QUALITY FLEXIBLE WORK

Previous | Next

Question 3

What do you think will help managers or employers introduce and manage flexible work arrangements?

Similarly to Question 2, individuals and organisations agree that managers and employers need:

• knowledge and understanding of issues and options,
• access to information and resources,
• good workplaces structures and processes,
• good communication,
• leadership and
• a supporting workplace culture.

In addition employers and managers may benefit from more active support such as training and networking, and the Government could provide incentives for employers to introduce flexible work arrangements.

Summary of responses from individuals

Information/resources are needed coupled with processes and infrastructure that are well promoted and easily available. Any information needs to be easy to understand and easily accessible. Specific areas mentioned include:

• proof of benefits such as effects on productivity, absenteeism, health of staff and staff retention
• fair and transparent processes and policies for example how workers apply for or transfer to flexible shifts
• successful models from other workplaces
• guidelines from Government explaining employers roles and responsibilities
• adequate resources such as IT, personnel and budgets
• ways to monitor and measure progress and outcomes of arrangements
• assistance in providing childcare facilities.

Managers may need more active support such as training on differing managing styles for enabling flexible work arrangements and application of flexible work practices.

A supportive workplace culture is important to foster trust and respect between employers/managers and employees. It can enable managers to think outside the square to find solutions and provide the environment for managers, employees and unions to work collaboratively.

Government could show leadership by providing incentives for employers such as an award scheme or financial support for business (especially SMEs) for example subsidised advertising, recruiting, and training.

Some organisations believe that specific legislation that gives employees the right to request flexible work is needed to provide a process for requesting and grounds for refusal. Some respondents note that rights needs to be balanced with the ability of organisations to do business.

Summary of responses from organisations

Information/resources are needed coupled with processes and infrastructure that are well promoted and easily available. Any information needs to be easy to understand and easily accessible. Specific areas mentioned include:

• resources such as policy templates, guidelines, FAQs etc on the benefits; range of options; how to analyse workloads and plan to accommodate flex work; how to establish arrangements for accountability and communication; how to monitor and review arrangements; how to be fair; how to manage potential conflict; and effective recruitment and retention
• information available on line and updated regularly (to show sustainability)
• case studies and pilots in similar organisations and across different sectors
• evidence about the benefits of flexible work particularly on productivity
• standards and processes to make sure arrangements don’t undermine security of employment – “flexicurity” through collective processes
• information about current legislation
• clear job descriptions
• payroll and time recording systems that accommodate flexible work
• IT, health and safety and other policies that take into account flexible work arrangements
• processes on how to find out what staff need and find out what already happens
• effective IT and support for employees and managers
• other family friendly initiatives such as on-site child care.

Managers may need more active support including:

• training on how to manage and implement flexible work arrangements, potentially mainstreamed into professional development – example of the packages developed in the UK were given
• consultancy advice/external companies that can help
• job shadowing or visiting other organisations where flexible work arrangements already happen
• interagency collaboration and networking opportunities to share learnings/resources
• specific courses and workshops on flexible work funded by government and run by unions and other groups
• flexible work for themselves.

Leadership and communication is important including:

• strong advocacy from the senior management team
• approachable and receptive management – an “open door policy”
• strategic communications including intranet, new manager inductions, brochures etc
• clear articulation of flexible work objectives for the organisation
• performance incentives for managers to introduce and manage flexible work
• being seen as an “employer of choice” and offering incentives to keep good staff
• celebrating success when flexible work arrangements work effectively.

Government could show leadership in the area by:

• having an excellence awards scheme
• having a contestable fund for formal pilots
• encouraging champions in particular sectors
• offering incentives for organisations to implement flexible work practices for example reducing ACC levies or providing tax advantages
• government departments adopting flexible work practices and promoting their activity
• recognising and promoting to employers the role of volunteers and how flexible work can support them.

Managers, employees and unions working together in partnership is mentioned including the potential to use collective/individual agreements developed in collaboration. Other suggestions include:

• involving the workplace – while the arrangements are individual, flexible work needs to managed at the workplace and team level too
• a role for unions in facilitating discussion between employers and employees and involving employees in the way working hours are organised
• dialogue between employers and unions in setting minimum standards and exploring options that are available, and seeing if employment agreements can include provisions relating to flexible work or will fit with flexible work arrangements
• using the collective bargaining process to develop principles and guidelines to manage flexible work
• working with workplace stakeholders to make sure work environments are accepting of work in life decision making.

Managers need to be able to cover off a range of concerns when managing flexible work arrangements. Those mentioned include adverse impacts on operating viability/costs, disparity of treatment claims, additional compliance costs, providing operational coverage, and security of premises/computers.

Previous | Next