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Role redesign for managers

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If your employee needs to change the way they do their role, flexible working can be the solution. We start by considering the when, where, how and who work of the work, seeking solutions that maintain or improve service delivery for the people of NSW.

In some cases, this solution is relatively easy to find, but in other cases, a more intentional process of re-thinking, or redesigning the role might be needed. For example, if someone needs to reduce their hours, or do the work differently.

We’ve developed this to guide you through the steps you need to take if you and your employee find you need to redesign their role. You might find this guide useful if the flexibility you’re seeking:

Whatever your employee’s reason for needing a change to their role, the process remains basically the same. It could be because of caring responsibilities, preparing to retire, study or career transition commitments, or health reasons or a disability. This guide provides a process to support you both regardless of the context.

This guide focuses on your role as a manager

This guide focuses on your actions as a team leader in redesigning a role to help team members to balance their work outcomes, wellbeing and other responsibilities. Your role here is to:

  • help your employee clarify the work implications of needing to alter how and when their role is performed at both at a team and individual level
  • challenge yourself to identify different ways to arrange work within your team and discover new ways of working
  • work with them to co-design role design solutions that suit their individual circumstances, and business and team outcomes
  • identify and address any customer/client implications.

The emphasis is on trying to find ways to make it work or feasible alternatives, without sacrificing their career prospects, or generating unrealistic workloads for you or other colleagues. Use as many or as few of these resources as make sense for you and your employee.
The following process map demonstrates the typical process and the supporting resources we’ve developed in this guide.

The role design process

Manager Role Design process map
This is a process map for the resources available in this guide. The process is divided into four phases. Discover: Understand the need for role design This phase includes tip sheet 1, 2 and 3. Delve: Explore the role and its business outcomes This phase includes tip sheet 4, 5 and 6. Design: Redesign your role and set you up for success This phase includes the decision making tool and tip sheet 7 and 8. Deliver: Getting started and checking progress This phase includes tip sheet 9, 10 and 11.

If it’s your own role that you need to redesign, use the Employee Role Redesign Guide instead.

  • When we say flexible working, we mean re-thinking the way we plan and arrange work – when it takes place, where it takes place and how we arrange it. At the NSW Public Service Commission, we’ve developed an extensive set of flexibility resources, available on our Flexible Working website. The following quick links give you a 101 in all things flexible working.

    Quick links

    • What types of flexible working are there?
      Not all of these options might be relevant or possible in your agency/role, but it will give you both some food for thought.
    • Typical misgivings about flexible working
      This can help identify the dilemmas or challenges that others may have with flexible working, and ways to address them if you find these misgivings are being expressed towards any plans.
    • How to make flexibility work as a team
      This toolkit helps you to experiment with flexibility in your entire team and has proven highly effective.
    • Managing dispersed, flexible teams
      This guide discusses the structures, processes and routines you need to put into place to manage a fully remote (i.e. not co-located) team.
    • Job share (if this could be a solution for a role needing full coverage)
      We’ve got guides on what it is and how to manage a job share pair, and some trouble-shooting videos.

    A few quick tips

    • Same same, but different: Your agency is likely to have a page on its intranet that provides your Flexible Working policy and the types of flexibility you might be able to use, plus any additional requirements for specific arrangements. It is a good idea to find this before you go any further and take a look.
    • An open mind: If this is your first time making a role flexible by design, it can feel a little overwhelming. No one expects you to be an instant expert. Be open with your team that you are still learning and consider finding other more experienced leaders who might be able to support you. If you focus on listening and working with the employee, and your team, to find the right solution, you are on the right path. And ask your HR team for as much help as you need!
    • Other workplace adjustments: Flexible working and role redesign is just one form of workplace adjustment for employees with disability. Other examples of workplace adjustments may include assistive technology, working in a hub or other agency office closer to home to minimise travel, or specific adjustments to your workspace (e.g. desk/chair). The best way you can figure out what you need is to ask the person, and seek specialist HR support, particularly if there are costs involved.
    • Talk to others: Talk to other managers who have been through this process for their advice. Ask them how they did it, who they worked with, and the pros and cons of the arrangement decided.
  • Some types of flexibility are more likely to require a re-think of the tasks in an employee’s role than others. This cheat sheet gives a quick indication of how likely it is that a role may need an adjustment based on the type of flexibility they are requesting. If no adjustment is needed, you can use the Manager Conversation Guide and the Team Based Design toolkit instead.

    When

    Type of flexibility

    Description

    Redesign need

    Why?

    Bid rostering

    Lines of work/shifts are generated and then bid for by team members.

    Very unlikely

    See note on rostered environment

    Flex time and banked time

    Working extra hours where required over several days or weeks and then reclaiming those hours as time off.

    Very unlikely

    Employees typically manage flex time around their workload.

    Flexible rostering

    Employees submit requests for the shifts they would like to work and the days they want to be rostered off. The roster is then built taking these requests into consideration.

    Very unlikely

    See note on rostered environment

    Flexible working hours / Flexible scheduling

    An alternative to the traditional 9 to 5, 35/38-hour work week. It allows employees to vary their arrival and/or departure times.

    Unlikely

    Hours are typically altered in a way that maintains outcomes. In some cases, components of the role may need redesign.

    Shift swapping

    Allow shift workers to trade shifts with each other, enabling flexibility to meet both work and personal needs, without sacrificing one or another.

    Very unlikely

    See note on rostered environments

    Where

    Type of flexibility

    Description

    Redesign need

    Why?

    Remote working

    Working at a location other than the official place of work such as mobile working, distributed work, virtual teams and telework.

    Possible

    In cases where the work easily lends itself to remote working, redesign is not required. However, in some cases elements of the role cannot be performed remotely and role design can be used to find alternate solutions.

    Working from a different location

    An employee may work from an office closer to home or closer to meetings they need to attend.

    Unlikely

    Working from home

    Working from home some (or all) days of the week

    Possible

    How

    Type of flexibility

    Description

    Redesign need

    Why?

    Compressed working week / Compressed hours

    An employee may work the same number of weekly working hours, compressed into a shorter period of time.

    Unlikely

    Usually the entirety of the role is compressed meaning role redesign is not required. However, coverage of phones or emails or urgencies might be needed for non-work days and this could require swapping some tasks with another colleague to even out the load.

    Job share

    A full-time role is undertaken by two or more employees who are paid on a part time basis for the hours they work.

    Likely

    Sometimes a simple splitting of easily separated tasks will suffice but elements will usually require redesign.

    Part-time work

    A regular work pattern where you work fewer than full time hours. Note the days worked can be varied by mutual agreement.

    Very likely

    A reduction of hours means a reduction is tasks, so role redesign is always required.

    Split shifts

    A type of shift-work schedule where a person’s work day is split into two or more parts separated by more than the normal periods of time off.

    Very unlikely

    See note on rostered environment

    Task redesign

    An employee may have barriers to completing tasks in the way that the role or the tasks are currently designed due to an ongoing health condition or disability.

    Very likely

    Role design is required to reshape activities to enable the employee to perform the role in a way that delivers outcomes and meets their individual needs.

    Rostered environments have a different form of flexibility:

    Environments that use rosters to schedule when a team member works usually have a number of roles of the same type. When you have multiple team members performing the same job you have an opportunity to improve workplace flexibility through increasing and decreasing the number of shifts each person works or considering different shift patterns. This usually does not require any role design.

    Some roles need certain tasks done on certain days

    Some roles require certain tasks to be performed on certain days, at certain times. In these situations, it can be simpler to "replace" the team member on the days that they aren't available to work with someone else with the right capability and knowledge to perform the job. Using a traditional job split/share arrangement can be an easier solution rather than fully redesigning the role.

    This list is not exhaustive

    The NSW Government Sector has a huge diversity of roles and workplace environments, and what might be possible in one context is not possible in another, even when the role is similar. While the information above is based on information we’ve received from the sector, it could be different for your team. If you’re not sure, ask your leader or HR representative to discuss it with you.

  • When a team member wants to increase the flexibility of their role, it is important to start with an open conversation. This is best done privately, as people have differing levels of comfort sharing their personal circumstances. The request for flexibility may come from a current team member or a prospective team member during a selection process. In both contexts, it is important to understand the request and commit to exploring what is possible.

    The purpose of this conversation is to explore the individual needs, explore the options available and start to understand work preferences. It is important to stay open minded, be outcomes focused and clear on who is responsible for which aspect.

    Discussion questions

    "The purpose of this meeting is to see whether we can achieve more flexibility in your role. This is something that we will continue to talk about and work on together, so today is really just the start of the conversation. If you want to share with me why you need this flexibility and any constraints you have, that’s great, but the reason why doesn’t matter unless it looks tricky. Then we might need to know what we’re trying to sort out and look at our alternatives."

    The request may relate to the When, Where or How the work gets done. The indicates in which context the question is relevant.

    When

    Where

    How

    What are your flexibility goals?

    What type of flexible work would suit you best?

    What work hours/days would best meet your needs?

    Are there any tasks that need to be done during your proposed non-work hours or days?

    Do you have any early ideas on how we could manage the activities that could pop up outside your proposed non-work hours or days?

    How often would you like to work remotely?

    Are there any specific tasks that cannot be done remotely?

    Do you have any early ideas on how we could manage the things that cannot be done remotely?

    Are there any tasks or elements of this role that could be difficult to perform (e.g. in case of a disability or health condition)?

    Do you have any early ideas on how we could adjust them?

    Could this affect our stakeholders, the team or our service delivery?

    Do you see any other challenges?

    What do you need from me and the team to make this arrangement successful?

    What elements of your role do you enjoy the most or are most important to your development and career aspirations?

    "This has helped me understand your flex needs and your early ideas around making it work. We have some great tools to help us look at what's possible and how we can design flexible roles that work for you, the team and the business. Let me reflect on our discussion and map out the next steps in the role design process. I'll come back to you by the end of the week <or other defined time period less than 21 days>."

    Conversation tips

    • Forget about the why: It is important to note that the why behind a request for flexibility or an adjustment to the way a role is designed does not matter. Everyone can ask about it. Your role is to determine whether it can be enabled in a way that maintains or improves service delivery, not to judge the reasons behind the request. Your employee might want to share it, or any constraints it might introduce it, but it is unlikely you need to know unless the flexibility they’ve requested might not be feasible and you need to explore other options
    • Avoid assumptions: Try not to make assumptions about the type of flexibility a team member may or may not require. Spend more time listening than talking and be mindful of any gender biases around caring responsibilities or assumptions about disability – they’re the expert on their health, and probably have great ideas on what has worked in the past.
    • Keep an open mind: Start from the position of ‘how can we make this work?’ and be open to different options. Be creative and solutions focused – flexibility can take many forms. The solution may not be apparent straight away but the role design process will help identify what is possible.
    • Flex for all: Poor performance is not a reason to deny a proposal to work flexibly. In some cases, a flexible work arrangement has in fact solved the performance issue.

    For more advice on the exploratory conversations to have with your team, use the Manager Conversation Guide and Team Based Design toolkit.

  • It is quite difficult to redesign a role in isolation without considering other roles within the team. When a role is being reduced in terms of days or hours, the work simply needs to go somewhere, and not all impacts can be anticipated. Although it is not always the outcome, it is common for the work to be redistributed to others or for tasks to be swapped. This tip sheet will help you to identify the other roles that you may want to analyse (using the Decision Making Tool) during this process.

    It is also important to look at role design at a team level because ways of working and team operating rhythms are critical success factors. Advice on how you can seek to understand the team’s flexibility needs as a whole and information on team-based flexibility trials for your whole team can be found here.

    The three Cs

    It is probably not necessary to analyse the activities of every role in the team (or teams). To help you to identify the most relevant roles to include in your activity analysis (using the Decision Making Tool), consider the three Cs:

    • Connection to the role being redesigned: Which roles perform similar tasks or are connected by an exchange of activity (e.g. they both contribute to delivering something for the client) or process? These roles could be peers, direct reports or even your role.

    For example, you are redesigning a communications manager role in your team and decide to analyse the communications advisor role concurrently to help you explore how any work can be redistributed.

    • Capacity of other roles: What other roles do you suspect have some capacity to take on additional activity? It is possible you could even create capacity by stopping non-essential work in these roles.

    For example, you are redesigning a senior advisor role in your team and decide to analyse all senior advisory roles concurrently to help you better understand workload across the team and find efficiencies.

    • Capability of team members: What is the relevant skill level of other team members? Do they have the experience and knowledge related to components of the role that need to redesign?

    For example, you are redesigning a community engagement role in your team and know that the research assistant has an interest in gaining experience in community engagement. You decide to analyse their role concurrently to see if you can provide a growth opportunity.

    A “yes” to any of these Three Cs suggests that a more detailed analysis of additional roles would be warranted. See the Activity Analysis instructions (Tip sheet 6: Role Analysis) for further information on how to perform an activity analysis. And remember, this is the perfect time to talk to your whole team about their flexibility needs!

  • Having transparent conversations with stakeholders and clients about flexibility is an important part of the role design process. When you need to talk to them will differ depending on the role, relationships and organisational culture. This simple stakeholder map will help you identify when you might be more likely to run into some resistance and require additional consultation or get others involved.

    Stakeholder map

    Mindset: How supportive are they of flexible ways of working?

    These stakeholders will not be
    hugely affected by the
    role re-design.
    They are a supporters of workplace
    flexibility and lead flexible
    teams themselves. Perhaps
    they can even provide some
    valuable advice.

    These stakeholders regularly
    interact with the role and there
    are a high number of dependencies.
    They're supportive of flexibility so you should be able to constructively
    talk through the changes and
    address any challenges. Remember to keep the conversation
    outcomes focused.

    These stakeholders aren't going
    to be affected too much but they have some fixed views on flexible work, mostly wary. This will be your chance to explain the process that you’re going through with your employee and address any misgivings.

    These are going to be the tricky
    conversations. Listen to their concerns, put yourself in their shoes and try to get to the heart of their concerns. You might not win them over in one conversation but walk away ensuring that they feel heard and involved in the process at least, then re-group to explore possible solutions.

    Impact: Will the stakeholder be affected by the change?

    A few quick tips

    • Pick your moment: You can ask for stakeholder input at the start of the process or elect to manage the change after the role has been redesigned in a way that you’re confident that team outcomes and stakeholder/client experience will not be adversely affected. Adapt to your context.
    • Explore any dependencies: Ensure that you have a thorough understanding of the client/stakeholder needs and the team outcomes they are dependent on. What are the time sensitivities? What are the key deliverables? Are there organisational cycles where it tends to be busier?
    • Be a champion of change: Be clear on your own commitment to flexibility and how you will advocate for this change with your peers and those in more senior roles. A stakeholder engagement process is your opportunity to help others arrive at a similar level of comfort.
  • The next step, using the role design Decision Making Tool, is the most important tool in this process. In Step 1 and Step 2 of the Tool you and your team member will work through the role analysis process. This guide will support you both as you do it. In Step 3 you will then move into activity reallocation.

    If you think you and your employee need more support to complete the Tool, please contact your HR representative, and you can always include the employee’s job support contact if they have one.

    Tips for using the Decision Making Tool

    • Activity or portfolio: On Step 1: Understand your Role you’ll notice that your employee can break down their role either by activity or portfolio. For most roles, it is more helpful to break the role down by activity. This is particularly important if you are redesigning the role for disability or a health condition. Where you are redesigning the role for a reduction of hours, some roles can lend themselves to being analysed based on portfolio components; for example, a HR Business partner who consults to different customer groups or a Regional Manager who looks after community agencies across a number of territories. You could try the two different approaches or a combination. This is an important discussion point with the employee.
    • Be specific about the activities: When listing activities on Step 1: Understand your Role, encourage your employee to be as specific as possible. Listing activities such as “Attend meetings” or “Send emails” are difficult to redesign. Instead the activities might be things such as “Attend Project XYZ meetings to report on Y perspective” or “Provide advice to project stakeholders on Z progress” or “Respond to queries in the project inbox within 24 hours”.
    • Task modification: If the team member indicated that they do not have a disability or health condition that affects how they perform the role on Step 1: Understand your Role, Column F and Column G on Step 2: Analyse your Role will be prepopulated with N/A and you and/or the team member will start the analysis from column H.
    • Low importance: You will notice that Step 2 suggests that activities that have been assessed as being of ‘low importance’ to service delivery or strategic outcomes appear with a ‘Stop’ recommendation. Role design is a great opportunity to drive efficiencies but it is important that you and your team member carefully consider the implications of stopping these activities to avoid any unintended consequences. As with all role design outcomes, these decisions should also be clearly communicated to the rest of your team.
    • Consider complexity: Step 2: Analyse your Role asks team members to think about the complexity of each task. Its purpose is to identify less complex tasks or those that are relatively easily reallocated to another employee. You may also find that the activities are better suited to another role. Think about the amount of experience or skill the task needs.
    • Recommended outcomes: The recommended outcomes and actions on Step 2: Analyse your Role are just that… recommendations. These recommendations can be overwritten and the percentage of time allocation to each task adjusted in the Step 3. Identify reduction opportunities. All activities will be fed through to Step 3. Identify reduction opportunities except for those flagged as Stop.
    • Frame the key decisions: Role design is not an exact science - the tool will not spit out the “perfect role”, just help you and your employee to analyse it and suggest changes to their activities. The key is the conversation you both have and the ideas the rest of the team can contribute.

    Request ‘Decision Making Tool’

    Complete the form on the following page to request the Decision Making Tool

    Read more

  • You are much more likely to achieve an effective and sustainable outcome when you and your employee work together to analyse the role and identify possible solutions. This collaborative effort is called ‘co-design’. You could each have an attempt at the tool and compare notes or complete it together. In any case, at some point you will get together to review the tool’s outputs.

    Tips for that conversation

    • Be open minded: Bring an open mind along with the tool outputs when you meet with your employee, as you may have different (and equally good) ideas. Ask questions that will help you to better understand their point of view. What are your concerns? What do you think the benefits of this will be? What is your thinking behind that rating? How much time do you expect them to spend on this? If there are sticking points, suggest taking some time for individual thought and picking it up again on the following day.
    • Be flexible to be flexible: Successful flexible working arrangements usually require a level of flexibility from both the leader and the team member. Remember that the outcome needs to work for the individual, the team and the business and service outcomes that the team delivers. There may be elements that the team member needs to compromise on, and there may be some compromises that you are willing to make.
    • Think long term: The role design Decision Making Tool asks your team member to consider the ‘Human Element’. This is where the employee will flag the activities that they want to keep for developmental reasons. Talk to them about their career aspirations and the experiences that they want to gain in their current role. There may be some areas of compromise, but it is important that the role remains challenging, rewarding, leverages their experience to your team’s advantage and is aligned with their development goals.
    • Think beyond the team: When you are considering what is possible for reallocating or swapping tasks, challenge yourself and your employee to look for resourcing solutions both within the team and beyond it. If they’re reducing their hours, the saved FTE could mean you can recruit an additional resource to take on the activity removed from the role. It could also be possible that the activity can be reallocated to an employee of a different team within your agency for an overall efficiency gain.
    • Ways of working: During the role design process, you may start to discuss and agree some ’rules of the road’ you’ll both need to make it a success, so make sure you capture these. For example, you might agree some principles on how you’ll communicate with them if urgent things come up, or how much flexibility they have to swap days around, with some planning. For more information on ways of working, refer to the Managing dispersed, flexible teams resource.
    • Check in with HR: Before you agree to implement a new arrangement, ensure you’ve run it past HR for a sense check (if you haven’t already involved them along the way). Also ensure that all of your payroll or other related forms have been completed. Give yourself both some lead time to make this happen, as payroll errors especially can be surprisingly tricky to fix. It’s also important to make sure their current performance plan is adjusted to reflect any new or adjusted KPIs.
  • Supported by good role design and ways of working, leadership roles can absolutely be done flexibly. Well-designed flexible leadership roles are essential for the career progression of those who work flexibly and have significant implications for diversity at the leadership level. This tip sheet provides an overview of additional factors that you should consider when redesigning flexible people leader roles.

    Considerations

    • When identifying other roles (Tip sheet 4 Look across the team) that are in-scope for the analysis (role design Decision Making Tool), look at roles both within the leader's team and across their peer level.
    • Identify the approvals or decisions that the leader makes and how time sensitive they are. Consider the delegation options for during non-work days and hours.
    • Consider if a vertical job share would work or use the talent budget savings for an Executive Manager type role. Vertical job share is when the less complex elements of the role are shared with a more junior position, unlike the traditional job share that occurs at a peer level.
    • The rules of the road that the team have signed up to are critical to making even the best role redesign successful. When redesigning a leadership role, the team will need to talk about factors such as:
      • When is it ok to contact the leader on their non-work day (if at all) and what does the leader want to be notified of?
      • How does the leader want to be contacted?
      • What decisions are the team empowered to make themselves?
      • Who should the team escalate issues to when the leader is not working (and what type of issues)?
      • How will the team make sure the leader is across everything they need to be following their non-work hours or day?
      • What is the team’s operating rhythm?
      • How and when will the team collectively review how the flexible arrangement is working?
    • The overall skills and experience of the team and its effectiveness is also an important consideration. Sometimes a team requires full-time, face-to-face leadership for reasons other than role design. This is often a short-term challenge and with the right interventions and support it will change. The following framework provides a useful team assessment:

    Team effectiveness

    Moderate level of day-to- day team leader support required. For example, daily check-in by leader supplemented by peer- to-peer support.

    Low level of team leader support required. For example, weekly 1:1
    check ins.

    High level of day-to-day support required from the team leader. For example, multiple check-ins throughout the day

    A short intensive period of moderate-high support required to
    improve team effectiveness. For example, regular teaming sessions.

    Individual capability (skill/will) of team members

    The following indicators of team effectiveness can provide guidance when plotting the team on the chart.

    • The team has a strong sense of purpose and are committed to that purpose
    • The team is clear why they belong together as a team and believe they can achieve more when they work together
    • The team tracks their team performance and actively seeks to improve their team outcomes
    • The team collaborates and supports each other – they have each other’s backs
    • The team trusts one other and works together well.

    The following indicators of individual capability can provide guidance when plotting the team on the chart.

    • Team members are experienced and confident in performing the tasks required of them
    • Team members are autonomous in performing the required tasks
    • Team members understand the organisation and how to get things done within it
    • Team members are accountable – they deliver what they say they will
    • Team members take a team view and are able to jump in and help others out.
  • As you near the end of the role redesign process, it is worth pausing to double-check the new role design and ensure that the role grading/classification has not unintentionally been compromised. Unless the intention was to change the role grading/classification, it is important that the role remains at level. It is also worth doing a final check to ensure that the role is as aligned to the team member’s development needs, interests and career aspirations as possible.

    The following factors are commonly used in job sizing and grading but are agnostic to any formal job evaluation methodology that you may use internally.

    Considerations

    • Impact: Are the outcomes and success measures still relevant to the role? Can the role still achieve the required level of impact?
    • Outcome line of sight: Does the role have the same degree of visibility to these success measures? Will the role receive the same level of feedback to track progress against outcomes?
    • Autonomy: Does the redesigned role provide the same level of autonomy (e.g. discretion to plan out the work and determine how it gets done)?
    • Decision making Does the role have the same level of decision-making authority? Does it have the same opportunity to influence decision outcomes?
    • Relationships: Are the stakeholders of the same level of seniority, scale and type (e.g. external vs internal)? Does the role still have team leadership (where applicable)?

    These additional two factors are also important to check against. You will have started the design process with them in mind but it is worth further evaluation as you complete the final role design process.

    • Volume (relevant where hours have been reduced): Is the role appropriately sized for the number of hours that will be worked each week? Are the outcomes achievable on the pro-rated basis?
    • Human factor: Will the employee be highly motivated, interested and skilled in the activities that remain in the role? Does it support their desired career progression?

    Finally, when redesigning a role for a reduction in hours or days, it's important to adjust performance indicators to reflect the reduced number of hours worked. Performance measures should be pro-rated to ensure equity across talent or outcome rating systems.

  • This tip sheet will help you and your team member to agree on expectations, support mechanisms and a process for review. It is important to have this upfront conversation prior to the redesigned role commencing.

    Discussion questions

    "The purpose of this meeting is to confirm how we’re changing your role and how we will ensure that it is successful. I'm committed to making this work as much as you are, so it's great to spend this time ensuring we have the same understanding of how this will work."

    • How are you feeling about this change?
    • Has anyone from the team or your stakeholders given you any feedback on the change?
    • Can I check that we are on the same page with how this will work?
      • Confirm the details - type of flex, days, hour, adjusted activities, trial period
      • What ways of working or expectations are important that we discuss and align on? (e.g. what would warrant contacting you on a non-work day? How should we contact you?)
    • What do you need from me? (e.g. I will need two weeks' notice if I have to (occasionally!) move my days around for meetings or events.)
    • What I need from you? (e.g. As the team all work on different days, I'll need a little flexibility from you to enable us to find time to all come together)
    • Do you understand the changes that we have made to your KPIs/outcomes?
    • Do you have any concerns that you don't feel like we have fully addressed or resolved?
    • Do you know anyone who has a similar arrangement that you could chat with for support and advice?
    • How often shall we check in on this arrangement?
    • How will we know if the redesigned role is working? (e.g. outcomes, stakeholder feedback, team feedback)

    " Let's keep talking in our 1:1s about how I can support you. We'll also have a discussion at our team meeting about our ways of working (i.e. meeting times, communication) to ensure that we support all flexibility arrangements across the team."

  • It is important to regularly check in with your employee, assess how the redesigned role is working and make any necessary adjustments, particularly in the early days. This tip sheet will help you have a balanced conversation about both the business outcomes and your employee’s experience of the redesigned role.

    Discussion questions

    "I thought we should meet to check in on how your role is working for you, the team and our stakeholders. It is also an opportunity to make any changes that could help any challenges you’re having."

    • How successful do you feel we have been in redesigning your role? What is working? What is not working?
    • What feedback have you been given from the team and your stakeholders/clients?
    • Are there any changes that you feel like we should make to the role or the ways of working within the team?
    • Is there anything further that you need from me or the team?
    • When would you next like to check in?

    As a manager, it is important that you openly and constructively share your observations and feedback. This requires preparation ahead of the check in discussion. Set some time aside to reflect on the following questions:

    • Has the impact on business outcomes been positive, negative or neutral?
    • What has worked well and what needs to be improved? Identify clear, specific examples that demonstrate what is and isn’t working and the impacts.
    • Will improvements come from further changes to the role, from ways of working or simply an alignment of expectations?
    • What feedback have you been given from the team or stakeholders?

    “Let's keep talking about how the arrangement is working on a regular basis. It is important that all flexible arrangements work for both the individual and the team. If there is anything I can do to support you, please let me know."