Home EmployersCase Studies – Wainwright Library Morgan Sindall Construction & Infrastructure – Winner 2019, Best for Embedded Flexibility

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Morgan Sindall Construction & Infrastructure – Winner 2019, Best for Embedded Flexibility

3 Key Points 

  •  Job roles revised to include more flexibility. 
  • Education and training for managers and constant communications to staff about the benefits of flexible working have ensured a culture shift. 
  • Nearly two thirds of employees now work flexibly and job applications have increased by 38 per cent. 

The flexibility I have in relation to my work location and start and finish times really helps. Work recognises that both men and women need flexible working and the company offers support for both parents in relation to family life.” 

Phil Conroy, Management Accountant 

Summary 

Incorporating greater flexibility to job roles and regularly communicating the benefits of flexible working to staff means more than 60 per cent of employees now work flexibly, and job applications have increased by 38 per cent. 

The construction firm began the shift to a more flexible working culture by reviewing existing job roles to see if they could be offered with flexibility. The company also revised the language used in job descriptions to reflect its friendly ethos and desire for inclusivity. 

Line managers have complete autonomy to adjust team members’ working patterns whether it’s a one-off, temporary or permanent situation. 

Policies for parentscarers, foster carers or those approaching retirement all promote flexible working to help employees balance work and home life. 

Regular communications to staff via briefings, conferences and ad hoc messages about the benefits of flexible working for employees and the company help endorse and normalise flexibility for everyone. 

A supported ‘return to work’ programme and the option to buy more holiday days is another way the company helps employees balance work with their home lives. 

Senior managers and line managers have all undergone education and training in the benefits of flexible working to ensure a top-down shift in working culture is achieved.  

Back in 2016, hardly any members of staff worked flexibly, whereas now around 60 per cent of employees have a flexible work pattern. The company has also seen a 38 per cent increase in job applications since they revised their language and offered roles with more flexibility. 

Offering flexibility has increased the number of women and employees with black, Asian or minority ethnic (BAME) heritage. A fifth (20%) of the workforce is now female, compared with just 14 per cent three years ago. The proportion of BAME employees has increased from just 3.4 per cent to 15 per cent.