ConclusionS

The results of this research suggest that most New Zealand workers are positive about their work-life balance. The indications are that this has improved since 2005. But there is further to go. One of the most important conditions for achieving this is the availability of flexible working arrangements.

This study found that flexibility is good for business and good for employees. Sixty percent of employers are either positive or very positive about the impact of flexible working arrangements on their workplace. The availability of flexibility is directly linked with people's rating of their work-life balance.

Almost all employers offer some flexibility, although those who believe flexibility is good for business are more likely to be offering flexible working arrangements than those who do not. However, the types of arrangements and the employees to whom they are offered vary.

Apart from in small workplaces with fewer than five employees, flexible working arrangements are often offered only to some employees. In part, this may be influenced by the nature of the work done by different employees, but employers need to be careful that it is not always the same employees who have choices and the same employees who miss out. The critical challenge will be to expand the range of employees who have access to at least some kinds of flexible working arrangements.

The experience of employees suggests that some kinds of flexible working arrangements have more impact than others in assisting with people's work-life balance. This research found that people who have access to part-time work, job sharing, the ability to choose when to work the number of hours they are employed to do, regular flexibility in start and finish times, unpaid leave (e.g. career breaks) and the ability to buy additional leave in exchange for reduced pay rate their work-life balance more highly than those who do not. They find it easier than those who not have access to these arrangements to get the balance that is right for them.

There are constraints on the types of arrangements that can be offered in some sectors. Some sectors appear to have been better at counterbalancing these constraints by implementing the flexibility that is possible. The education and health and community services sectors may find it harder to offer flexibility in start and finish times or breaks, but in compensation are more likely to utilise part-time work, job sharing, unpaid leave, study leave and, in the health and community services, shift flexibility. Other sectors such as construction and the retail trade have been less successful in identifying and implementing flexible working arrangements that suit the nature of their work. However, it is important to note that in every sector there are employers who have found ways to implement each of the flexible working arrangements examined in this report. The lessons they have learnt will be invaluable in assisting others in their sector to introduce similar arrangements.

Availability is not the same as usage. Not everyone wants or needs the same types of flexible working arrangements - these may vary according lifestyle, caring responsibilities, life stage and earning needs. This is illustrated by the range of arrangements used by different employees, as well as by their assessment of the arrangements they would like to use where they are not currently available in their organisation. It is useful for employers to work with their employees to explore what kinds of flexibility are both possible and useful in their situation.

Nor is it enough to have flexible working arrangement just nominally available. To be of use to employers and employees, arrangements need to known, accepted and well managed. Employees need to know what is possible in their organisation and to feel encouraged to explore practical arrangements. This study found that although some employers are actively informing their employees about different options, in 44% of organisations people learn about the flexible working arrangements possible in their workplace only if they specifically ask about them.

Both parties need to be equipped to use the arrangements well. Employees should know how to go about requesting them. This research showed that asking for arrangements verbally is far more common than applying in writing. Employers need to check that the process they are using in their organisation is working effectively.

Employees in this research reported that the person most likely to make the decision on their flexible working arrangements is their supervisor or manager, although employers suggest that responsibility is spread more widely. Whoever makes the decisions on flexible working arrangements needs to know how to fairly consider requests and manage the arrangements appropriately.

Employers and employees need to be aware of their legal rights and responsibilities. This study showed that 64% of employers, particularly employers in large organisations, are generally aware of the Employment Relations (Flexible Working Arrangements) Amendment Act 2007, but only 17% are aware of the eligibility criterion. Further work is needed to raise awareness levels.

Employees also need to be aware of the Act - currently only 40% are. Given that many employees say they would go to the internet or to their employer for information, these appear to be the logical avenues for increasing awareness.

The results of this 2008 research should provide a useful source of information for employers who are thinking about increasing the flexibility of their workplace, and will provide a useful benchmark for measuring future progress in awareness and implementation of flexible working arrangements in New Zealand.