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Our first October training session was delivered by Natalie Saunders and Victoria Jackson of Clarion, our Legal Partner and it was live at Clarion’s offices! 

Clarion has moved to a hot desking model:


It has increased collaborative working and productivity. It has reduced commuting times and led to a better understanding and empathetic of an individual’s circumstances (showing your authentic personality) e.g seeing your babies on Zoom/Teams. It can also help reduce overheads.


Training and development are more difficult. There’s no communal spirit, no learning by observation. Recruitment is more difficult as you don’t get to really know the person as you would working with them in person. Isolation and wellbeing are problems as those working from home can feel ‘left out’ and not part of the team. Practical issues e.g. for those mainly young in shared flats/using your laptop on your bed. Overworking and burnout can become more common, as people struggle to seperate home and work.

How important is this

Clarion has changed their office so there’s more collaborative space and meeting rooms, you need good IT systems that work worldwide. 43 out of 50 big companies in the UK have sait they won’t return to ‘normal’ office working like it was pre covid.

What do your people want and or need? 

Flexibility and loads of autonomy, but clients’ needs must always come first. 


Create a good work plan in days, not just hours. 40 hrs pw (max is 48 hrs pw over 14 weeks), have core hours, for example between 10am and 4pm. Be flexible for parents, specify place of work, have a right to monitor time, live within say 60 mins of the office, what days in and what out, people can request flexible working. Those that have worked for you for 26 weeks or more can request to felxi working/work from home


The main challenges are to team culture and leadership. What do people feel they can do outside work, online is sterile, and be deliberate about culture.

Other comments

Rachel Hatfield of Shoo Social Media said “lots of companies are trying hybrid working, it’s impossible to over communicate with your team and your clients. Have individual and collective targets.”

Do not try to have in person and remote events – hybrid events are not good.


In assessing staff you must avoid “presence bias” ensure there are various ways of calculating results. Record things and make them available. Does it need a meeting? Have a dress code for working at home. Have a right to monitor emails. There is a duty to provide a safe place of work including home. Is the desk/chair fit for purpose?


Nick Butler