There is a skills shortage in New Zealand and it is likely to continue

New Zealand workplaces need to be productive and competitive now and into the future.  The international skills shortage is predicted to continue.  New Zealand now has more people working but we work longer hours than most other OECD countries.  We can’t work longer but we can work smarter - to lift productivity and skills and allow as many people as possible into the workforce.  Quality flexible work is one way of retaining skilled workers and encouraging people to enter and stay in the labour market.

Demand for quality flexible work is strong

In a national survey undertaken in 2005, New Zealand employees indicated that, in particular, they wanted:

• flexible start and finish times;
• additional leave both paid and unpaid; and
• more say about how they work, including the ability to change rosters and shifts and to choose how many hours they work.

New Zealanders need quality flexible work for a variety of reasons

The EEO Trust’s Work and Age Survey of 2006 found that retired people would like to still be doing some paid work.  For older people still in the workforce, the ideal transition from full-time work to retirement would be part-time work or more flexible hours.
For parents, quality flexible work helps them to care for children, spend more time together as a family and participate more in their children’s lives.
As the New Zealand population ages, people need flexibility to be able to care for older friends and family members.
The EEO Trust’s Disability and Employment Survey of 2005 found that flexibility around hours is the one most valuable initiative that workplaces could offer to enable disabled people to contribute fully at work.
Other reasons New Zealanders need quality flexible work include caring for others, working in the community, for cultural or sporting commitments, to undertake study or for recreation and leisure.

Needs for quality flexible work change over time

People’s needs for flexible work change over time as their life circumstances change - as people move through careers, parenthood, other caring responsibilities and retirement.

Flexible work arrangements are available in workplaces

There are many examples of good practice in New Zealand both in small and large businesses, and across private, public and not-for-profit sectors. 
The most commonly available arrangements in relation to flexible work (ie available to all employees at more than 50% of workplaces) are :

• being allowed to occasionally vary start and finish times; and
• having flexible break provisions.

Employers have said they are keen to implement initiatives such as flexible work but some say they lack the tools to do this.

Take up of flexible work arrangements may not match availability

Having flexible work arrangements available does not necessarily mean that employees can or will take them up.    Those with the least bargaining power may miss out.  Department of Labour research suggests that almost a third of employees can find it hard to discuss work-life issues with their manager or supervisor.  
A recent EEO Trust survey found that while many employers offered work-life balance initiatives, the average take-up was much lower.

Some workers may find it harder to access quality flexible work than others

For some employees, particularly those with low pay, the need to generate a sufficient income can overshadow any need or desire to work flexibly.
Shift workers, including those working rotating shifts and those working at night, may find it difficult to access quality flexible work and may have fewer work options available.  People who work shifts, particularly those working rotating shifts, are more likely to experience work-life conflict than those with other working patterns.
For those in precarious employment (low job security, often casual or temporary workers) where work is already flexible, it may be an issue of quality. 
Some workers would like to work more (and more secure) hours not fewer.
In some organisations flexible work arrangements are not available to all employees.  Department of Labour research suggests that senior staff or management are more likely to be offered a wider range of arrangements than other staff.

Quality flexible work means that it works for everybody in the workplace

Quality flexible work is about balancing the needs of the organisation, the workplace and the individual.  This may mean that some flexible work options are not available in some workplaces depending on the nature of the work (for example working from home is not an option available for retail staff).

The gender dimension of work is important

Women are more likely to be caring for family members and have a lower level of participation in paid employment.  Flexible work opportunities can mean that women participate more in the workforce but there can be pay penalties associated with flexible and part time work. 

Flexible work arrangements differ between small, medium and large businesses

Small employers (up to 10 employees) appear to be very flexible in the range of working practices they offer staff.  However as organisations grow in size, particularly for those organisations with between 10 and 50 employees, it appears to be more difficult to provide flexible working practices.  Large employers are more likely to offer formalised flexible work policies but less likely to allow flexibility in the way hours are worked within the work day.

Many businesses don’t see cost as a major barrier to implementing flexible work options but they are concerned about any additional compliance costs

Most employers do not think implementing work-life balance initiatives is too expensive.   But small businesses are concerned that options to increase quality flexible work may lead to increased compliance costs.
In a recent survey by the EEO Trust, a number of organisations already implementing flexible work arrangements agreed that costs (financial or otherwise) were not apparent or were outweighed by the benefits of improved retention and productivity and reduced absenteeism.

Unions and employers already work together to successfully introduce quality flexible work

There are already examples of collective agreements and work-life balance projects in workplaces.
The Department of Labour is working with 14 large employers to develop tailored work-life balance initiatives (including flexible work arrangements) for their workplaces.  A key component of this is employers, employees and unions working together.
Flexible work arrangements have been negotiated in collective agreements.  Of the 560 agreements finalised in the 2005/06 year (covering nearly 75,000 workers), 45% contained provisions relating to flexible hours, 41% to extended leave and 7% to change work status (eg between full-time and part-time work).  

Government has a significant role to play in quality flexible work

As a major employer, government has the opportunity to implement quality flexible work practices and lead by example.  The government’s long term goal is to increase productivity and skill levels so we move to a high-value, high-wage economy that provides a better standard of living for New Zealanders.  The government is also aiming for a good quality of life for all New Zealanders, which includes child and family well-being, rewarding work that fully utilises people’s skills, and balance between paid work and other parts of life.