Hybrid policy

Flexible working arrangements can benefit everyone and at RoS we recognise that it makes good business sense to provide a range of flexible working opportunities for colleagues. We believe hybrid working brings various benefits including a positive impact on productivity, customer service, increased motivation, and an improved work life balance.

1. Purpose and scope

1.1 Registers of Scotland (RoS) recognises the benefits of more flexible ways of working, including flexibility about where you perform your work. Hybrid working refers to a flexible working model where you can split your time between working from a central office and working remotely, often from home. RoS is committed to supporting a blended approach to work location where it is operationally feasible and where it is of benefit to the organisation, its colleagues and customers.

1.2 RoS values an adaptable and flexible workforce that prioritises contribution to outcomes and commitment to delivery over when and where you work. Hybrid workplace refers to the location from which you work. When working for RoS you can choose any location within the UK that suits your needs, whether it is your contracted office base or another appropriate workspace.

1.3 This policy applies to all RoS employees.

2. Guiding principles

2.1 At RoS, we value diversity and are dedicated to fostering an inclusive culture where you can balance a successful career with your personal commitments. We believe a healthy work-life balance enables you to perform at your best. Hybrid working offers most colleagues flexibility, and choice, allowing you to work where you are most effective based on your responsibilities and ensuring we all perform at our best.

2.2 Our Hybrid Working Principles are:

• work is what you do, not where you go
• we focus on outcomes to bring out the best in our colleagues and enable maximum flexibility
• we’re committed to the wellbeing of our colleagues
• teams are empowered to make the right choices about how they operate together to best deliver the services they are responsible for
• we all take responsibility for working flexibly to deliver excellent services to our customers
• we turn up remotely as we would in person
• we make time in the office count.

2.3 The principles should be applied consistently across the organisation, although this does not necessarily mean the same choice regarding working location or patterns.

2.4 Our hybrid working model allows most colleagues to work remotely part of the time, depending on their role. We are not a fully remote organisation; some activities and events will require in-person attendance to support collaboration, wellbeing, and social connection.

2.5 All RoS colleagues are contracted to one of our offices. You can claim expenses and time for travel between offices if asked to attend a location other than your contracted one. However, expenses and travel time are not covered if you choose to work from a different location. Please refer to the existing travel and subsistence policy.

2.6 Remote working is usually done at home but may occur in other UK locations, provided you can perform your role safely and maintain the confidentiality and integrity of RoS business. We do not offer overseas working.

3. Camera on organisation

3.1 At RoS, we know that good communication and collaboration are important, especially for effective hybrid working. To keep us all connected and engaged, we’re a cameras-on organisation. This means we ask everyone to use their cameras during online meetings, recognising where there are occasionally valid reasons for not doing so.

3.2 If you have any concerns about turning your camera on, please speak to your manager who will consider if a reasonable adjustment is appropriate.

4. Balancing caring responsibilities with working from home

4.1 During your working hours, you cannot be responsible for the care of another person. Arrangements must be in place to support any caring responsibilities you have, just as they would when you are working in the office.

5. Office attendance

5.1 From time to time, all colleagues will attend the office for specific tasks and activities.

5.2 RoS will not prescribe a specific number of days for office attendance at this point in our hybrid journey. We trust that conversations with your team and manager will determine the appropriate balance based on your team's needs and deliverables.

5.3 When you are required to be in the office, your manager will provide at least 5 days’ notice.

5.4 RoS is also here to support colleagues covered under equality legislation or those with adjustments through the employee passport process.

5.5 All colleagues are welcome to work at their contracted office location full-time if this is their preference.

6. Roles and responsibilities

6.1 Colleague responsibilities

• be adaptable in a hybrid environment, managing time and output effectively
• participate in the development and revisions of your team’s working agreement
• ensure that your working practices represent the best service to your customers/stakeholders and that your preferences do not create burdens or barriers for the work of others
• make the effort to remain connected, approachable and communicative when working remotely
• when working remotely, maintain the same level of professionalism as you would in the office. This includes adhering to our dress code, ensuring a suitable and professional background during video calls, and avoiding any activities that could be seen as unprofessional
• recognise the benefits of co-location for enhancing social connectedness and improving the quality of specific collaborations and one-on-one interactions, while maximising opportunities to connect with colleagues in person.

6.2 Manager responsibilities

• lead the development and revision of your team’s working agreement within your direct team, arbitrating to minimise potential conflict, advocating an inclusive approach that respects the unique circumstances of individuals and placing service delivery at the centre of decision-making
• support teams to be high performing within flexible working arrangements, ensuring productivity and service standards are strong and that the team seek continuous improvement
• consider and explore the impact of setting and patterns of work when supporting individuals with their wellbeing and performance
• guard against any drift towards a remote-by-default mindset and concern yourself with the social connectedness of the people in your team(s)
• uphold the hybrid working principles and expectations set out in this policy with your team(s), challenging inappropriate behaviours or attitudes.

7. Approval and review

This policy will be reviewed and approved by the Strategic People Authority (SPA) every 24 months, unless earlier review is appropriate.