focused, make good decisions, and regulate our emotions.

Check in with your wellbeing Use the My Whole Self MOT to regularly check in with your mental health.

Make time to socialise Keeping in contact with supportive friends and family will boost your mental health and help you feel less isolated.

Here are some self-care tips to help you manage stress, lower your risk of illness, and boost your energy. Self-care tips

Set boundaries Setting your own healthy boundaries is an important part of self-care. We want you to feel empowered to speak up if you feel overwhelmed or your boundaries are being broken.

Know your own personal stress signals Sometimes self-care is about knowing when you’re getting overloaded or overwhelmed, and responding with micro habits that prevent all-out burnout. Use the Stress Container to help you identify and address your stress levels.

Digital wellbeing Here are some useful

digital work wellbeing tips . You can Microsoft Cortana to set reminders for breaks, focus, and learning time.

Here are some tips for Heads of Department and Team Leads to help set your team up for success: Managing remote teams

Keep your virtual office door open Make sure colleagues feel comfortable calling you or asking for help during office hours, rather than being worried about ‘bothering you’.

Check in regularly It goes without saying that you should be in regular communication with your team, with frequent one-to-ones and team catch-ups. Your check-ins should focus on wellbeing, as well as workloads. For guidance see the team health check and one-to-one framework in the tools and resources section.

Set clear expectations Set clear and achievable expectations for you and your team, by defining the scope, deadlines, and deliverables for each task or project. Make sure your team understands the responsibilities assigned to them and the reasons behind them. Be clear on how you will measure success, and be prepared to re- evaluate what is realistic based on changing workloads.

Adapt your leadership style Be flexible and lead with empathy. In the current environment, your team has a lot going on. That’s not an excuse for not getting things done, but it is a reason to reconsider what productivity really means. Trust your team and give them the freedom to get work done in a way that helps them be the most productive. Make it your priority to support your team, and ask them what they need from you to help them prioritise.

Everyday recognition Feeling valued is important to our motivation. Model saying thank you and recognising hard work. Encourage your team to use Bonusly to regularly recognise the achievements and contributions of colleagues.

Celebrate each milestone Positivity breeds productivity, so remember to celebrate everyone’s achievements little and often, no matter how big or small.

Set boundaries Remote teams may need support to reinforce healthy boundaries around work and life.

Strive for equity Be aware of your own biases, and be sure to give everyone on your team opportunities to input and be part of things. Pay attention to how you divide your time – are you communicating more with team members who are in the office with you than those working remotely? Think about ways you can position all your team members for success, whether they’re remote or in the office.

You should set clear expectations for:

– Work hours – Availability – Communication systems – Timely meetings – Key projects and deadlines – Scheduled meetings – Responding to emails Showing your team members that you respect their time will help build positive relationships with them. Whether working remotely or in the office, setting clear schedules will help keep everyone focused.

More tips Here are some more tips for successfully leading and managing remote and hybrid teams.

Ways to collaborate, tools and resources

Tools for healthy performance

This section contains resources and guidance to help us all develop and embed the mindset and behaviours needed to move into a new hybrid way of working. By using these tools we will continue to build a culture of healthy performance, productivity, and inclusion.

Share your stories Let us know how you’re getting on with any of the tips we’ve highlighted. Or if you have new ideas to try, do let us know at [email protected] so we can showcase best practice at our full team meetings and spotlight sessions.

Staying connected

Here are some great ideas to help us stay connected with colleagues, gathered from our Ways of Working hack sessions.

Monthly all-staff meetings will be held in person in the office as a group

Anchor days – arrange days to collaborate in the office as a team or directorate, with a social activity at lunchtime or after work

Monthly directorate lunches – these sessions are an opportunity for departments to connect. They can be held in-person, online, or a hybrid

Directorate or team spotlight update sessions

Activities hosted by a different team each time – e.g. a monthly game show, cross- team lunches or coffee chats

Team or directorate socials – cooking club, cinema club, book club, mini golf, bowling, etc.

‘In the know’ directorate meetings

Power hours/days – sitting together to work on a specific project across teams

Here are some recommendations we’ve already implemented that we should proactively continue to do:

Meetings – Book your meetings for 25 or 50 minutes, instead of 30 or 60 minutes, to allow a break between meetings – Us e the purposeful meeting framework (see tools and resources page) to plan your meeting – 12-1pm every day, and 3-5pm on Fridays, is blocked out in calendars as non-meeting time – Take walking or outdoor meetings where possible

Lunch breaks – It’s vital to take time away from your desk and we urge you to take a lunch break – Use the time for yourself, or meet up with a colleague, walk and talk, or eat together

Coffee breaks – We encourage you to stay connected with people you don’t work with directly, and coffee breaks are a great time to do this – Wh y not schedule a coffee break with colleagues outside of your team

Peer conservations – Having conversations about wellbeing and motivation is helpful to reset behaviours, create positive habits, and generate new ideas – We ’ll organise these discussions from time to time, and anyone can start a conversation at any time

Lunchtime activites – SMASH at 12pm on Wednesdays is a great way to get moving along with other colleagues. Your camera can be on or off – Anyo ne is encouraged to set up their own activities and invite people to join

Holidays – Even when we can’t travel, it’s

important to take holiday and get rest away from work, so please do book in your leave

Peer-led activites You don’t need permission to start peer-led activities. All you need to do is promote how colleagues can get involved on our Stay Connected Teams channel. We encourage you to organise activities such as: – Weekly walk and talk sessions with your teams or other colleagues – Cross-team social activities online or in person, e.g. mindful colouring, knitting, craft-a-noon, book club Current activities include meditation and mindfulness sessions, and MHFA Radio. If you’d like to volunteer as a guest DJ for an MHFA Radio session, please speak to Sarah McIntosh.

The role of the Team Lead Heads of Department and Team Leads should be having continual and supportive conversations about wellbeing, motivation, and delivery. You may want to create a Wellbeing Charter as a team with specific activities to support your wellbeing.

Delayed emails We all have flexibility in the way we work, but should not be working outside of our usual work hours. Please be mindful when sending emails outside working hours. Consider delaying your email messages if you are sending them out of hours. This can done in Outlook via ‘Options’ – ‘Delivery Options’ – ‘Do not deliver before’.

Teams status Use your Microsoft Teams status to let people know if you are up for a coffee or a chat.

Tools and resources

These tools and resources can be found in the Organisational Updates channel on Teams, in the People & HR folder .

RACI matrix: RACI is an acronym for Responsible, Accountable, Consulted and Informed. This is a useful tool for helping to clearly communicate people’s roles in a project or process. Recommended use: regularly

One-to-one framework Regular one-to-ones with our line managers help us to stay healthy,

motivated, and productive. Recommended use: monthly

Role clarity guide – to support each of us to understand our purpose and priorities as we help MHFA England achieve our vision and mission. Recommended use: regularly

Miro is an online collaborative whiteboard platform enabling remote and hybrid teams to collaborate. Recommended use: regularly

Team health checks are a self-evaluation tool in a workshop format. The goal of the workshop is to increase self-awareness, inspire discussion on how you can collaborate better as a team, and improve your wellbeing. Recommended use: quarterly

Purposeful meetings framework – how to ensure your meetings are focused, engaging, and effective. Recommended use: regularly

Decision-making framework – helps to ensure decisions are made effectively by the most appropriate people. Recommended use: regularly

Contact Please talk to your line manager if you’d like to discuss anything in this guide. [email protected]