QUALITY FLEXIBLE WORK

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Question 1

Do you think there is anything needed in your workplace to achieve quality flexible work arrangements and practices?

The main themes raised by both individuals and organisations are:

• understanding of the issues and solutions (by both employees and employers),
• clear processes,
• good communication and
• a supportive workplace culture.

Some organisations (mainly businesses) believe that nothing is needed as flexible work arrangements are already happening in many workplaces. Many individuals and some organisations believe that a specific legislated right to request flexible work is needed to provide a catalyst and framework for more employees to achieve quality flexible work.

Summary of responses from individuals

Management attitudes, understanding and awareness of flexible work can be improved. Respondents feel that:

• there is still a perception that flexible work practices for employees means that they are ‘shirking’ work
• more awareness is needed about employees and their commitments or responsibilities outside of work
• better understanding is needed of flexible workplace practices and its benefits and how to introduce and manage initiatives.

Clear processes are required to ensure consistency of approach and application. This could include:

• legislation to formalise flexible work policies and give validity and credence to the issue
• redressal mechanisms for when flexible work requests are refused
• monitoring systems to measure effectiveness of initiatives.

Workplace culture needs to change. Better communication and education on flexible work practices can improve dialogue between employers and employees and foster a culture where flexible work practices are encouraged.

Improving technology can support flexible work practices by allowing people to work remotely (for example remote access, broadband, suitable laptops and cell phones) and by allowing managers to plan, manage, monitor and measure initiatives.

Access to a range of flexible work practices is needed to suit particular circumstances for example varying start and finish times, flexible leave, and access to other facilities such as childcare.

Summary of responses from organisations

Some organisations believe nothing is needed as flexible work already happens - these arrangements are in place already across all sectors, some specifically to recruit and retain skilled workers and to deal with shortages of skilled workers.
However the majority of respondents, even in those organisations where flexible work was happening, mention a number of critical components to successful implementation.

It is important that both employees and employers understand the issues including:

• the range of options available and what might meet particular needs; there is no one size fits all – types of work or workplaces may limit flexible work options available to employees. Examples cited included acute health services, schools, production line activities (see question 7 for more detail on this issue)
• the needs of particular groups for example parents or issues for particular cultures for example pacific peoples
• the pros and cons of arrangements for the individual, team and organisation.

Having clear and consistent processes are important – though for smaller organisation the more informal the better. As organisations grow there may be a need for more formality and structure. Things that may help include:

• having formal policies and/or guidelines on how to implement and manage flexible work
• making sure flexible work arrangements are compatible with other current policies for example health and safety
• learning from those that are doing it already – case studies, training, best practice
• incorporating into business planning and presenting clear business cases for flexible work (for example using scenario mapping)
• acknowledging that the process doesn’t stop with decision – monitoring and reviewing for individual and team, trial periods may be useful
• developing measures for staff performance and ensuring that services and functionality are maintained
• looking at recruitment procedures and conditions of employment to see if flexible work arrangements can be incorporated.

There are things that need to be managed not the least ensuring employees are treated equitably and consistently. The other main issues mentioned were:

• health and safety – for example people working from home or working after traditional office hours, having two people on site at all times, having the right people there to cover machinery/production etc, having supervisors available
• IT and other infrastructure – having the right infrastructure and ongoing support available for example for remote working.

Organisations need to “walk the talk” – leadership, promotion of and buy-in to flexible work arrangements needs to be from senior management down. Managers need to be given training and support, with management of flexible work as a potential competency criterion.

Communication is the key to success throughout the whole organisation. It is important to establish a dialogue between employers / managers / employees and within teams. Clear and effective communication can ensure that managers and employees know what is already available and can help them understand the issues and develop solutions at individual and team levels.

Some organisations believe that, over and above the previous issues, a legislated right to request flexible work is needed to provide a catalyst for employers and employees. It can also provide the framework for negotiating flexible work arrangements.

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