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Half day open training event held in Toronto, Canada.
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How flexible are you when it comes to work?
by Toronto Training and HR
March 2012
Page 2
Contents
3-4 Introduction to Toronto Training and HR5-6 Definition7-9 Types of flexible working10-12 Contributory factors to increased interest13-14 The main flexible systems15-16 Introducing flexible working17-19 Potential contributions from HR20-22 Concerns typically raised by employees23-25 Questions to ask when preparing to work flexibly26-27 Challenges employers may encounter28-29 Typical groups who seek flexible working30-33 Effective implementation of flexible working34-35 Categories of flexible working arrangements36-37 Measuring the success of flexible working38-40 Benefits of flexible working41-43 Challenges faced by management44-45 Change management46-51 Teleworking52-53 Managing remote working54-57 Case studies58-59 Conclusion and questions
Page 3
Introduction
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Introduction to Toronto Training and HR
• Toronto Training and HR is a specialist training and human resources consultancy headed by Timothy Holden
• 10 years in banking• 10 years in training and human resources• Freelance practitioner since 2006• The core services provided by Toronto Training and HR
are:- Training event design- Training event delivery- Reducing costs- Saving time- Improving employee engagement &
morale- Services for job seekers
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Definition
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Definition
What is flexible working?
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Types of flexible working
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Types of flexible working 1 of 2
Part-time workingTerm-time workingJob-sharingFlexitimeCompressed hoursAnnual hoursWorking from home on a regular basis
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Types of flexible working 2 of 2
Mobile working and teleworkingCareer breaks
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Contributory factors to increased interest
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Contributory factors to increased interest 1 of 2
Its potential value as a recruitment and retention tool The changing profile of the workforce (for example, with more women in the labour market and an ageing population it is increasingly common for workers to have caring responsibilities outside the workplace)Advances in technology (facilitating, for example, remote working and hot-desking arrangements)
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Contributory factors to increased interest 2 of 2
An increasing need for businesses to be able to deliver services to customers on a 24/7 basisThe economic situation - some organizations have offered part-time working or sabbaticals as a method of avoiding or minimizing redundanciesThe increased demand for an effective work-life balance
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The main flexible systems
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The main flexible systems
Annualized hoursMulti-skillingOutsourcingTemporary employees and short-term contracts
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Introducing flexible working
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Introducing flexible working
Involve members of the work teams in the planning for the schemeMonitor and evaluateGet feedback from employees on a regular basisCommunicate the successes of the scheme to employees regularlyCelebrate and recognize success
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Potential contributions from HR
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Potential contributions from HR 1 of 2
Providing management information on staffing costsLeading contract change negotiationsResearching alternative forms of flexibility and their impactProviding management information on employee availability and preferences over shift patterns
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Potential contributions from HR 2 of 2
Tying flexible working preferences to reward packagesUp to date guidance on the current position regarding health & safetySharing best practice with diverse business units and sharing the lessons learned
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Concerns typically raised by employees
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Concerns typically raised by employees 1 of 2
Will I be expected to work longer or more unsocial hours than I currently do?Will I get the right technological support?What will be the tax implications as a result of the change?Am I insured for company property on my own premises?
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Concerns typically raised by employees 2 of 2
How will I be communicated with and kept up to date with things when I am not around? How will I be able to maintain the level of social contact that I currently enjoy at work?
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Questions to ask when preparing to work
flexibly
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Questions to ask when preparing to work flexibly 1
of 2How, where and by whom will flexible workers be supported?How are those working flexibly to be monitored and appraised?How will administrative issues like expenses be dealt with? What are the insurance, security and health & safety considerations?
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Questions to ask when preparing to work flexibly 2
of 2Have the legal issues been considered and covered?
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Challenges employers may encounter
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Challenges employers may encounter
Overcoming concerns about operational pressures and meeting customer requirementsLine managers’ current ability to manage flexible working effectivelyLine managers’ current attitudes toward flexible workingThe existing organizational cultureA lack of support at senior levels
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Typical groups who seek flexible working
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Typical groups who seek flexible working
Labour market returnersCarersOlder employeesDownshiftersMultiple career ‘portfolio workers’
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Effective implementation of flexible working
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Effective implementation of flexible working 1 of 3
Establish a clear process for how flexible working works in the organizationEnsure that there are clear roles and responsibilities for employees, line managers and HRAssess the current levels of support offered to line managers and ensure it is sufficientInvest in ongoing communication and awareness raising
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Effective implementation of flexible working 2 of 3
Assess how conducive the organization culture is to flexible working – and take action accordinglyMake use of pilots (when introducing new initiatives) and trial periods (for individual flexible working arrangements) in order to highlight potential problems with flexible working arrangementsBuild in opportunities and mechanisms to monitor and evaluate progress with flexible working
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Effective implementation of flexible working 3 of 3
STAGES TO FOLLOWFeasibility studyPrepare the business casePilot approach
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Categories of flexible working arrangements
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Categories of flexible working arrangements
Schedule flexibilityLocation flexibility
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Measuring the success of flexible working
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Measuring the success of flexible working
Cost savings in schemes such as annualized hours or outsourcingEmployee satisfaction surveysAbsence ratesAttrition ratesEmployee take-up of family-friendly schemes
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Benefits of flexible working
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Benefits of flexible working 1 of 2
Assisting in recruitment efforts Enhancing worker morale Managing employee attendance and reducing absenteeism Improving retention of talent Reducing the tangible and intangible costs of resignations and terminationsIncreasing the net income of workers
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Benefits of flexible working 2 of 2
Boosting productivity Creating a better work/life balance for employees Increasing the supply of suitable labour through outreach to persons who would not have applied for employment but for the flexible work arrangements Minimizing harmful impact on the environmentEffective and efficient client delivery
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Challenges faced by management
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Challenges faced by management 1 of 2
Keeping programs relevant to employees’ real needs Focusing on the unique needs of specific groups of employees without creating a second class of employees and without engaging in unlawful disparate treatment or disparate impact discrimination
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Challenges faced by management 2 of 2
Communicating broadly to achieve the benefits of flexible work arrangements-communicate with workers to identify their needs, and communicate with them about the programs adoptedExercising caution when eliminating a program that isn’t working or is no longer relevant to enough workers-any loss of a benefit can impair morale, even if only a few workers had used it
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Change management
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Change management
POTENTIAL TROUBLE SPOTSUpper management’s resistance to change Control issues, especially in terms of supervision of workWorking as a team with far-flung members and highly variant schedules Maintaining safety and security of personnel and data
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Teleworking
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Teleworking 1 of 5
RegularBriefTemporary or emergency
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Teleworking 2 of 5
NEGATIVES FOR EMPLOYEESBeing out of the day-to-day flow of information Being away from the hub of activity in terms of office politics, management and intellectual ferment
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Teleworking 3 of 5
NEGATIVES FOR EMPLOYEESA negative impact on career advancement employee who is not as productive as a telecommuter—but is readily available for whatever comes up at the moment—is more likely to be put on the fast track simply because that employee is visible
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Teleworking 4 of 5
NEGATIVES FOR EMPLOYEESDistraction by spouse, children, pets and others in the workspace A heightened feeling of being “owned” by the organization, in that the company now has a virtual presence in the employee’s home
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Teleworking 5 of 5
DOWNSIDES OR EXTRA EFFORT FOR EMPLOYERSEstablishing set expectations, trust and unique methods of evaluation to lead from a distance The need to adopt strategies and procedures attuned to management of telecommuting workersDealing with workers disgruntled because they are not permitted to telecommute
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Managing remote working
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Managing remote workingBe selectiveRelate remotelyTailor the talkFoster team spiritLearn to trustTrain workers……and train managersAppraise for resultsEmphasize the upside
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Case study A
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Case study A
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Case study B
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Case study B
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Conclusion and questions
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Conclusion and questions
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