Morton Fraser launches agile working policy



Maggie Moodie

Morton Fraser has introduced a formal ‘agile working’ policy as part of a wider focus on employee wellbeing and organisational flexibility.

The firm has been breaking down traditional notions of legal practice in order to offer its staff greater choice about where and when they work. It has now formalised the approach with a policy that applies to all staff.

The policy encourages staff to make smart choices about remote working and encourages them to prioritise health and wellbeing whenever possible. The results of a recent staff survey demonstrated that around two in three staff already work remotely regularly and 91 per cent expect the major benefit of agile working to be added flexibility in their working life.

Maggie Moodie, chair of Morton Fraser, said: “The law firm of today must be flexible, perhaps even beyond traditional norms in the sector. For some time we have been breaking down barriers, whether perceived or otherwise, to give our staff greater choice about when and where they work.

“The driving force behind this is our client base - our clients expect the best possible advice but also a strong and confident relationship. There is lots of evidence to show that agile working improves staff productivity and leads to higher morale. Ultimately, we are putting the choice down to each individual to consider how best to get the job done for their clients. Agile working is a contract of trust between employer and employee.”

Morton Fraser introduced the initiative to staff after conducting quantitative and qualitative research both internally and externally. That research not only highlighted practices common to many of its teams that were already ‘agile’, but also highlighted the benefits of, and demand for, formalising a flexible culture into the business.

Ms Moodie added: “The new agile working policy is formalising much of what has already been in place for some time here. However, few law firms take that next step to embed change to culture in this way. It says to all staff that their voice is being heard and it signals to new talent that we take their wellbeing, work-life balance and personal decision-making extremely seriously.”



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