Get access to the exclusive HR Resources you need to succeed in 2018!
Training, policies and tools to help HR prevent and respond to harassment claims.
Is your employee handbook keeping up with the changing world of work? With SHRM's Employee Handbook Builder get peace of mind that your handbook is up-to-date.
Build competencies, establish credibility and advance your career—while earning PDCs—at SHRM Seminars in 12 cities across the U.S. this spring.
#SHRM18 will expand your perspective – on your organization, on your career, and on the way you approach HR. Join us in Chicago June 17-20, 2018
Eighty-nine percent of HR professionals think flexible work arrangements help retain employees, but business needs and the suitability of offering flexibility in some jobs are among the constraints HR professionals often cite for not offering such arrangements.
Those are among survey findings the Society for Human Resource Management (SHRM) shared Sept. 23, 2010, during an executive roundtable on workplace flexibility in Washington, D.C.
The results from an online survey conducted in November 2008 with 511 HR professionals were the basis for a day-long SHRM roundtable on strategies for expanding and improving workplace flexibility.
The discussion attracted 21 men and women from business, the federal government and organizations that included Corporate Voices for Working Families, the School of HR and Labor Relations at Michigan State University, Workplace Flexibility 2010, the Alfred P. Sloan Foundation, the Alliance for Work-Life Progress, the Center for American Progress and the Families and Work Institute.
Attracting, retaining and rewarding the best workers are the biggest challenges facing HR in the next 20 years, said Mark Schmit, SHRM’s director of research, during the presentation.
The SHRM survey found that 91 percent of HR professionals think that a formal flexible work arrangement has a positive impact on morale and 89 percent said it helps retention. But 36 percent cited business needs as a constraint to flexible work arrangements.
Janet Parker, SHRM’s chief global membership officer, noted during the roundtable that providing a flexible work environment requires creative approaches to how the workday is structured and how work is accomplished.
This requires “a paradigm shift on what we teach HR professionals” on how to perform their jobs, she said, so they know how “to work ‘beyond the box.’ ”
There can be confusion in an organization, another participant noted, as to whether flexible work arrangements constitute a program managed by one person or a policy initiative that needs to involve multiple stakeholders to make it viable.
Other suggestions for encouraging flexibility among employers include:
The roundtable was the latest in SHRM’s efforts to advance workplace flexibility. SHRM is part of a coalition that is embracing the National Campaign on Workplace Flexibility, which was launched in March 2010 and which urges organizations
to sign a pledge to embrace workplace flexibility policies.
In March 2010, SHRM participated in a
White House forum on workplace flexibility. In April 2010, SHRM leadership testified in support of proposed legislation that would recognize employers who implement innovative workplace policies. And in May 2010 the organization co-sponsored a panel discussion on the “State of the Workforce in the New Economy” and
participated in a panel discussing “The Future of Work-Life Balance and Workplace Flexibility.”
You have successfully saved this page as a bookmark.
Please confirm that you want to proceed with deleting bookmark.
You have successfully removed bookmark.
Please log in as a SHRM member before saving bookmarks.
Your session has expired. Please log in again before saving bookmarks.
Please purchase a SHRM membership before saving bookmarks.
An error has occurred
Recommended for you
Become a SHRM Member
SHRM’s HR Vendor Directory contains over 3,200 companies