Definition of Dynamic Working

Definition of Dynamic Working

We are sending this email as we have received requests from several members about the terms of “dynamic working” and for further information.

As you may be aware, the Dynamic Working group has been looking at what they have learned from the Pandemic in terms of hybrid ways of working, and what practices might be kept as we move forward from Covid-19 and lockdown. The University have run some targeted Drop-in sessions and would now like to gather additional feedback from other University staff.

If you would like to feedback on this topic please complete this form by the end of Wednesday 16th June.

Dynamic Working Project: Proposed Terms of Reference


The dynamic working group will make recommendations around hybrid working that are rooted in a pragmatic desire to achieve:

  1. Operational effectiveness utilising the lessons learned around remote working following the pivot on-line
  2. A good colleague and student experience
  3. Preserving and enhancing the sense of community that defines the University’s culture
  4. Support for the overall University strategy


  • Explore jobs and tasks, employee preferences, projects and workflows and inclusion and fairness implications of dynamic work practices.
  • Identify options with respect to future working practices including variations in both location of work (place) and patterns of working (time).
  • Evaluate the potential impacts of different potential working practices on;
    • Productivity
    • University culture / community
    • Equality of opportunity
    • Space usage
    • Staff wellbeing
    • Sustainability
    • Student experience
  • Develop a framework of optimal future working practices that balances the considerations of the University and its employees for approval by University’s senior leadership team.
  • Identify the support needed to enable changes in working practices (e.g. Advice to staff on effective home working, IT infrastructure, Training for managers in relation to facilitating remote working etc.)
  • Benchmark our proposals against the approaches taken by our competitors to ensure that our offering is competitive.

Out of Scope

  • Developing the support mechanisms for proposed changes


Andy DaintyDean ABCE – Chair
Adèle MackinlayDirector, HROD – Project sponsor
Amanda SilverwoodPlanning officer – Member
Steve WarrenOps Manager SDCA – Member
Deborah BowenSchool Registrar LUIL – Member
Antuala Anthi TakoReader SBE – Member
Cunjia LiuReader AACME – Member
Hannah BaldwinHead of Corporate Communications – Member
Sam MarshallSenior Assistant Registrar – Member
Martin ChanellHead of Programme Management Office, E&FM – Member
Clare SmithLaboratory Assistant SSEHS – Member
Steve HarrisChange Team – Secretary


The Board will report, through the Chair and other Members, to the Change Portfolio Board and where appropriate to the University’s Senior Leadership team.

We hope the above information helps clarify things.

LUCU Committee

Share this...