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ReadinessassessmentIs your organisation ready for a strategic approach to flexibility?
Contents
Section 1: Introduction 1
Whyconductareadinessassessment? 1
Whoshouldconducttheassessment? 2
Thestructureofthistoolkit 2
Section 2: Flexibility roadmap and capability framework 3
Theflexibilityroadmap 4
Flexibilitycapabilityframework 5
Section 3: Flexibility readiness assessment 6
Howtocompletethereadinessassessment 6
Stakeholderengagementintheassessment 6
Capability1assessment:leadership 7
Capability2assessment:businesscase 8
Capability3assessment:flexibilityvision,strategyandpolicy 9
Capability4assessment:managementcapability 13
Capability5assessment:employeeexperience 14
Capability6assessment:resultsmanagement 15
Capability7assessment:technologyandinfrastructure 17
Capability8assessment:clientandsuplierexperience 20
Capability9assessment:learningcycle 21
Capability10assessment:changemanagement 22
Overall scoring 24
Where to next? 26
A strategic approach to flexibility | www.wgea.gov.au 1
Manyorganisationshaveidentifiedworkplaceflexibilityasastrategicpriorityandarecommittedtomovingtowardsallrolesbeingflexible.Keydriversfortakingastrategicapproachtoflexibilitymaydifferdependingontheorganisationandmayincludetheprioritisationofflexibilityinthegenderequalitystrategy,culturalchangeprogramsorthroughworkplaceredesign.
Regardlessofthedriver,itisimportanttoseeflexibilitythroughastrategiclensandrecognisethechangemanagementprocessrequired.
Figure 1: The step change process
D) ReviewHowarewetravelling?
FLEXIBILITYBENCHMARKS
C) ImplementHowcanwestart(orkeep)moving?
FLEXIBILITY ACTION PLANS
B) DesignWhatisthebestroutetogetthere?
FLEXIBILITY DIAGNOSTIC
FLEXIBILITY STRATEGY
A) AnalyseWherearewenow?Wheredowewanttobe(andwhy)?
Aworkplaceflexibilitystrategydefinesthevision,objectivesandactionsforflexibilityinanorganisation.Typically,thestrategywillindicatehowtheseobjectiveswillberealised,andwillprovideanassessmentofrisksandsuccessfactors.
Withanystrategyprocessanorganisationusuallyasksthequestions‘wherearewenow,wherearewegoingandhowwillwegetthere?Therearemanydifferentmodelsandproprietarytoolsformanagingorganisationalchange.Thediagrambelowshowsthetypicalstepsinvolvedinchange.
Thistoolkitisdesignedtoassistyouwiththefirststepofthestrategyandchangejourney.Priortodevelopingyourworkplaceflexibilitystrategy,itisrecommendedthatyouundertakeareadinessassessment.Thistoolkitprovidestheframeworkandpracticalguidetoconductingasystematicdiagnosisof‘wherearewenow’-akeyinputtobuildingyourworkplaceflexibilitystrategy.
Specifically,thistoolkitaimsto:
➡➡ provideacomprehensiveframeworkfororganisationalflexibility
➡➡ enableorganisationstoplotwheretheyareontheflexibilityroadmap
➡➡ helporganisationsconductaflexibilityassessment.
Section1:Introduction
A strategic approach to flexibility | www.wgea.gov.au2
Who should conduct the assessment?
Thereadinessassessmenthasbeendesignedtoassistorganisationsofallsizesandinallindustries.Itisrecommendedthattheprojectmanageroftheworkplaceflexibilityprogramconducttheinitialassessment.Responsibilityforthisprogrammayoftensitwithinthehumanresourcedepartment,operationsorfinance.
Oncetheinitialassessmentisconducteditisusefultotesttheassessmentwithotherkeystakeholdersincluding:CFO,COO,membersofthefinancedepartment,diversitypractitioners,managersandemployeeswhoaremanagingandtakingupflexibility,changemanagersandtheirteams,seniorexecutivesandorganisationalleaders,informationandtechnologyprofessionals,andfacilitiesandaccommodationteams.Theassessmentmayalsoseekinputfromthediversitycouncil.
Dependingonthesizeofyourorganisation,itmaybeusefultoconducttheassessmentatboththeorganisationlevel,aswellasthedivisionalleveltodeterminehowdifferentflexibilityisembeddedindifferentpartsoftheorganisation.
The structure of this toolkit
Thistoolkithastwomainparts.Sectiontwooutlinestheflexibilityroadmapandcapabilityframework.Sectionthreeprovidesacomprehensivereadinessassessmentfororganisationstogainadeeperunderstandingofthecurrentstateofworkplaceflexibilityasafoundationfordevelopingaflexibilitystrategy.
A strategic approach to flexibility | www.wgea.gov.au 3
Thissectionoutlinestheflexibilityroadmapandcapabilityframework.Theframeworkoutlines10specificareasrequiredforachievingorganisation-wideandstrategicflexibility.
4
1
CompliantGender equality
effort compliance- driven only
IntegratedGender equality is internalised in
systems
Com
mit
men
t
Action
0
Gender equality issues are not
even recognised
Avoiding
2
Gender programs are provided for
ad hoc needs
Programmatic
3
Gender strategy and action plans
implemented
Strategic
5
Gender equality is a business and
cultural norm
Sustainable
The flexibility roadmap
Understandingatahighlevelwhereyouareontheflexibilityroadmapwillhelpyourorganisationdeterminethestartingpointofthejourneyandsetclearstrategicobjectives,aswellasidentifywhichspecificflexibilitycapabilitiestofocusonasyourstrategydevelops.
Section2:Flexibilityroadmapandcapabilityframework
Figure 2: Gender equality roadmap
Aligned to the gender equality roadmap
Thegenderstrategytoolkitoutlinesthegenderequalityroadmap.The‘genderequalityroadmap’(roadmap)isdesignedtohelporganisationsunderstandthenatureofthegenderequality‘journey’andtheidentifiablephaseswithinit,fromleasteffectivepracticetohighlyeffectivebestpractice.Theroadmapenablesorganisationstoplotwheretheyareontheirjourney.Stakeholderscanthenidentifywhatprogresslookslikeandplanaccordingly.Theroadmapactsasbothaframeworkforidentifyingandunderstandinggenderequalityprogress(orabsenceofit),andasacommonlanguageforstakeholderstodiscussprogress.
Withinthegenderstrategytoolkitthereare12keyfocusareasthatmakeupessentialcomponentsofacomprehensivegenderequalitystrategy:stakeholderengagement,leadershipaccountability,strategyandbusinesscase,measurementandreporting,policiesandprocesses,supplychain,gendercomposition,genderpayequity,flexibility,talentpipeline,leaderandmanagercapabilityandgenderinclusiveculture.
FormoreinformationonthegenderequalityroadmapandensuringalignmentbetweenyouroverarchinggenderequalityandflexibilitystrategyvisittheAgency’swebsite.
A strategic approach to flexibility | www.wgea.gov.au4
The flexibility roadmap
Wehaveadaptedthegenderequalityroadmapmodelspecificallyforworkplaceflexibilitytohelporganisationsthinkabouttheflexibilityjourneyandwheretheyarepositionedoverall.Doestheorganisationviewflexibilityasacomplianceorprogrammaticissue,inthesensethatflexibleworkingarrangementsareofferedinalimitedway,ordoestheorganisationviewflexibilityinamoreholisticway,whereflexibilityispartoftheorganisation’sstrategyandfactoredintothewayworkisdone?Ordoestheorganisationliesomewhereinbetween?
Com
mit
men
t
Level of strategic integration across the organisation
2. Basic
Embedded3. Embedded
1. Limited
Theflexibilityroadmaphasbeensimplifiedintothreedistinctstages:‘limited’,‘basic’and‘embedded’,whicharealignedtothesixbroadphasesoutlinedinthegenderstrategytoolkit.Youcanuseyourassessmentagainstthecapabilityframeworktoplotyourpositionontheflexibilityroadmap.Eachphaseisoutlinedbelow.
No Stage Description➡/➡characteristics
1. Limited ➡➡ Thisisconsistentwiththe‘avoidance’or‘complianceapproach’onthegenderequalityroadmap.
➡➡ Norecognitionofhoweffectiveflexibleworkandfamily-friendlypolicies/practicescanpromotegenderequalityanddiversity.
➡➡ Genericflexibleworkandfamily-friendlypolicies/practicesonlyexisttotheextenttheyarerequiredbylegislationorregulation.
2. Basic ➡➡ Thisisconsistentwiththe‘programmatic’approachonthegenderequalityroadmap.
➡➡ Flexibleworkandfamily-friendlypolicies/practicesareprovidedtomeettheneedsofspecificgroupsorindividuals.
➡➡ Typicallyflexibilityisseenasahumanresourcefunctiononly.
3. Embedded ➡➡ Thisisconsistentwiththe‘strategic’,‘integrated’and‘sustainable’approachonthegenderequalityroadmap.
➡➡ Enablingprogressionasflexibilitybecomesstrategicinthemindset,systemsandculture.
➡➡ Flexibleworkandfamily-friendlypolicies/practicesaredesignedandaccessibletobenefitallemployees;theflexibilitybusinesscaseisestablished.
➡➡ Flexibleworkandfamily-friendlypolicies/practicesareleveragedasabusinessenabler;novaluejudgementsaremadeaboutflexibilityneeds.
➡➡ Flexible,family-friendlyworkingisexpected,normalisedandequitablyaccessible;itisintegraltoallbusinessandpeoplepractices(e.g.workforceplanning).
➡➡ Theflexibilitystrategyisalignedtothebusinessstrategyandtheorganisationismovingtowardstheworkplaceofthefuture.
Figure 3: The flexibility roadmap
A strategic approach to flexibility | www.wgea.gov.au 5
Flexibility capability framework
Inordertoachievepowerful,effectiveflexibility,corecapabilitiesareneededinanumberofareas.Thestrategicapproachseesflexibilitycapabilityasanimportantorganisationalissue.Whenissuesareseenasorganisational,ratherthanindividual,thereisoftenaparallelrealisationthattheyneedtobedealtwithcomprehensively,takingintoaccounteverypartoftheorganisation.
Inthecaseofflexibility,thetransformationthatoccurswhenanorganisationimprovesitsflexibilitycapabilityisfar-reaching.Itcaninvolvecreatingnewprocessesandsystemsaroundworktoenableawhollydifferentwayofdoingwork.Itcanrequiremanagersandemployeestochangethewaytheywork.Itcanalsorequirenewinfrastructureortechnology.Organisationsneedtocreateaholistic,integratedimplementationapproachthatinvolvesallthekeyplayerswhocanenableflexibility.
The10capabilityareasareillustratedinfigure4.Thenextsectionprovidesadescriptionofeachofthe10capabilitiesandprovidesanassessmenttooltoassistorganisationsdiagnosetheircurrentstatusoneachcapability(aseitherlimited,basicorembedded).
Leadership
Change management
Business case Management capability
Technology and infrastructure Client and supplier experience
Results management Learning cycle
Flexibility vision, strategy & policy Employee experience
Figure 4: Flexibility capability framework
A strategic approach to flexibility | www.wgea.gov.au6
Section3:Flexibilityreadinessassessment
Completingtheflexibilityreadinessassessmentenablesyourorganisationtounderstandthestatusquo-animportantfirststepinconstructingatailoredstrategytoimproveflexibility.
Inorderfortheassessmenttobeusefultomostorganisations,itsfocusisonobservableaspectsthatarereadilyassessable.Togethertheseobservationsprovideastrongpictureofanorganisation’soverallflexibilitycapability,whileprovidingclarityaboutwhichindividualcapabilitiesrequireparticulardevelopment.
How to complete the readiness assessment
Theflexibilityreadinessassessmentisadiagnostictool,whichprovidesabasisforconsistentandrobustassessmentofyourorganisation’sprogressandperformanceagainstbestpracticeindicators(whichwehavecalled‘signposts’).Foreachcapability,aroadmapisprovidedthatenablesyoutoidentifywhetheryourorganisationsitsclosesttoeitherthe‘limited’orthe‘embedded’endoftheroadmap.
Stakeholder engagement in the assessment
Differentstakeholdersmayhavevaryingperspectivesandscoretheorganisationdifferently,accordingtothenatureoftheirroleandconnectiontothegenderequalityagenda(e.g.businessleader,teamleader,teammember,humanresourcemanager,diversitypractitioneretc.).
Thisisnotonlytobeexpected,butalsorepresentsavaluableinsight.Exploringthereasonsbehinddifferentstakeholderperspectivesmayuncoverissues,whicharespecifictoparticularpartsoftheworkforce.Themorediversethestakeholdersthatareconsulted,themorerobusttheassessmentprocesswillbe.
Consultingwithstakeholdersinthiswayisalsoanengagementandsupport-buildingprocessinitself.
Data sources for the readiness assessment
Inusingthediagnostictool,youmayalsofinditusefultodrawinformationfromthefollowingsources.
➡➡ annualWGEAcompliancereports(GEI4)
➡➡ WGEAbenchmarkreports(GEI4)
➡➡ WGEAEmployerofChoiceforGenderEqualitysubmissionsandoutcomes
➡➡ policies,proceduresandpeoplemanagementframeworks(e.g.capabilitymodels)
➡➡ resultsfromemployeeengagementordiversitysurveys
➡➡ quantitativemetrics(e.g.flexibilityutilisation)
➡➡ leadershipcommunicationrelatingtogenderequalityandflexibility,includingthebusinesscaseandpolicies.
A strategic approach to flexibility | www.wgea.gov.au 7
Organisationswithstrategicflexibilityhavestrongexecutiveleadershipcommitmenttoflexibility,togetherwithclearleadershipinthechangeprocess.Takingthejourneytowardsstrategicflexibilitycanrequiresignificantchange,whichsimplyfailswithoutstrongleadershipcommitmentorinvolvementintheprocess.
Leadersplayparticularlyimportantrolesinseveralways.
➡➡ Leadersestablishaccountabilityforthechangeprogram’soutcomes.
➡➡ Leadersarethenaturalexampleor‘model’offlexibilitythatsetsthetoneforthewholeorganisation.
➡➡ Leadersprovidecleardirectiontomanagersandemployees.
➡➡ Leadersfacilitatetheengagementofmanagersandotherstaffinthechangeprocessthroughinspiration,clarityandtheprovisionofresourcestosupportthechange.
Capability1assessment:leadership
1.2 Role modelling of flexible working arrangements by executive leadership: whenanorganisationempowersitsleaderstoworkflexibly,powerfulrole-modellingisestablishedthatinfluencestheworkplaceculturetowardsapositiveapproachtoflexibility.
Tickthesignpostthatbestdescribesexecutiveuptakeofflexibleworkingarrangements.
Status Signpost Your➡org
LimitedExecutiveleadershipteamissilent:theorganisation’sexecutiveleadershipissilentornegativeaboutthebenefitsofflexibilityfortheorganisation.
BasicLimiteddiscussionattheexecutivelevel:theorganisation’sexecutiveleadershiphaspubliclystateditscommitmenttoexploringthebenefitsofflexibility.
EmbeddedHighlyvisibleexecutiveleadership:theorganisation’sexecutiveleadershipmakesstrong,consistentstatementsabouttheimportanceofflexibilitytoachievingtheorganisation’sgoals.
Status Signpost Your➡org
LimitedLimitedseniorexecutiveuptake:aproportionallysmallnumberofSeniorExecutiveshavenoorlimitedflexibilityarrangements.
BasicMinimaluptake:amoderatenumberofseniorexecutivesworkflexibly.Asaguide,theseexecutivescompriselessthan15%oftheseniorexecutiveteam.
EmbeddedWidespreadseniorexecutiveuptake:asignificantnumberofseniorexecutivesworkflexibly.Asaguide,theseexecutivescompriseupwardsof35%oftheseniorexecutiveteam.
1.1 Visibility of leadership:anorganisation’sexecutiveleadershipsetsthetonefortheotherleadershipandmanagementteams.
Tickthesignpostthatbestdescribestheexecutiveleadership’sapproachtoflexibility.
A strategic approach to flexibility | www.wgea.gov.au8
Status Signpost Your➡org
LimitedLimitedgeneraluptake:aproportionallysmallnumberofemployeesatallleveltakeupflexibleworkoptions.
BasicMinimaluptake:amoderatenumberofemployeesatalllevelstakeupflexibleworkoptions.Asaguide,thiscouldbelessthan15%.
EmbeddedWidespreadgeneraluptake:asignificantnumberofemployeesatalllevelstakeupflexibleworkoptions.Asaguide,thiscouldbeatleast35%.
Status Signpost Your➡org
LimitedNobusinesscase:thereisnobusinesscase,orifonehasbeendoneinthepastithasremainedlargelyunknown.
BasicGenericbusinesscase:thebusinesscaseforflexibilityisgeneric,un-compelling,limitedorfailstodemonstratethecontributionofflexibilitytobusinessperformance.
EmbeddedStrongbusinesscase:yourorganisationhasaclearbusinesscasethatoutlineshowflexibilitycontributestobusinessperformance.
1.3 General uptake of flexible working arrangements by management:whenanorganisation’smanagementtakesapositiveapproachtoflexibility,uptakeofitsflexibleworkprogramishigher.
Tickthesignpostthatbestdescribesmanagementuptakeofflexibleworkingarrangements.
Capability2assessment:businesscase
2.1 Formally articulated business case:tickthesignpostthatbestdescribesyourorganisation’sflexibilitybusinesscase.
Aclearbusinesscaseisanessentialprerequisiteforbuildingcommitmenttoaflexibilitystrategythatcanleadtoeffectiveimplementation.Weaknessatthisstageinthestrategydevelopmentprocesshasthepotentialtounderminethesuccessofeverythingthatfollows.Inparticular,itisimportanttheleadershipteamis‘onside’intheearlystages.Withoutastrongbusinesscasethatestablishestheorganisation’sreturnoninvestment,leadersareunlikelytoinvestinimprovingcapabilityofanykind.Inthecaseofflexibility,leaders’investmentisnotonlyfinancialbutalsopersonal,astheyplayanimportantroleinchampioningand‘modelling’flexibilitybyworkingflexiblythemselves.
A strategic approach to flexibility | www.wgea.gov.au 9
2.2 Flexibility needs analysis:conductingastakeholderneedsanalysiscanformpartofthebusinesscasestage.Aneedsanalysisconsiderswhowillbeaffected,whattheywantorexpectandtheiractualneeds(forexample,thismayincludeaccesstoflexibility,traininginflexibleteammanagement,andsupportforflexibleworkingarrangements).
Tickthesignpostthatbestdescribesyourorganisation’sstakeholderneedsanalysis.
Status Signpost Your➡org
LimitedLimitedunderstandingoftheneedanddemandforflexibility:theneedordemandforflexibilityhasnotbeeninvestigatedorestablishedintheorganisation.
Basic Basicneedsanalysis:theneedforflexibilityhasbeenidentifiedforspecificstakeholders.
EmbeddedComprehensiveneedsanalysisconducted:theneedforflexibilityhasbeenidentifiedasbeingessentialtoallrolesintheorganisation.
Status Signpost Your➡org
LimitedLimitedviewastowhatthefutureoftheworkplacelookslikeintheorganisationandlittleacknowledgementofchangefromtraditionalwaysofwork.
BasicConsiderationofflexibilityinabasicorprogrammaticwaywithafocusondefiningflexibleworkingarrangementsratherthanbusinesstransformation.
Embedded Clearvisionaboutthefuturewaysofworkintheorganisationandallrolesbeingflexible.
Capability3assessment:flexibilityvision,strategyandpolicy
3.1 Flexibility vision:tickthesignpostthatbestdescribestheextenttowhichyourorganisationhasarticulatedthelong-termvisionforflexibleworkingarrangements.
Itisimportantfororganisationstodefinewhatflexibilitymeansintheirorganisation–whatisthevision–andhowwillitbeachieved.Inaddition,organisationsleadingthewayinworkplacegenderequalityhaveinplaceapolicythatspecificallysupportsflexibleworkingarrangementsforallemployees.Aformalpolicyonflexibleworkingarrangementsstatestheprinciples,guidelinesandproceduresrelatedtoflexibleworkingarrangementsandconditions.
Everyflexibilitypolicyshouldalsotakeintoaccountlegalconsiderations.GuidanceonhowtodevelopaflexibilitypolicyisavailableontheAgency’swebsite.
A strategic approach to flexibility | www.wgea.gov.au10
Status Signpost Your➡org
LimitedLimitedrangeofflexibilityoptions:theorganisationhasalimitednumberofflexibleworkoptionsavailabletoemployees.Thesemayincludepart-timework,timeinlieuandcarersleave.
BasicModeraterangeofflexibilityoptions:abroaderrangeofflexibleworkoptionsisavailabletoemployees.Thesemayincludeflexiblehoursofwork,unplannedleaveandchoicesaboutthetimingofwork.
EmbeddedWiderangeofflexibilityoptions:moreinvolvedtypesofflexibleworkaremadeavailabletoemployees.Thesemayincludecompressedworkweek,jobsharing,andtelecommuting.
Status Signpost Your➡org
LimitedLownumberofacceptablereasons:theorganisationhasalimitednumberofacceptablereasonsforrequestingflexiblework,forexamplerelatingmainlytochildcareoreldercare.
BasicModeratenumberofacceptablereasons:theorganisationconsidersarangeofreasonsforrequestingflexiblework,buthassomelimitations.
EmbeddedHighnumberofacceptablereasons:theorganisationdoesnotprescribethereasonswhyflexibleworkcanberequestedandanyreasonisacceptable.
Status Signpost Your➡org
Limited Limitedornostrategy:nostrategyorplansexistaroundorganisationalflexibility.
BasicBasicstrategyorplanoutlininghowemployeesmayaccessflexiblework:Abasicflexibilityexists,eitherwithinagenderequalitystrategyorpeoplestrategy,however,transformationalchangeisnotrecognised.
EmbeddedEstablishedorganisation-wideflexibilitystrategy:Anorganisation-widestrategyoutliningthevision,objectivesandactionstowardsorganisation-wideflexibility.
3.2 Flexibility strategy: tckthesignpostthatbestdescribestheextenttowhichyourorganisationhasadedicatedworkplaceflexibilitystrategy.
3.3 Range of flexible working arrangements: alimitednumberofflexibleworkoptionsisastrongindicationthatanorganisationhasn’tmadethenecessaryadjustmentstoembedflexiblework.
Tickthesignpostthatbestoutlinesyourorganisation’srangeofflexibleworkingarrangements.
3.4 Response options to flexibility requests: tickthesignpostthatbestdescribesyourorganisation’srangeofresponseoptions
forflexibleworkingarrangements.
Note: assessments 3.3-3.9 relate to the organisation’s flexibility policy.
A strategic approach to flexibility | www.wgea.gov.au 11
Status Signpost Your➡org
LimitedInformalflexibleworkingarrangements:someindividualsmayhaveinformalarrangementswiththeirmanager,whichareusuallynotdocumented.
BasicSomedocumentationofflexibleworkingarrangements:someindividualsmayhavedocumentedarrangementswiththeirmanagerforsmallportionsofworkflexibility.
Embedded Formallydocumentedflexibleworkingarrangements:flexibilityisconsistentlydocumented.
Status Signpost Your➡org
LimitedAvailabletoindividuals:individualarrangementsareenteredintobetweenmanagersandemployees.Theseareunusualcomparedwiththerestoftheorganisation.
BasicLimitedavailability:individualarrangementsareenteredintobetweenmanagersandemployees.Thesearenotunusualbutarealsonotthenorm.
Embedded Availableorganisation-wide:flexibilityismadeavailabletoeveryemployeeormostemployees.
Status Signpost Your➡org
LimitedLownumberofacceptableroles:leadersandmanagersintheorganisationviewmostpositionsasunsuitableforflexiblework.
BasicLimitednumberofacceptableroles:aroundhalfoftheorganisation’srolesmaybeexcluded,whetherformallyorinformally.
EmbeddedHighnumberofacceptableroles:theorganisationstartsfromthepointofviewthatallrolescanbeworkedflexibly.Flexibilityismadeavailabletoallrolesinallareasofthebusiness.
3.5 Formality of documentation of flexible working arrangements: documentation,suchaswrittenflexibleworkagreements,indicatesanorganisation’sacceptanceofflexibleworkasavalidoption.
Tickthesignpostthatbestdescribesyourorganisation’spracticesfordocumentingflexibleworkingarrangements.
3.6 Availability of flexible working arrangements:oneofthekeydifferencesbetweenalimitedapproachandastrategicflexibilityapproachiswhethertheflexibilityisimplementedonanindividualbasisorwhetherthereisanorganisation-widepolicythatestablishesageneralexpectationofpositiveresponsestoflexibleworkrequests.
Tickthesignpostthatbestdescribesthedegreetowhichflexibilityisavailableacrosstheorganisation.
3.7 Type of roles:organisationsthatareinexperiencedwithflexibleworktypicallymakeanoverlycautiousassessmentaboutwhichrolescanbeworkedflexibly.Tickthesignpostthatbestdescribesyourorganisation’sapproachtothetypesofrolesthatmayaccessflexibility.
A strategic approach to flexibility | www.wgea.gov.au12
Status Signpost Your➡org
LimitedAdhoc:arrangementsaremadeonanadhocbasis,withnoguaranteeofincreasingthefrequency.Employeestendtoexpectanegativeresponsetoaflexibleworkrequest.
BasicLimited:arrangementsaremadeonaparttimeorinfrequentbasis.Employeestendtoexpecttheirflexibleworkrequestmaybeacceptedifasoundbusinesscaseismade.
EmbeddedMainstream:arrangementsaremainstreamedasaregular,consistentwayofworking.Employeeshaveareasonableexpectationofapositiveresponsetoaflexibleworkrequest.
Status Signpost Your➡org
LimitedOnelimitedapproach:ifflexibleworkoptionsareutilised,managersandemployeesareprovidedwithlittleopportunitytotailorthearrangements.
BasicModeratetailoring:theorganisation’spoliciesandapproachcanbetailoredhoweveroperationalrequirementsorotherlimitationspreventfullytailoredindividualarrangements.
EmbeddedTailoredindividualarrangements:theorganisation’spoliciesandapproachgivemanagersandemployeesfullflexibilitytotailorindividualarrangementstocreateanidealscenario.
Status Signpost Your➡org
LimitedLegalrequirementsabsentorsignalled:theflexibilitypolicymayormaynotsignaltherelevantlegalframework,butdoesnotoutlinetheorganisations’stepstomeettheseobligations.
BasicLegalrequirementsmet:theflexibilitypolicyoutlinestheorganisations’stepstomeetitslegalobligations.
EmbeddedLegalrequirementsexceeded:theflexibilitypolicyoutlinestheorganisation’sstepstomeetandexceeditslegalobligations.
3.8 Frequency of flexible working arrangements:isflexibilityavailableonanadhocbasisorisitmainstreamwithintheorganisation.Adhocarrangementssetnoprecedentorexpectationofflexibility,whilemainstream,consistentavailabilityofflexibilitycontributestoanexpectationamongstemployeesthataflexibleworkrequestwillbepositivelyreceived.
Tickthesignpostthatbestdescribestheleveloffrequencyofflexibleworkingarrangementswithinyourorganisation.
3.9 Level or tailoring of flexible working arrangements:organisationsthataremorereadilyabletoimplementindividualisedarrangementsaremorelikelytosucceedwithembeddingflexibility.
Tickthesignpostthatbestdescribestheleveloftailoringofflexibleworkingarrangementsinyourorganisation.
3.10 Consideration of legal requirements: everyflexibilitypolicyshouldalsotakeintoaccountrelevantlegalconsiderations.
Tickthesignpostthatbestdescribesyourorganisation’slegalrequirementspolicy.
A strategic approach to flexibility | www.wgea.gov.au 13
Capability4assessment:managementcapability
4.1 Level of manager awareness: anorganisationatthelimitedendoftheroadmaphasalownumberofleadersandmanagerswhorecogniseandaccepttheimportanceofflexibilityfortheirorganisation.Oftenthislowdegreeofacceptanceisduetomisunderstandingsaboutflexibleworkandlittleornoleadershippositioningabouttheimportanceofflexibilityfortheorganisation.
Tickthesignpostthatbestdescribesyourorganisation’slevelofmanagerawarenessonflexibleworkingarrangements.
Status Signpost Your➡org
Limited Lowacceptance:lowawareness,negativemisunderstandingsaboutflexiblework.
Basic Moderateacceptance:asupportiveleaderwithpossiblysomesupportivemanagers.
EmbeddedRecognitionoftheorganisation’smandateforflexibility:widelyheldrecognitionoftheimportanceofflexibilityamongstleadersandmanagers.
Status Signpost Your➡org
LimitedMinimalsupportformanagers:theorganisationmakeslittleornocommitmenttoprovidinglearninganddevelopmentinthespecificskillsrequiredforeffectiveflexibleworkmanagement.
BasicModeratesupportformanagers:theorganisationofferslimitedorgenericlearninganddevelopmentopportunitiesthatprovideonlypartialsupportforeffectiveflexibleworkmanagement.
EmbeddedSignificantsupportformanagers:theorganisationoffersdedicatedlearninganddevelopmentopportunitiesthattrainmanagersinthespecificskillsrequiredforeffectiveflexibleworkmanagement.
4.2 Support for managers: organisationsatthestrategicflexibilityendoftheroadmapensuretheirmanagersaretrainedeffectivelyintheskillsrequiredforeffectiveflexibleworkmanagement,throughspecificallyrelevantlearninganddevelopmentopportunities.
Tickthesignpostthatbestdescribesyourorganisation’slevelofsupportformanagerstoenableflexibleworkingarrangements.
Theroleofmanagersinflexibilityiscrucial.Managersofflexibleworkersneedtobestrongcommunicatorsandgreatprojectmanagerswhoareabletousetechnologytotheiradvantageandareawareofthestrengthsandpotentialpitfallsofflexiblework.Managerscanhavethemostsignificantimpactonthesuccessofflexibility,throughtheirdirectimpactonanemployee’sworkingarrangement.
Organisationswantingtoimprovetheirflexibilitycapabilitymustensuremanagersofflexibleworkersreceivespecificlearninganddevelopmentopportunitiestoenablethedevelopmentofstrongcapabilitiesincommunication,resultsmanagementandtheuseoftechnologyforflexiblework.
A strategic approach to flexibility | www.wgea.gov.au14
4.3 Effective team management: whenteamsworkflexibly,managersneedtoestablishteampracticesthatcontinuetosupportexcellentcommunication,taskmanagementandresourceallocation.Teamflexibilityincreasestheorganisation’spotentialgainbutcanraisethelevelofchallengeformanagers.
Tickthesignpostthatbestdescribesyourmanagers’levelofexperiencemanagingflexiblyworkingteams.
Status Signpost Your➡org
Limited Minimalexperience:managershaveverylittleexperiencemanagingteamsworkingflexibly.
Basic Moderateexperience:managershavehadsomeexperiencemanagingteamsworkingflexibly.
Embedded Significantexperience:managershavesignificantexperiencemanagingteamsworkingflexibly.
Status Signpost Your➡org
Limited Lowacceptance:limitedacceptanceofflexibleworkwithinteams.
Basic Moderateacceptance:someacceptanceofflexibleworkwithinteams,withpocketsofunacceptance.
EmbeddedWidespreadteamacceptance:widespreadacceptanceofflexibleworkwithinteams,flexibleworkiswidelyseenasthenorm.
5.1 Employee acceptance of flexibility: whenallrolesareflexible,itisimportantnotonlytoconsidertheemployee’sindividualexperiencebutalsotheteamdynamicandexperience.
Tickthesignpostthatbestdescribesyourorganisation’slevelofemployeeacceptanceofflexibleworkingarrangements.
Capability5assessment:employeeexperienceEmployees’experienceofflexibilityisthelitmustestofwhetheranorganisationhasfullydevelopeditsflexibilitycapability.Whenanorganisation’sflexibilitycapabilityislimited,employeeswhoworkflexiblyareatriskofexperiencingworkintensification,isolation,increasedstress,reducedaccesstoinformationandstigma.Asaresult,theemployee’sworkingrelationshipswiththeirteammatescanbesignificantlyaffected.
Employeesthemselvesplayanimportantroleinmakingflexibilityeffective.Employeeswhoworkflexiblyneedtobegreatcommunicatorswhoareabletonegotiatethebalancebetweentheirworkandhomelivesandunderstandhowtousetechnologytosupporttheirwork.Capableorganisationstendtoprovidesupporttotheiremployeessotheycandevelopintheseareas.
Otherissuestoconsiderwiththeemployeeexperienceinclude:equalityinperformancereviews(i.e.notlettingflexibleworkingarrangementsaffectperceptionofworkoutcomesachievedatthetimeofperformancereview),senseofbelonging,appropriateaccesstofeedbackfrommanagers,abilitytoparticipateinmeetingsandabilitytoengagewiththeteam.
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5.2 Risk of work overload:flexibleworkoptions,particularlywheretheuseoftechnologiesispartofthearrangement,canleadtoworkoverloadifanemployerdoesnothaveadequateprotectioninplace.Workoverloadcarriesriskstoemployeehealth,wellbeing,satisfactionandengagementandcanhaveanegativeimpactonproductivityovertime.Employersneedtohaveprocessesinplacetoensureemployeesundertakeappropriateworkloads,whileemployeesneedtobepreparedandempoweredtonegotiateappropriateworkloads.
Tickthesignpostthatbestdescribesyourorganisation’sriskofworkoverloadforemployeesasaresultofflexibleworkingarrangements.
Status Signpost Your➡org
LimitedHighriskofworkoverload:theorganisationisunawareof,ordoesnotmanage,theriskofworkoverloadforflexibleworkers.Therearenoappropriatesystemsinplace.
BasicModerateriskofworkoverload:theorganisationsupportsemployeestomanagetheriskofworkoverloadbutplacestheresponsibilityonthem,withoutsystemstoreducetherisk.
EmbeddedLowriskofworkintensification:theorganisationhassystemsinplacetoprovideacheckandbalancetoworkoverload,suchasmonitoringstresslevels.
Capability6assessment:resultsmanagementResultsmanagementfocusesonworkoutputssuchasgoalsachieved,ratherthaninputssuchastimespentintheoffice.
Organisationsthatdothiseffectivelyestablishspecificoutcomes,goals,aimsorotherresultsthatareimportanttoeachperson’swork.Theseresultsaredescribedinsufficientdetailtobecometheprimarysourceofinformationagainstwhichemployeeperformanceisdetermined,sothatitisnolongerimportanttomonitorinputssuchastimespentintheoffice.
Managersplayanimportantroleindevelopingthiscapabilitybyestablishingspecificresultsrequired,monitoringstaffandrewardingperformance.Thehumanresourcesteamcanalsoprovidevaluablesupportbyestablishingthejobdescription,competenciesorKPIsforeachposition.
Theresultsmanagementframeworkshouldcaptureeverythingaboutanindividual’sworkanddescribeitinawaythatisquantifiable,soitbecomesthebasisforperformanceandproductivitymeasurementsandincreasestransparencyaroundworkbeingdone.Itmayconsistofaweeklyreportingtemplate,aguideoragendaforopenconversationsaboutresultsbeingachievedandaperformancemanagementtemplatethatrefersbacktotheposition’sstatedoutcomes,goals,aimsorexpectedresults.
Aresultsmanagementframeworkalsoaddressestrustissuesbysupportinganopen,transparentdescriptionofwork.
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6.1 Results-focused culture: results-focusedculturesincludeacleardescriptionoftheoutcomes,goals,aimsorresultsexpectedofeachposition,aswellasareportingprocedure,whetherformalorinformal.Itmayalsoincludeaguideoragendaforopenconversationsthatmonitortheachievementofresults.
Ratherthanapassiveapproach,leadersandmanagersactivelymanagetheresultsbeingdeliveredintheirteamsbymonitoringandfollowinguponprogress.
Tickthesignpostthatbestdescribesyourorganisation’slevelofresults-focusedculturetosupportflexibleworkingarrangements.
6.2 Nature of management:organisationsthattendtoencourageautonomyaremorelikelytobealignedwithaflexibleworkapproach.
Tickthesignpostthatbestdescribesyourorganisation’smanagementstylewithregardstoflexibleworkingarrangements.
Status Signpost Your➡org
LimitedPassiveresultsmanagement:resultsarenotactivelymanagedafteranemployeeisrecruited,beyondmonitoringattendanceandparticipation.
BasicModerateresultsmanagement:someresultsmanagementisevidentbutisinfrequent,uncommonoronlyutilisedwhenanemployeeworksflexibly.
EmbeddedActiveresultsmanagement:theorganisationhasaclearsystemofresultsmanagementforeachpositionintheorganisation,regardlessofwhetherthepersonworksflexiblyornot.
Status Signpost Your➡org
LimitedMicromanagement:leadersandmanagerstendtoviewemployeesasaperformanceriskthatneedstobecloselymanaged.
Basic Moderateleveloftrust-based,results-focusedculture.
EmbeddedManagementonthebasisofautonomy:leadersandmanagerstendtoseeemployeesascapableindividuals.Autonomyisempoweredandencouraged.
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Capability7assessment:technologyandinfrastructure
Organisationsusetechnologytoestablisheffectivecollaborationbetweenpeoplewhoworktogetherbutmaynotsharethesameworklocationortime.Therearearangeoftechnologiesthatsupportcollaboration–whetherprimarilyforpurposesofcommunicationorprojectmanagement–andenableorganisationstoavoiddisruptionwhenemployeesworkflexibly.
Someofthemostprevalentcommunicationtechnologiesbeingusedtodayarenotgoodtoolsforcollaboration.Communicationcanbedescribedinmanywaysbutasimpledichotomybetweenverbalandnon-verbalcommunicationhelpstounderstandwhichcollaborationtechnologiesprovidethebestcommunicationexperience.Email,forexample,isapoorcollaborationtoolbecauseitprovidesonlynon-verbalinformation.Attheotherendoftheroadmap,highqualityvideoconferencingprovidesanexperiencethatisalmostasgoodasface-to-facecommunication.
Projectmanagementtoolsandtechnologiesvarygreatlybuttheirmainpurposeistoprovideasystemformanagingresources–suchastime,moneyandinformation–sothatworkgetsdone.Someprojectmanagementtoolsbuildincommunicationtechnologytocombinecommunicationbetweenteammemberswiththesystemformanagingresources.
Anorganisation’sparticulartechnologyneedswilldependonitsgoalsforflexibility,thenatureoftheworkandtheprevalenceofflexibleworkthatoccursacrosstimeframesandlocations.Insomecases,additionaltechnologywon’tbeneededatall,whileinotherorganisations,newtechnologieswillbeessential,particularlyinthoseorganisationslookingtoembedflexibleworkandsignificantlyimprovetheirflexibilitycapability.
7.1 Technology infrastructure:organisationsundertakingstrategicflexibilityusuallyadoptcollaborationtoolsandsystemsthatenableahigh-qualitycommunicationexperience.Organisationsthatdon’tunderstandflexibilitytendtorelyoncommunicationtechnologiessuchasemailandfiletransfer,whichprovidealow-qualitycommunicationexperience.
Tickthesignpostthatbestdescribesyourorganisation’stechnologytosupportflexibleworkingarrangements.
Status Signpost Your➡org
LimitedLow-qualitycommunicationtechnologies:emailandfiletransferareusedastheprimarytooltocommunicate.Othercommunicationtoolsthatenableahigher-qualitycommunicationexperienceareusedinfrequently.
Basic
Moderatequalitycommunicationtechnologies:managersareencouragedtomovebeyondemailforcommunicationwiththeirflexibleworkers.Theymayusethephone,instantmessagingorsocialmedia.Thesetoolsareusedinadditiontoemailtoenhancethecommunicationexperience.
Embedded
Highqualitycommunicationtechnologies:organisationsusearangeofcollaborativeplatformstoenableemployeestocommunicateeffectivelywiththeirteammembersandmanagers,includingcollaborativeprojectmanagementplatforms,simultaneousdocumentsharingandvideoconferencing,whichenableahigh-qualitycommunicationexperience.
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Status Signpost Your➡org
LimitedMinimaltechnicalsupport:theorganisationmakeslittleornocommitmenttoprovidingsupportivetechnologiesortotrainingortroubleshootingsupport.
BasicModeratetechnicalsupport:theorganisationprovidesbasicsupportivetechnologies,sufficienttoperformsomeoffsitework.Trainingandtroubleshootingsupportisprovided.
EmbeddedSubstantialtechnicalsupport:theorganisationoffersdedicatedtechnicalsupporttoensuresupportivecollaborationtechnologiesareabletosupporttheworkandareeffectivelyusedandmaintained.Corporatesecurityandsystemsareintegrated.
Status Signpost Your➡org
LimitedTraditionalworkenvironments:theorganisationhaslimitedorrigidofficesanddoesnotprovideergonomicchairs,desksetc.forhomeoffices.
BasicHomeofficesupport:theorganisationhaslimitedorrigidofficesbutprovidesallthephysicalequipmentneededforstafftoworkfromhomeoroffsite.
EmbeddedFlexibleworkenvironments:theorganisation’smainofficeenvironmentisdesignedtobeusedinvariouswaysandsupportsworkinginandawayfromthemainoffice.
7.2 Telecommuting technology:oneofthemostimportantaspectsofstrategicflexibleworkisfocusedattentiononthetechnologythatsupportsflexiblework.Strategicflexibleworkoftenincludessomeformofworkoffsitewhichrequiressupportivetechnology,includingtelecommuting,mobileworkorotheroffsitework.Othertypesofflexibleworksuchasjobsharingandcompressedworkweeksalsobenefitfromtheuseofsupportedcollaborationtechnologies.
Tickthesignpostthatbestdescribesyourorganisation’savailabletechnologytosupportflexibleworkingarrangements.
7.3 Workplace facilities:itiscriticalthatorganisationshavetheappropriateinfrastructuretoenableflexibleworkingarrangements.Thisincludesthephysicalinfrastructureintheworkplace/space,aswellasprocessrelatedinfrastructures.
Thelocationofworkcanbeakeyenablerofflexibility,enablingworktobedoneinavarietyoflocationsprovidesawiderangeofflexibleworkoptions.Whentheplaceofworksuitstheworkactivity,organisationshavethepotentialtofurtherimproveproductivity.Ontheotherhand,whentheplaceofworkisabadfitwithworkactivity,thereisarisknotonlytoproductivitybutalsotohealthandsafety.
Tickthesignpostthatbestdescribesyourorganisation’sphysicalworkenvironmenttosupportflexibleworkingarrangements.
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Status Signpost Your➡org
LimitedLimitingprocessinfrastructure:theorganisationhaslimitedorrigidprocessinfrastructurethatcouldgetinthewayofflexibility.
BasicBasicprocessinfrastructure:theorganisationhasoneortwoprocessesorsystemsinplacethatwillmakeflexibilityeasier.
Embedded Strategicprocessinfrastructure:theorganisation’sprocessesandsystemsfullysupportflexibility.
Status Signpost Your➡org
LimitedPaperreliant:theorganisationisheavilyreliantonpaperbasedsystems,recordsmanagementandcommunications.
BasicMixedrelianceonpaperandelectronic:theorganisationhasmovedtoacombinationofpaperbasedanddigitalrecordsmanagement.
EmbeddedPaperlessoffice:theorganisationhasimplementedapaperlessofficewithrecordsandcommunicationsbeingelectronic.
7.4 Systems and processes:processrelatedinfrastructureincludestherangeofsystemsandprocessesthatenableorlimithowtheorganisationfunctionsinkeydomains.Thesemayincludeknowledgemanagementsystems,communicationmethods,locationtrackers,strategicresourcemanagement,humanresourcespoliciesandprocedures.
Tickthesignpostthatbestdescribesyourorganisation’sprocessesandsystemsthateithersupportorlimitflexibleworkingarrangements.
7.5 Paperless office: tickthesignpostthatbestdescribesyourorganisation’srelianceonpaperthateithersupportsorlimitsflexibleworkingarrangements.
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Capability8assessment:clientandsupplierexperience
8.1 Client experience:tickthesignpostthatbestdescribesyourorganisation’sapproachtoengagingwithcustomersonflexibility.
8.2 Supplier / procurement principles:organisationshaveanopportunitytoworkwiththeirownsuppliersonworkplaceflexibilityanddrivechangethroughthesupplychain.
Tickthesignpostthatbestdescribesyourorganisation’sapproachtoflexibilityinsupplychainmanagementandprocurementselectionprocedures.
Status Signpost Your➡org
LimitedLimitedornoconsiderationisgiventodiscussionswithclientsregardingworkplaceflexibility.Assumptionsaremadeaboutclientexpectationsandflexibleworkersonclientprojects.
BasicSomediscussionsareheldwithclientsonmanagingspecificflexibleworkingarrangementsofspecificteammembers.
EmbeddedStrategicplanningandconversationsareheldwithclientsregardingthecultureofworkplaceflexibilityandmaximisingthevalueforboththeorganisationandtheclient.
Status Signpost Your➡org
LimitedLimitedornoinclusioninsupplychain:noconsiderationisgiventotheworkplacepractices,intermsofflexibilityofsuppliers.
Basic Basicinclusion:someconversationsareheldwithsuppliersaboutworkplaceflexibility.
EmbeddedEmbeddedinprocurementpractices:genderequalityorflexibleworkplacepracticesareembeddedwithinprocurementcriteria.Strategicconversationsareheldwithsuppliersondrivingacultureofworkplaceflexibilitythroughthesupplychain.
Varyingclientorcustomerexpectationsmayimpactanorganisation’sapproachtoflexibilityasclientexpectationsregardingmeetingtighttimeframesfordeliverablesmaybehighandsomeclientsorcustomersmayprovideshortleadtimes.
Someorganisationsmaymakeassumptionsaboutwhethertheclientwouldorwouldnotbesupportiveofflexibilityinteamsprovidingservice.Thereareopportunitiestoengagewithclientsandcustomersinastrategicwayaroundflexibleworkingarrangements.
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Capability9assessment:learningcycle
Establishinganeffectivelearningcycleisabsolutelyvitalforanorganisationtomaintainitsongoingflexibilitycapability.Duetothecomplexnatureofflexibility,organisationscanfinditdifficulttoachieveproductive,flexibleworkoptionsifthereisnoconcertedefforttolearnwhatworksandwhatdoesn’tfortheorganisationanditspeople.
Establishingafeedbackloopenablestheorganisationtolearnwhatworksanddoesn’tinitsparticularcircumstances.Flexibilityneedstobetailoredtosuittheorganisation’sgoals,valuesandotheruniquebusinessneeds,whilecreatingattractiveflexibleworkoptionsforstaff.Afeedbackloopenablessolutionsgeneratedinoneareatobeadoptedmorebroadlyacrosstheorganisation.Inaddition,riskssuchasisolationandstressneedtobemonitoredsotheycanbemanaged.
Status Signpost Your➡org
LimitedLowvalueoninnovation:innovationoccursinsmall,discretepatches,forexamplewithinanindividual’swork.Theseinnovationshavelittleimpactbeyondanindividual’swork.
BasicModeratevalueoninnovation:innovationprocessesoccurwithinteams,forexamplebybrainstormingimprovementstoteamprocessesorservicedelivery.Theseinnovationsarecarriedthroughtoeffectrealchange.
EmbeddedHighvalueoninnovation:innovationprocessesoccurwithintheorganisation,forexamplebyharnessingemployeesuggestionsandtheseinnovationsarecarriedthroughandarewidelypublicisedwithintheorganisation.
Status Signpost Your➡org
LimitedMinimalongoingadjustment:flexibleworkingarrangementsarelimitedandfirm.Theemployeemayberesponsibletoinitiatereviewsofthearrangement’seffectiveness.
BasicRegularadjustment:flexibleworkingarrangementsarereviewedmorefrequentlythanyearly,withthepossibilityofadjustments.Eithertheemployeeormanagercaninitiateareview.
EmbeddedDynamicadjustment:flexibleworkingarrangementsarereviewedmorefrequentlythanyearly,andareabletobeadjustedbyemployeeormanagerwithreasonablenotice,atanytime.
9.1 Value of innovation:organisationsthatarehighlyinnovativetendtohaveadegreeoffamiliaritywiththeinnovationprocess,whichinvolvespiloting,testing,learning,adjustingandre-testing.Non-innovativeorganisationsarelesslikelytobecomfortablewith‘untested’workarrangementsandtendtobeunfamiliarwithhowtoestablishalearningprocessthatcanestablishrobust,tailoredandeffectiveworkarrangements.
Tickthesignpostthatbestdescribesthevalueyourorganisationplacesoninnovationandlearningtoimproveflexibleworkingarrangements.
9.2 Incorporating adjustments:tickthesignpostthatbestdescribeshowyourorganisationincorporateslearningsintotheongoingstrategydevelopmentandimplementation.
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Status Signpost Your➡org
LimitedMinimallyresourced:theorganisation’schangemanagementteamisunfamiliarwithflexibilityandlackstheresourcingfortransformationalchange.
BasicSomeresourcing:theorganisation’schangemanagementteamiseitherunfamiliarwithflexibilityorlackstheresourcesfortransformationalchange.
EmbeddedSubstantiallyresourced:theorganisation’schangemanagementteamisfamiliarwithflexibilityandhastheresourcingfortransformationalchange.
Status Signpost Your➡org
Limited Limitedalignment:theworkplaceflexibilityprojectisviewedasahumanresourcesfunctiononly.
BasicSomealignment:theworkplaceflexibilityprojectisdevelopedinconsiderationoftheorganisation’sstrategyandbroadsetofinitiatives.
EmbeddedOrganisationwidealignment:theflexibilityprojectisalignedtotheorganisation’sstrategyandotherstrategicinitiativesandispartofaformalprojectmanagementofficeprojecttrackingprocess.
10.1 Change management resources: tickthesignpostthatbestdescribesyourorganisation’sflexibilitychangemanagementpracticesandresourcing.
10.2 Strategic alignment to other change programs:typicallyanorganisationwillhavemanystrategicprojectsunderwaysimultaneously.Indevelopingandimplementingyourflexibilitystrategy,itisimportanttoconsiderhowitalignswithotherprojects.Thisiscriticaltoensuretheprojectandtheorganisationdoesnotsuffer‘changefatigue’.
Tickthesignpostthatbestdescribesyourorganisation’sflexibilitychangemanagementalignmentwithotherprojects.
Capability10assessment:changemanagement
Asuccessfulmovetostrategic,productiveflexibilityleadstoanewcultureofworkwithinanorganisation,onewherenewnormsareestablishedandwherethesystemsandbehaviourswithintheorganisationallreinforcethevalueplacedonflexibility.Thiscannotbeachievedwithoutatailored,adequatelyresourcedandsupportedchangemanagementprogram.
Keyaspectstoconsiderinthechangemanagementprocess:
➡➡ alignmentofthechangeprogramtotheorganisation’sobjectivesandstrategy
➡➡ alignmenttootherlargescalechangeprogramsandtouchpointsacrosstheorganisation
➡➡ theengagementoftheorganisation’sprojectmanagementofficeorchangemanagers
➡➡ projectmanagementcapability,riskassessmentandmitigationstrategy
➡➡ culturechangeimplicationsandotheralignedcultureprojectsthatmaybeunderway.
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Status Signpost Your➡org
LimitedLimitedcommunications:thereislimitedornocommunicationplanonworkplaceflexibilityforeitherthecurrentorplannedprogram.
BasicBasiccommunications:thereissomeadhoccommunicationontheavailabilityofflexibleworkingarrangements.
EmbeddedComprehensiveandproactivecommunicationsplan:adetailedcommunicationsplanhasbeendeveloped.Communicationsisconsideredfromtheoutsetoftheworkplaceflexibilityprogram.
10.3 Communication plan: tickthesignpostthatbestdescribesyourorganisation’scommunicationandengagementpracticeswithkeystakeholdersacrosstheorganisation.
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Overall scoring
Transferyourresultsfromthecapabilityframeworkassessmenttothisoverallsummarysheet(page27)toobtainacomprehensiveviewastothecurrentstateofflexibilityinyourorganisation.
Establishyourscoretodeterminewhetheryourorganisationisoperatingatthelimitedendoftheroadmapforeachcapabilityorisclosertoflexibleorfullyflexible.
Oneofthemostusefulfeaturesofthediagnosticisidentifyingprioritiesforaction.Inevitably,organisationswillperformmorestronglyagainstsomeareasthanothersandweakerscoressuggestanareaforprioritisation.
Scoring
Eachcapabilityhasanumberofquestionsthatassessdifferentaspects.Inordertoestablishyourscore,completeeachquestionandprovideascoreas‘limited’,‘basic’or‘embedded’againstthatquestion,asindicated.Onceeachcapabilityiscompleted,transferyourtotalscoretothegraphattheendoftheassessment.
Thisisnotintendedtobeaformulaicoralgorithmicmethodology.Assessmentagainsteachcapabilityrequiresapplicationofjudgment,informedbydirectobservationorexperience,andsupportedbyrelevantdatasources(bothqualitativeandquantitative).
Scoringisatwo-stepprocess:
Step1:detailedassessment-scoreyourorganisationagainsteachofthecapabilityareasbyreviewingthe‘signposts’provided.Thesignpostsdescribealeveloforganisationalpracticeforagivencapabilitieswhichisalignedtoeachroadmapphase.Placeatickagainstthesignpostthatbestdescribesyourorganisation’spractices.
Step2:overallassessment–aggregateyourdetailedscorestoprovideanoverviewofyourorganisation’scurrentgenderequalitypositionandperformance.Dothisbycopyingeachofyourticksforeachcapabilityintothemastertable(page27),thenallocateanumericalscoreforeachtick:
➡➡ Limited=1point
➡➡ Basic=2points
➡➡ Embedded=3points
Aggregatethescoresanddividethetotalby34(thenumberofsectionsunderthe10capabilities)toproduceanoverallaverage.Roundtheaverageupordowntoidentifyyourorganisation’soverallindicativeflexiblyroadmapphase.
TheAgencyhasprovidedanexcelformatofthesummarysheettoassistyouwiththisscoringprocess.Theexcelfileisavailableathttps://www.wgea.gov.au/lead/strategic-approach-flexibility.
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Capability Limited➡(1) Basic➡(2) Embedded➡(3)
1 Leadership
1.1 Visibilityofleadership
1.2 Rolemodellingofflexibleworkingarrangementsbyexecutiveleadership
1.3 Generaluptakeofflexibleworkingarrangementsbymanagement
2 Business Case
2.1 Formallyarticulatedbusinesscase
2.2 Flexibilityneedsanalysis
3 Flexibility vision, strategy and policy
3.1 Flexibilityvisionandend-point
3.2 Flexibilitystrategy
3.3 Rangeofflexibleworkingarrangements
3.4 Responseoptionstoflexibilityrequests
3.5 Formalityofdocumentationofflexibleworkingarrangements
3.6 Availabilityofflexibleworkingarrangements
3.7 Typeofroles
3.8 Frequencyofflexibleworkingarrangements
3.9 Levelortailoringofflexibleworkingarrangements
3.10 Considerationoflegalrequirements
4 Management capability
4.1 Levelofmanagerawareness
4.2 Supportformanagers
4.3 Effectiveteammanagement
5 Employee experience
5.1 Employeeacceptanceofflexibility
5.2 Riskofworkoverload
6 Results management
6.1 Results-basedculture
6.2 Natureofmanagement
7 Technology and infrastructure
7.1 Technologyinfrastructure
7.2 Telecommutingtechnology
7.3 Workplacefacilities
7.4 Systemsandprocesses
7.5 Paperlessoffice
8 Client and supplier experience
8.1 Clientexperience
8.2 Supplier/procurementprinciples
9 Learning cycle
9.1 Valueofinnovation
9.2 Incorporatingadjustments
10 Change management
10.1 Changemanagementresources
10.2 Strategicalignmenttootherchangeprograms
10.3 Communicationplan
Score
Overall score (divide by 34)
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Where to next?
Consider additional assessment
Onceyouhavecompletedtheassessment,youmayconsidertestingyourfindingswithdifferentstakeholdersandusingadditionaldatacollectionmethods.Forexample.
➡➡ Discussionandtestingofassessmentresultswithdiversitycouncilmembers
➡➡ Discussionandtestingwithotherkeystakeholders
➡➡ Conductemployeefocusgroups
Strategy development
Basedonourreviewthetop5priorityrecommendationsareasfollows:
➡➡ Furtherdemonstrationandcommunicationofleadershipcommitment
➡➡ Developmentandcommunicationthebusinesscasetorelevantstakeholders
➡➡ Developdedicatedflexibilitystrategycoveringthevisionandgoalsforflexibilityandspecificgoalsandactionsforeachofthe10flexibilitycapabilities
➡➡ Gainstrategicalignmentbetweenrelatedprojects
➡➡ Developmentofinternalcommunicationandengagementplanforallstagesoftheflexibilityjourney.
ForeachofthesenextstepstheAgencyhasprovideddedicatedtoolsandresources.
Copyright and Disclaimer
Thistoolkitissharedopenlywiththeintentofpromotingprogresstowardsworkplacegenderequality.OwnershipoftheintellectualpropertywithinthistoolkitrestswiththeWorkplaceGenderEqualityAgency.
Theideasandrecommendationscontainedwithinthistoolkitareusedoradoptedentirelyatthediscretionandownriskofemployers.TheWorkplaceGenderEqualityAgencycannotacceptanyresponsibilityorliabilityforoutcomesresultingfromtheuseofthisToolkit,eitherdirectlyorindirectly.
Acknowledgements
TheAgencywouldliketoacknowledgeandthankNinaSochonforherinvolvementinthedevelopmentofthestrategicflexibilitytoolkit.
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For➡further➡advice➡➡and➡assistance,➡➡please➡contact:
WorkplaceGenderEqualityAgencyLevel7,309KentStreetSydneyNSW2000
t:0294327000or1800730233
Adviceandassistance