The Department of Social Protection (DSP) in Ireland has announced a new policy requiring senior staff at principal officer level and above to work from the office three days per week. This change, which will affect approximately 1,000 staff, has been met with mixed reactions from employees and unions.
Staff in senior management grades at principal officer level and above will have to be in the office three days per week at least. This move, announced by the Department of Social Protection ( DSP ), will affect approximately 1,000 of its members. The union representing these staff, Fórsa, has vowed to fight the proposed changes, stating that up to now, staff in the department had to work a minimum of one day per week in the office.
The Irish Times conducted a call-out to hear from readers on their views about the issue, with some of the submissions included below.One reader, who works in the Civil Service, highlighted the positive impact of remote working. They wrote, 'Since March 2020 we have been working remotely and from October 2022 we returned to office one day a week. In our department it’s heavily statistics-based, so easy for management to monitor the volume of work being done. No specific targets given but I know my personal productivity has increased year on year. Time and energy saved on commute has made me a happier, less stressed person and given me a perfect work-life balance. I’d be very much against working more than one day a week in the office.' Another reader, who has worked in several government departments, expressed a different perspective. They stated, 'A balanced approach is better for overall department culture, team cohesion, staff learning and facilities planning. I agree that working from home needs to be protected and it’s not right for any organisation or company to just unnecessarily demand full attendance again for no proper reason but Fórsa are being too reactionary in this particular circumstance. Two days in the office is hardly burdensome or unreasonable and do believe it is in an organisation’s best interest. I would not support a return to four–plus days in the office.' Some readers expressed concerns about the long-term effects of remote working, particularly on team cohesion and creativity. One reader wrote, 'I believe that working from home is eroding what it means and feels like to be part of a team. New joiners in particular are missing out in getting to know colleagues. Work for many is becoming more transactional and creativity and innovation is suffering. I think we need a serious conversation at national level on working from home and a better understanding of the downside as well as the stated merits.'Several readers shared their experiences with blended working arrangements, where employees split their time between the office and remote locations. One reader, who works in a government department in Dublin city, described their team's successful implementation of a blended working policy. They wrote, 'Our department has a blended working policy negotiated and agreed last year. This involves 10 days in the office over four weeks. For me and my team, this means we are in the office every Tuesday, Wednesday and every second Thursday and working from home every Monday and Friday. This policy works well and has been generally well received, particularly when compared to other departments. Productivity is high and people are generally happier. It makes life that bit easier, especially if you have kids in school.'However, some managers expressed concerns about the potential drawbacks of remote working, such as decreased productivity and lack of transparency. One manager wrote, 'My experience as a manager has highlighted some negative aspects of staff spending more time away from the office than in it. While many claim they are still completing their tasks, over time, it becomes clear that their overall capacity diminishes. Productivity must remain the top priority, and it is crucial that individuals take ownership of their work and are held accountable for it. One major issue is the lack of transparency. Many civil servants live close to the office but choose to work from home for reasons such as childcare, leading to concerns about blurred boundaries between personal and professional responsibilities. I’ve noticed that the shift towards blended working has led to a breakdown in departmental affiliation, with staff becoming more disconnected from the organisation. Furthermore, the restructuring of offices seems to be diluting the distinction between grades, eroding clear roles and responsibilities. This lack of clarity has forced HR to hire additional staff to cover the same workload, resulting in inefficiency. The situation has also made it difficult for management to effectively monitor performance.
WORKING FROM HOME DSP IRELAND UNION OFFICE POLICY SENIOR STAFF
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