By Maryanne Perrin
A cultural change we cannot ignore. Unless you’ve been completely unplugged, you’ve probably heard some rumblings about the benefits of workplace flexibility. If not, here’s the scoop: study after study shows that it’s a top priority for employees and it’s good for employers, too.
Need further proof? US-based Best Buy and UK-based BT Group both have programs that allow employees’ maximum control over when and where they work (called Results Only Work Environment and Freedom to Work respectively) and results of these programs have been impressive: productivity improvements ranging from 15-35%; reductions in turnover and absenteeism; and significant savings in real estate costs.
While the concept of a truly flexible workplace - people working when and where they like as long as they get the job done - isn’t rocket science, it isn’t going to happen without proactive planning and leadership thanks to ingrained notions of work that have their roots in the Industrial Age.
Want to ensure you’re creating a flexibility culture that meets the realities of an Information Age workplace and workforce? 51% of Gen X workers say they’d leave their current employer for a chance to telecommute; 60% of working mothers view part-time as the ideal work arrangement; two-thirds of workers between age 45-74 desire flexible schedules.
Here are some tips:
1. Approach workplace flexibility as a broad business strategy that requires the support of the entire management team. By relegating it to the ranks of an “HR program” instead of a strategic, company-wide initiative, you’ll guarantee that it doesn’t go far.
2. Examine your own ingrained notions of work and the messages you might be sending employees. Do you make assumptions about someone’s work ethic and contributions based on when they arrive and depart the office? What do you assume about the dedication of employees who work alternative schedules (e.g. part-time, job-share)? Are employees rewarded for putting in long hours (“face time”) or for results?
3. Find out what your employees want. Workplace flexibility isn’t necessarily about working LESS; it’s about working differently so people can effectively manage the complex demands of work and life. Take the time to understand your employees’ perspectives on flexibility so that you create a strategy that supports your business and your people.
4. Make the necessary operational changes to support a flexible workplace. Essential items include: strong performance management systems; technology that enables remote systems access; communications protocol; formal HR policies and management training (the “management” concept changes dramatically from managing bodies at desks to managing results!).
5. Lead by example. Many companies have written flexibility policies that go unused because the underlying corporate culture values face time over results. What’s the best way to show your support of a flexible workplace? Let your employees see you changing your work hours and location to meet the demands of business and life!
Maryanne Perrin is a founding Partner at Balancing Professionals, which provides new strategies for a new workforce. They are located in North Carolina, USA.
