February 26th 2019


7th January 2019
' Nominations Open '
30th January 2019
' Nominations Close '
12th February 2019
' Shortlist Announced '
26th February 2019
' Awards Ceremony '


Corporate leadership

Best example of leadership in Smarter Working (individual, team or organisation). The award for Corporate Leadership will be judged against the following criteria:

  • Commitment of leadership - the board and senior leadership actively encourage management by results rather than presenteeism. Where appropriate, staff have the freedom to balance choice of where and when to work with responsibility to meet business needs. Leaders at all levels role model smarter working practices.
  • Commitment of managers - encouragement of smarter working is widespread within teams, and a number of staff take advantage of the opportunity to do things differently. Flexibility first is the default position within teams, and managers are open and encouraging of conversations about how individuals and the group can work smarter.
  • Contribution to corporate strategy - Smarter Working is recognised as key to the achievement of corporate strategy and goals
  • Protocols and behaviours - are in place to guide smarter working. Excellence would be seen as encouraging smarter working in the objectives of leadership and line managers.
  • Communication and engagement - staff receive regular communications about the developments in smarter working in the organisation and the opportunities that they are able to take. Individuals or teams demonstrate excellent smarter working practices, which are celebrated and communicated within the organisation.


Best optimisation of property portfolio for Smarter Working (team or organisation). The award for Workspace will be judged against the following criteria:

  • Range of spaces - staff are encouraged to use a range of spaces and locations in the property portfolio, including virtual space. Smarter working practices of the organisation are monitored and the property portfolio is optimised to enhance these practices.
  • Effective sharing of office space - space in buildings is welcoming to staff from other groups or buildings, enabling them to drop in and work easily without territory, security or IT issues. Space is not allocated based on seniority.
  • Mobility - staff are encouraged to work from other locations including other offices within the organisation, supplier or client sites, local community spaces or home.  Working from a variety of locations and spaces is the accepted norm.
  • Monitoring and protocols - the use of space is monitored (e.g. utilisation of meeting rooms) in order to calibrate provision of spaces to evolving working practices. This data is combined with feedback from users to improve and refresh protocols and spaces.


Best utilisation of technology to enable mobility and collaboration (individual, team or organisation). The award for Technology will be judged against the following criteria:

  • Mobile devices - are being used or there is a plan in place to provide them to all staff to enable them to work from any location, within or outside the office.
  • Access to data - staff use Cloud-based information storage. Significant paper reductions have been made.
  • Collaboration - all staff have easy access to a variety of collaboration tools which enable them to stay in touch, network and maintain relationships. The use of collaboration tools is monitored and staff are surveyed to enable improvements to be made. The organisation is open to continuously improving tools to better enable smarter working.
  • Mobility - access to wifi is the norm, both within and outside the office.
  • Learning and development - programmes and tools are in places to provide staff with the appropriate learning and development, ensuring they are able to fully exploit the technology available to them in support of smarter working.

Culture and people

Best culture of smarter working (organisation). The award for Culture and People will be judged against the following criteria:

  • Awareness - staff are aware of smarter working. There is evidence of a culture of discussing how smarter working can improve individual and business performance, wellbeing and customer service at the team level.
  • Role modelling - Leaders at all levels role model smarter working behaviours and practices. Good practice is recognised and celebrated across the organisation. All staff role model smarter working to ensure new recruits are assimilated into this workstyle quickly.
  • Accessibility - smarter working is available to all staff, regardless of level, position or role. The remote working elements of smarter working are fully considered against role, business need and personal situation and preference.
  • Recruitment - smarter working is considered as part of recruitment campaigns. The recruitment pool has increased as campaigns recruit on a location-agnostic basis and offer a variety of working patterns and locations. Consideration is given to how every role can be undertaken in a smarter way.
  • Learning and development - learning and development processes and toolkits are in place to support leaders and individuals in adopting and embedding the appropriate smarter working behaviours and practices.
  • Change networks - networks of staff are empowered to drive smarter working within their own organisations, ensuring it is embedded, sustained and fully owned by the organisation.
  • HR policies and processes - HR functions have policies and processes in place that enable smarter working. HR is recognised as a key enabler, embedding smarter working within the organisation’s culture and DNA.


Smarter Working Together

Best example of working beyond one’s own programme, organisation or department to embed a smarter working culture throughout the Civil Service. The award for Smarter Working Together will be judged against the following criteria:

  • Sharing - of tools and best practice across government.
  • Support - of events with a cross-government audience.
  • Contribution - to the development of central smarter working policy, strategy and planning.
  • Measurement - of financial and non-financial gains, and sharing these widely to spread the benefits of smarter working.
  • Assistance - to other departments or government organisations to implement smarter working.
  • Any other contribution to the advancement of smarter working across government.

Judges Awards

An awards decided by the judges for best overall smarter working performance from the finalists