This has 3 parts. Make sure that you complete all parts.
This part asks you to explain how you have used the feedback you have received on TMA01 to help you prepare TMA02. It is worth 5% of the mark for this TMA. Answer the following question, following the further guidance on the TMA02 template.
How have you used the feedback you received from your tutor on TMA01 to help you prepare TMA02? Give one concrete example of how feedback from TMA01 has informed what you have written in TMA02.
(Use about 100 words for this question)
This is the main part of your assignment. It is worth 80% of the mark for this TMA. It is based on your analysis of a case study.
Start by reading the case study.
Then write your answers to the three questions below, using the word document template provided. Make sure you answer each of the three questions, and follow the further guidance provided in the template.
Based on your understanding of the case study and using concepts from Reading 18, explain what type of flexible working Christchurch and East Dorset Councils have introduced.
(Use approximately 300 words for this question)
What do you think are the benefits and the potential disadvantages to employees from the changes to more flexible working patterns?
(Use approximately 200 words for this question)
Using Hackman and Oldham’s job characteristics model, to what extent do you think the changes to job design described in the case study will improve outcomes such as employee motivation, performance and satisfaction?
(Use approximately 300 words for this question).
This part of the TMA is based on your contributions to the Block 2 TUTOR GROUP FORUM discussions. Follow the further instructions on the template to help you complete this part of the TMA.
Explain how you have participated in ONE TGF activity related to Block 2 and what you have learned from participating in that activity.
(Use approximately 100 words for this question)
By modernising their office, going digital and working flexibly, the bright sparks at Christchurch and East Dorset Councils saved £4m, improved customer service and transformed morale.
When Christchurch and East Dorset Councils launched their smarter working programme in 2014, their people had just emerged from a period of substantial change. A partnership between the two councils had resulted in shared service teams coming together, and the uncertainty had taken its toll: in the 2013-2014 employee engagement survey, less than 50% of staff reported positive morale.
By 2014, the consolidation of services was saving each council £1m a year. But there was still scope to be more efficient, agile and customer-focused. And while the 600 employees now officially worked for both councils, getting them to behave as one workforce was tricky. Some still used the name of their legacy council when they answered the phone.
The partnership development strategy gave the councils an opportunity to move away from silos by adopting modern and flexible working practices. But to achieve this, work would need to become something people did, rather than somewhere they went.
At the time, staff were spread over two main offices and outlying sites. Most information was paper-based, stored in filing cabinets or boxes that cluttered the space and created unofficial boundaries between teams. As Housing Officer Lynne McCarty puts it, ‘It was all a bit brown and dark.’
Since the arrival of shared services, Lynda Thomson had headed up a team that included the Operations Director, Human Resources, customer services, policy and performance and communication functions. Its […] first move was to put a Workforce Engagement Strategy at the heart of the ‘Smarter Working’ programme. This saw each service nominate its own change agent, who liaised with employees and decision makers to make sure the change was personal to everyone.
The next step was to remove the barriers that prevented people from working flexibly. Flexible working contracts replaced core hours and time off in lieu (time that an employee who has worked extra hours may take off from work)– a change that passed smoothly through the unions, thanks to close working throughout.
All that remained was to give people the right tools and environment. Everyone received a hybrid computer so they could work anywhere. Paper-based files became available digitally and telephony moved to Skype for Business. And the Christchurch office transformed from a traditional office to a modern working environment.
Throughout the process, regular briefings, emails and team meetings kept people informed. The Chief Executive, David McIntosh, was also visible, delivering staff briefings, answering questions through ‘Ask David’ on the intranet and going to change agent meetings.
There were challenges, though, particularly around trust and fairness. Long-hidden management issues, such as people building up hours of TOIL, also emerged – as did nervousness about how to apply the new ways of working. The programme team dealt with these by up-skilling managers and team members alike, and coaching teams to find ways of doing things differently.
Today, all employees can work flexibly. They access information and systems remotely, meet over Skype and receive their mail digitally on the day it arrives. Even teams like housing, that have a statutory obligation to provide a service during set hours, have incorporated remote working.
The light and bright Christchurch office has a ratio of six desks to 10 people. And thanks to the digital changes, customers now have more options for how they receive services.
The cultural shift has made people more flexible and innovative, as well as reduced turnover. And as Lynne McCarty says, ‘I’d stick my neck out to say that 100% of people wouldn’t go back to how things were before.’
CIPD (2021) Christchurch and East Dorset: A clever way to run two councils [Online]. Available at https://peopleprofession.cipd.org/ get-started/ case-studies/ christchurch-east-dorset-councils (Accessed 30 March 2021)
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