Exploring the potential of ‘unbound’ working

The Covid-19 pandemic, legislative changes, worklessness and increased health and wellbeing issues have given rise to questions about how we organise work and a proliferation of terms used to describe a spectrum of unbound ways of working. These variously encompass autonomy that can be built into job design around where, how much, when and how employees deliver work. These unbound ways of working can be considered in relation to organisations, teams, specific roles and/or individual tasks.

This paper has been developed using findings from a rapid evidence review of grey and academic literature, the input of HRN members, in depth interviews with two employers and the expertise of the IES research team. This paper looks at the benefits and risks of 'unbound working', and sets out a series of underpinning principles that can help employers to adopt an approach that maximises the benefits.

Historically, research demonstrates that creating autonomous working has a positive impact. Autonomous ways of working are associated with high levels of work life balance, job satisfaction and employee engagement and are also associated with business benefits, including an increased worker retention rate and improved innovation, performance and resilience. However, risks are also clear. Research shows that it can be difficult to manage work allocation when individuals have more opportunity to decide when they want to work, and higher levels of remote working can make it more difficult for managers to ‘check in’ with staff. Conflicting with some evidence that suggest autonomy can support communication and connectivity, other evidence suggests that asynchronous working can lead to reduced collaboration and knowledge sharing.

From this research, and from experience of working with employers offering autonomous ways of working, common factors that underpin success can be identified. This paper sets out practical approaches that HR professionals and senior leaders can take to make the most of ‘unbound working’. 

This publication is for members only.