Working towards the right to switch off

Over the summer it was widely reported that Labour has imminent plans to deliver the largest reforms to workers’ rights in a generation, including a new “right to switch off”. In this interim period before the details are finalised, some parts of the business world have expressed concern –and even consternation – about what this new right will mean in practice and what potentially lies ahead. Whatever your views, I think that the spirit behind Labour’s plans is undeniably laudable. Because, across all levels of society and throughout our own industry, we’re all being affected by the challenges – and opportunities – of always being available online. The issue of finding the balance between doing our jobs effectively and getting enough downtime to enjoy life has never been more acute – and I believe that a government that acknowledges the importance of employee wellbeing, its critical contribution to economic growth and the need to proactively work to address this, is a positive thing. The right to switch off – what can we expect? The new reforms, headed up by deputy prime minister Angela Rayner, centre on the government’s wider ambitions to “make work pay” and be more “family friendly”. The government has indicated that the right to switch off is being brought in to create clearer boundaries between home and working life, and to help address the culture of presenteeism which is “damaging to morale and productivity”. According to recent reporting, the expectation is that the new policy will involve a code of practice agreed by employers and employees, setting out expectations of normal working hours when staff should expect to be contacted. The concern from some business leaders is that what works for some companies might not work for others, and that a new blanket policy may unintentionally end up doing more harm than good. What are the challenges for real estate? In an ideal world, businesses would take responsibility for their own working practices without the need for government intervention. And, at the better end of the real estate industry, where we are pleased to operate, this is certainly happening. Maples Teesdale clients are clearly committed to creating environments that strike a healthy work/life balance, and this is also an issue we’ve been working on for many years, with around a quarter of our team now on some sort of flexible working arrangement. The pandemic catalysed many businesses to take issues like employee wellbeing and flexible working much more seriously. But there will always be some that are slower to embrace change, and old ways also have a habit of creeping back. So it is to be welcomed that the government is taking steps to protect people from unnecessary stress and burnout. But what does good look like? Recognising that we’re a multi-generational workforce and that people work in very different ways is an important place to start. Having clear policies around working hours, while accepting that these policies can be applied in a number of ways and be adaptable to different team members, is also critical. For example, parents may prefer to work in the evenings once their children are in bed. Meanwhile, others might want to compress their hours into a four-day week to enjoy a longer weekend or free up time for other commitments. We need to realise that people can have hugely different working lives within a single organisation, and that allowing for and clearly communicating these differences is key. How this can be successfully legislated for remains to be seen, but this is intricate stuff and the government needs to find the right balance – empowering without restricting, and leaving enough room for businesses to apply a flexible approach that works for their people as well as the needs of the business. I’m old enough to remember when BlackBerry devices were launched in 1999. They truly revolutionised the way we work. I recall how different businesses grappled with their guidelines for use of these devices. Some were clear that staff could leave the BlackBerry in their desk drawer at 5.30pm. Others embraced the fact you could take it with you and work from anywhere, anytime, in a way that suits you. In a similar way, the new legislation will need to encompass all types of lifestyles and working patterns. Getting this right is not only down to employers: clients also have a responsibility to ensure their demands are reasonable. A request for proposal often includes clauses around healthy working practices, yet we all know that, on the ground, there can be a disconnect. Pressure points are always going to exist, and I don’t think it’s unreasonable for people to work an evening or weekend from time to time. However, this absolutely shouldn’t be business as usual, and at Maples Teesdale we strive to organise our teams to ensure we have sufficient resilience to manage workloads so that no one has to work unduly extended hours for a protracted period. This is in part out of a duty of care to our team, but also ensures we deliver a high level of service to our clients: excellence is rarely present if people are under constant pressure. Because real estate deals tend to be cyclical, there are periods when things are more fallow. Rather than cutting the workforce at that stage which can destabilise the whole team, we’ve made a choice to absorb the cost of these quieter times for the overall health of our people and the business. So far, this has been a decision that’s left us in very good stead, as work/life balance continues to be a major attractor to the very best talent. A “switching off” that works for all For the right to switch off to be successful, I think the real estate industry and the wider business world needs to get behind it in a way that works for everyone. At this critical juncture, I would like to urge real estate leaders to make their own voices heard on this issue, to ensure that the new legislation is thoughtful, flexible and allows businesses the creativity and nuance that will lead to their long-term sustainability and success. It’s clear that the world of work needs to change, but this must be done in a dynamic and adaptable way that leaves no one behind. If we want to help shape a positive future for our industry and the wider world of work, now is the time to speak up. Paul Burke is a managing partner at Maples Teesdale