We examine how a trial programme was used to assess the risks and benefits of a compressed fortnight working model to offer employees more flexible working options for wellbeing and retention
In a company focused on defence and national security, a compressed fortnight working model has been developed to continue to attract and retain talented people and support employee wellbeing through enabling a different work–life balance.
Organisation: Northrop Grumman UK, part of the Northrop Grumman Corporation, an American multinational
Size: Around 900 employees in the UK
Location: Operates across 10 sites in the UK, with a headquarters in London
Sector: Aerospace and defence
Northrop Grumman UK’s mission is to keep the country secure through supporting the defence and national security of the UK and its allies. It harnesses the latest developments in data science, machine learning and secure cloud transformation technology, to deliver solutions to the difficult problems faced by the space, aeronautics, defence and cyberspace communities.
Operating across 10 sites, Northrop Grumman UK employs around 900 people and sustains employment for more than 5,000 people through its supply chain and partnering arrangements, including many small and medium-sized enterprises. There’s a wide diversity of job roles, including electronics, cloud and software engineers, cybersecurity specialists, information security experts, and programme managers, in addition to specialist support function roles, for example in finance, HR and marketing.
The company already offered various flexible working options, including hybrid working, different start times and shorter contracted hours. However, in 2022 it became apparent that employee and job applicant expectations about where and when they work had changed.
Employee survey results and comments, as well as job candidate feedback, confirmed what the HR team was informally hearing: many people who had typically worked in-office before the pandemic were wanting more and different types of flexibility that enabled them to have a better balance between their work and personal lives. Feedback from the company’s recruiters told a similar story – candidates were increasingly asking about flexible working options.
To attract and retain talented people, Northrop Grumman UK knew it needed to offer a similar or wider range of appealing flexible working arrangements than other companies in the defence and aerospace sectors. It was also keen that people could choose the working arrangements that suited them as an individual, factoring in their circumstances and their wellbeing.
Northrop Grumman UK explored possibilities, and a compressed fortnight arrangement appealed to many employees as well as suiting the needs of the business. This working model involves condensing 10 working days into nine and then taking every other Friday off.
The compressed fortnight working model is part of the company’s suite of flexible working options and can be used in conjunction with other types of flexibility. For example, people can opt to work in a hybrid way, working on-site for the majority of the week. In practical terms, that means being in the office for at least half of their contracted hours, with the option to then work from home for the rest of the week. People can also make use of flexible start and finish times in conjunction with the compressed fortnight model.
HR developed an evidence-based business case for trialling a compressed fortnight working model and presented it to the leadership team. HR engaged with other senior leaders and the legal team from the start to determine whether and how a compressed fortnight working model could support the business’ strategic goals.
A clear policy, setting out parameters and expectations was developed. To avoid everyone in the business taking the same Friday off, the compressed fortnight model operates on a rota system, with half of a team on ‘fortnight A’ and half on ‘fortnight B’. This structure means the business can still serve their customers’ needs, and employees have a predictable working pattern that enables them to plan their work as well as their time off.
People apply to work a compressed fortnight in the same formal way as for any type of flexible working. The feasibility and detail of an individual’s requested working arrangements is decided at a team level, within the parameters of the UK-wide policy.
A compressed fortnight model is made available in as many roles as possible, but there are some front-line and critical response roles where this working model isn’t possible, including senior management team roles. Those working in roles falling into these categories may be able to apply for other types of flexibility though, for example flexible start times, shorter contracted hours, or hybrid working depending on the role demands.
Chris Cox, Head of HR Operations, explains:
“We work carefully to ensure that our employees have the support to manage their workloads so that they continue to provide the highest quality work to our customers. For some roles, service delivery and productivity has improved as employees are available when ordinarily they wouldn’t be.”
People can try out a different working model to see if it works for them and their role, with the option to return to their old working pattern if preferred.
Cox recognises that “compressed working isn’t for everyone. For example, most childcare providers operate around standard hours, so longer workdays might mean extra help or extended care is needed, which can prove expensive. Also, working longer days can be physically and mentally draining, especially if the job is demanding or if they have caregiving responsibilities before or after work. Some people may become too tired on their days off or evenings to really enjoy them and so they prefer spreading their energy more evenly over the fortnight”.
HR led on the design and implementation of flexible working models. Starting with a business case for change, HR advocated for the concept and the benefits of a compressed fortnight to the leadership team and consulted with the different business functions.
A pilot programme enabled HR to test feasibility. One area of the business piloted the compressed fortnight working model and the impact for employees, managers and customers was monitored. The pilot enabled operational challenges to surface and be addressed. After reviewing the impact on productivity and gaining direct feedback from those involved, the compressed fortnight was rolled out to other areas gradually. Given that each business area comprises of different roles and therefore the implications of a new working pattern could vary, a gradual roll-out enabled the HR team to focus on the needs of that particular area.
To support effective implementation of the compressed fortnight model, HR devoted attention to:
Due to the wide variety of roles at Northrop Grumman UK and the varying needs of teams, managers decide at a local level whether a compressed fortnight (or other flexible working arrangement) is possible. Therefore, managers need to be able to effectively:
Managers need to make sure the working arrangements across their team are practical and the work gets done. For example, a compressed fortnight working model means managers need to operationally plan for some of their team not working on alternate Fridays.
Managers are located all over the UK, so Northrop Grumman utilised its existing channels of online communication with managers to help them upskill. There are ‘Manager Knowledge Sessions’ and ‘Enabling Managers’ sessions as well as ‘Manager Talking Points’ newsletters. Further support is available for managers from their HR business partners and through an ‘Ask HR’ email hotline.
Cox explains:
“Manager training is really important. It can be easier to manage everyone on a 9-5 working pattern, but we need them to be open to flexible working and to think about what might be possible. We also require them to think about how they manage their team in a practical sense, for example, having meetings when all the team are in.
We found managers mostly needed support from their HR business partners to help them identify the roles that could go compressed, and to guide managers on how to respond to requests, including what to do and how to have the conversation if it’s not possible.”
Three aspects of technology needed to be reviewed and updated to further support flexible working and, in particular, enable the compressed fortnight approach.
HR payroll systems were updated to reflect non-standard working patterns.
IT support coverage was extended to enable people to securely access systems outside the traditional 9-5 working hours. For example, many people use the flexible start and finish times to fit in the extra hours within a compressed fortnight model, with 8am being a common time to log on. In addition, software updates need to happen when people aren’t working.
Communication platforms, task management tools and scheduling tools were reviewed and adjusted to support people with different working patterns to work together effectively. For example, people were asked to update their contact details to include their working pattern to help colleagues schedule meetings and plan projects.
HR utilised manager and employee newsletters and all hands as well as their intranet to communicate:
In evaluating the impact of the compressed fortnight working model, Northrop Grumman UK found:
Cox reflects on the impact of the compressed fortnight model:
“A compressed fortnight model can boost productivity. Many people find that they get more done in longer, uninterrupted workdays, especially with fewer days spent transitioning in and out of work mode. And for those looking to lower their carbon footprint and reduce their environmental impact, fewer days in the office means less commuting. Which in turn means less money spent on travel, fuel or transportation.”
Jo Tarling, HR coordinator, has adopted a compressed hours schedule, and reflects on what it means to her:
“As a full-time working mum, knowing that I have a shorter week coming up and that I can make personal plans for that Friday while the kids are at school and then still have the whole weekend to do the normal mum duties really does help my own wellbeing and gives that ‘me-time’ whether that’s meeting up with a friend, going for a nice long walk with the dog or simply catching up on the latest boxset on a rainy day.
"Whilst it may not be suitable for everyone, just having that choice is a huge factor for all our employees and has definitely helped me in my role and family life!”
Rachel Suff, Senior Policy Adviser at the CIPD, uses recent data from the CIPD’s Health and wellbeing at work survey report, supported by Simplyhealth to offer recommendations for organisations and UK Government policy-makers to help reduce record-high employee absence
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