Not yet a Member?
HR Magazine is highlighting the next generation of HR leaders.
Is your employee handbook ready for the New Year? With SHRM’s Employee Handbook Builder get peace of mind that your handbook is up-to-date.
Get the HR education you need without travel expenses or time out of the office.
Join us in Chicago for the latest trends and technology in talent management, and what to expect in the future.
PHOENIX—A blindfolded manager stretched out one foot over a precipice, about to take a fatal step off a cliff into nothingness.
The PowerPoint image captured the fear many managers have of workplace flexibility, said Susan Seitel, president of WFC Resources, a work/life consulting service based in Minnesota.
Seitel was one of the speakers here during the Feb. 23 session, “Helping Managers Fall in Love with Flexibility,” during the Work-Life 2007 Conference sponsored by WorldatWork and the Alliance for Work-Life Progress.
Managers should love flexibility, she said, because it reduces absenteeism, overtime, sick leave and tardiness and it reduces stress significantly. In addition, it improves performance, quality, productivity and job satisfaction; increases commitment and job engagement; and curbs turnover.
However, workplace flexibility often is seen as a job accommodation or an exception to the rule. Managers fear the following, she said:
So what? she asked.
Managers whose entire staff works flexibly say it has made them better managers because it allows goals to be set together, it allows all employees to know what they have to do and their deadlines, and it shows a sign of trust, she said.
The proof of whether it works is in the results, she noted.
Make sure the work is measurable, and focus on the results, she advised.
Just because an employee is at his or her work station doesn’t mean that person is being productive, she pointed out.
“Equality has a new definition,” Seitel said, and that is “how can we make your lives more livable and still get the work done?”
The 21st century workforce is diverse. Employees have different needs at different times of their lives, she said, and one solution will not work for every employee.
Flexibility can take many forms: flextime, job sharing, telecommuting, part-time work options, compressed workweeks, daily or informal flexibility, phasing in or out of a job, and seasonal work.
Getting Buy-in from Managers
Seitel suggested the following methods for getting managers on board:
1. Get top management on your side. “Unless they know someone up there really wants them to try it, they probably won’t,” she said.
2. Make the business case. Do this in small groups, and make the case to line managers as well.
3. Consider a pilot project, with a start and end date. Showcase the successes.
4. Provide and mandate good training for flexible work arrangements.
5. Offer incentives for introducing flexibility.
6. Encourage leaders to show support for flexible work arrangements through their actions.
7. Help managers redesign the work, such as getting rid of duplicative or repetitive tasks.
8. Hold continuing support groups to learn what works, what doesn’t and why.
9. Enroll employees in making flexibility work.
10. Track, measure, evaluate. Make flexibility outcome-based, and examine whether the process worked. Ask for permission to survey employees about workplace flexibility.
In addition, she suggested making random acts of flexibility and supportiveness, such as the following ideas taken from the WFC Resources web site:
Kathy Gurchiek is associate editor for HR News . She can be reached at email@example.com.
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