agiLab combines leading academic research with practice-based insights to inform the effective delivery and implementation of agile working.
Agile working is a form of flexible working that involves adapting work patterns and the use of digital tools as needs change, offering genuinely innovative, customised and responsive options to liberate workers and organisations from rigid, traditional constraints. It encompasses both formal and informal arrangements and can support both organisational and worker needs regarding when, where and how people work.
Led by Dr. Emma Russell at the University of Sussex, agiLab’s research highlights four guiding principles for successful agile working:
1. Remove arbitrary restrictions
Are old policies about working hours, time and place fit for purpose? Seek input and feedback from your workforce and note that so-called ‘flexible’ policies do not offer flexibility for all, and nor are they necessarily flexible for all time. Organisational and worker needs change, and work arrangements should be flexible enough to repond to this.
2. Consult your workers
Foster an ongoing, open dialogue between workers and employers about current needs and circumstances. Ensure that everyone’s voice is heard by adapting working arrangements to fit for different people.
3. Try things out
Ensure that work and digital boundaries are respected by trying out new forms of working. Seek input to design work appropriately, and keep things under review.
4. Support managers
Allow time for managers to get to know their team and provide them with tools and resources to support agile work.
Specifically, it has worked in collaboration with the NHS Social Partnership Forum (SPF), the NHS HR Directors Network and the National Engagement Service, with the aim to develop and share research-led best practices for effective agile working and help inform policies within the NHS.
agiLab undertakes research to investigate key concerns raised by NHS workers and practitioners. Research findings are shared with NHS organisations through a series of triannual webinars and web pages.
agiLab has supported employers of NHS trusts and organisations to:
understand the agile working needs of marginalised workers (e.g., those with low socioeconomic status, or neurodivergence and disability) to ensure their voices are heard regarding access to agile work
understand how leaders can build ‘professional intimacy’ with their teams, to facilitate effective agile working
understand why different groups in the NHS (e.g., clinical and non-clinical workers) might form resentments about different arrangements, and how workers can learn to understand each others’ different needs
understand how agile working might address staff retention and satisfaction issues, including well-being and performance
manage the work life interface and the hidden challenges of working flexibly for different groups.
With the move to agile working arrangements for many in the NHS, worker groups may be experiencing quite different feelings and attitudes about what they (and their colleagues) are doing. Those working in clinical roles may be reporting that the blurring of boundaries between where, when and how they work has been accompanied by work intensification and an expectation to pick up the work of unavailable colleagues. Far from being ‘agile’, they may feel compelled to do more, and more often, as services struggle to recover from the pandemic. Those working in non-clinical roles may now be working in different settings and at different times (often off-site and from home). Whilst potentially more convenient, this may lead to feelings of isolation and abandonment, with concerns about the costs involved in sustaining their own work infrastructure within non-work locations. In this research project (funded by NHS Confederation), agiLab examines how clinical and non-clinical groups experience and perceive agile working, the emotions it conveys and its impact on attitudes. Findings will be used to help understand how best to organise and communicate agile working arrangements across the NHS.
This research project, funded by NHS Employers, used qualitative research methods to investigate the agile working experiences of workers from a lower socio-economic status (SES) background. NHS leaders and trade union colleagues were concerned that lower SES workers experienced more challenges than other workers to access and adjust to agile work. We interviewed lower SES workers, stakeholders and employers and found that ‘appreciation’ was a key factor that influenced the experiences of low SES workers engaged in agile work. Experience of appreciation was also found to be symbolic of the value and worth that low SES workers perceived in their roles. Workers reported that feeling appreciated was associated with feeling seen, being heard and significant others (e.g., governments and leaders) taking action.
In this research project, funded by the NHS Leadership Academy, agiLab investigated how leaders can facilitate effective agile working for workers in the NHS. It was found that ‘professional intimacy’ (PI) is a key interpersonal resource that allows workers to feel heard, acknowledged, appreciated and cared for. It was also found that when leaders had PI with their teams, reciprocal trust, a sense of camaraderie and dedication, empathy and compassion were enjoyed. When PI was reported to be absent, workers reported issues with lower well-being, mental health difficulties, a sense of isolation, and intentions to quit.
You can find information about agiLab’s research in full on its website.