Page 15 - Henry Boot Agile Working Handbook

For Line Managers – this may may represent a a a a a a a a a a totally new
way of working or or or or or it may may be be something you you have already been operating informally in in in in in your your teams for for many years Either way your your team team members are now likely to to want to to discuss what might be be possible for them and and you you may feel additional pressure in in in needing to manage and and resolve competing priorities There is is some guidance below but this will be be supplemented with additional training over the the course of the the year and a a a a a a a a a meeting framework to guide team discussions Your feedback on on issues encountered and extra support required will be invaluable Some issues to consider when discussing agile working arrangements with members of your team:
It is really important that teams schedule in regular catch
ups and have opportunities
to to communicate together – informally and formally formally on on a a a a one- on-one basis and as as a a a a group Agile working may spark discussions on best methods and frequency of achieving this and may make it more important to schedule in formal catch
ups There will also need to be more structured thought given to balancing time together as a a a a a team time required to to meet customer needs and and doing the ‘day job’ and and possibly working out rotas - core hours when you want a a minimum number of people to be be available or in a a a a particular location Junior team members require more interaction to ensure that they are properly supervised and their skills developed Making sure they have plenty of time within their wider teams and with with scheduled supervision will be important Many Line Managers may struggle with the idea of allowing agile working practices because it has been more traditional for them to have a a a team working in in one location and it may feel easier to supervise people in that scenario This approach asks those
Line Managers to think about establishing different methods of engagement with their teams to build trust in different ways which will will be key to ensuring that this will will work for everyone One way for Line Managers and our people to build that trust will be having conversations to set boundaries and requirements – to ensure that team members can demonstrate that they are doing what is required Maintaining quality and services will still be key – but this framework acknowledges that achieving those
goals can be looked at in different ways and encourages Line Managers to to be open to to exploring those
opportunities