Negotiating a hybrid working model

There are numerous benefits to being onsite full time as an SBL. You are right in the midst of things, able to see and hear firsthand what is happening in your school. But for those times when you need some uninterrupted time, some homeworking can be just as valuable

Hybrid schedules, where working hours are split between onsite and remote days, are becoming increasingly popular in the post-covid work landscape. Studies show that remote working can enhance personal productivity and provide a better work life balance. Employers that offer flexible schedules also appear more attractive to potential new employees.

Negotiating a hybrid schedule which allows time to work from home can be a complex and difficult conversation, especially if your school values having staff physically present – and why wouldn’t they? You’re the cog that keeps the wheel turning, after all. Broaching the topic of flexible working arrangements doesn’t have to be an uncomfortable or anxiety-inducing experience. However, it does demand some careful planning and a willingness to consider different perspectives.

See it from all sides

If your school is reluctant to embrace a hybrid working model, it’s likely rooted in concerns about the potential challenges that may arise in your absence. Take a moment to empathise with their worries and contemplate possible responses. Develop a well-thought-out strategy and propose solutions that showcase your flexibility in finding common ground. If you know there are concerns about a particular aspect of working from home such as being responsive in times of emergency, have a plan for these scenarios or consider adjustments such as hours changes or half days rather than full days worked remotely.

Build a plan

Compile a list of the benefits associated with working from home to add weight to your case, emphasising the time saved on commuting and the opportunity for focused work on tasks that might otherwise be relegated due to competing priorities. Tasks that require a high level of attention to detail such as budgeting, policy writing and reporting are often quicker to accomplish, with less chance of error or things getting missed, when working in an uninterrupted environment. Back this up with evidence that showcases your ability to self-manage. Perhaps you can also think of times when you’ve deepened connections and built trust while working remotely – even if it was in another role or job. Clearly communicate your approach to documenting your workload and propose check points and objectives to ensure transparency and accountability during your remote working time.

Get buy in

After initiating the conversation and articulating your reasons, it’s crucial to afford time for your suggestions to be thoroughly considered. You could suggest a short trial period to ensure everyone is comfortable with how the arrangement will work. To further increase buy-in, set some mutually agreeable goals and expectations so you can measure success during the trial period. Demonstrate flexibility by being open to modifying the plan based on evolving needs. For instance, while a day per week of remote work might be feasible at certain times, there could be occasions where scaling it down to one day a fortnight proves more practical.

Lastly, remember that many reports show that the flexibility to work remotely when appropriate can have a lasting positive impact on an employee’s mental health and wellbeing – and a happy, healthy, and energised SBL is a valuable asset for any educational institution!