A correctly implemented flexible working policy can aid employers in recruiting experienced talent who may also have to cope with family life or commitments outside of the usual 9-5. Similarly, giving your staff the flexibility to work from home or to work slightly different hours can develop trust and affinity to your company.
It has to be introduced carefully, though, with clear guidance about what does or does not constitute flexible working. It covers many options:
· Variation in hours to suit the work-life balance of the employee
· Variation in hours to allow for unexpected domestic emergencies
· Job share
· Part-time hours
· Working from home.
What suits one employee may not suit another; everyone’s needs are different. It is more than simply establishing core hours and leaving staff to sort out their own working patterns after that.
Most employees are likely to welcome the implementation of a flexible working policy as it will allow them to work the hours which best suit their daily pattern. Compressed hours (full-time hours worked over fewer days, meaning nine or 10-hour days) are a popular choice, as it gives employees the feeling of a more extended break from work at the weekend or a break in the middle of the week.
An employee with caring responsibilities is likely to welcome flexitime or home working as it offers the chance to react to unexpected circumstances such as childcare issues or family illness. Job share and part-time working are also possibilities, although this will obviously have an impact on the employee because of their reduced level of pay. However, new mothers and those returning from long-term sick leave may find this option helpful. Phased return from extended leave is already used in many organisations, and mothers returning from maternity leave already have the right to request their preferred hours, but additional flexibility is always helpful.
If a set of core hours is defined during which employees must be in the office, this will give staff the chance to schedule medical appointments or domestic repairs around their working day. It also reduces worry for those people whose commute is routinely affected by public transport delays, and whose daily arrival time may vary as a result.
Employees are likely to feel more valued and welcome if a flexible working policy is implemented. Apart from the increased staff satisfaction, studies have shown a higher rate of retention among those companies which offer a variety of flexible working options. It may also help with recruitment, as staff with restricted availability for work would be encouraged to apply for vacancies.
Even those staff who normally work fixed hours will recognise the benefits of being able to take advantage of flexible working when necessary. Sometimes, just being able to leave the office a few minutes earlier can make all the difference to the day. The result is happier employees who perceive their employer is sympathetic to their needs.
Every employee has the right to request flexible working hours. Employers are required to consider every request. Some jobs have a form of ‘built-in’ flexible working. Retail and call centre work, where the locations are often open for extended hours or around the clock, allow for staff to request to work the hours or shifts they would prefer, within the terms of their contract.
Administration and secretarial roles, as well as other office jobs such as sales, marketing and finance, often accommodate flexible working requests with ease. The IT and technology sector is famed as much for its flexible working policies as its perks. Charities not only rely on volunteers; they also frequently offer flexible working. Many big-name companies offer flexible working to suit all lifestyles, which is only good news for their workforce.
Implementing a flexible working policy is relatively straightforward. An initial consultation with staff may show a consensus of opinion towards core hours and flexitime, extended lunch breaks or an early finish one day a week. Once operational pressures and existing staffing levels have been taken into consideration, vacancies can be advertised with suitable wording to encourage applications from those candidates who would prefer such an arrangement.
It may be that some requests for flexible working have to be negotiated with the employee if granting every request would leave too few staff in the office at any point. All requests should be confirmed in writing, along with any action taken. It might be an idea to trial different types of flexible working with various employees or departments. If core hours are to be used, this must be clearly communicated to the workforce, along with management expectations or requirements.
Everyone is different, and the aim of a flexible working policy is to ensure that everyone is able to contribute their best to the organisation.
When all is said and done, a good flexible working policy should be just that - flexible.
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