What’s the big deal about flexibility in the workplace?
Another month, another survey – and the reason this one caught my eye is that it ties in with some other views I’ve heard recently, all of which were about flexibility in the workplace. I’ll come to the Radio 4 programme and my local HR pals later. Firstly, to the survey: this one was conducted by the Institute of Leadership and Management (ILM).
The ILM found that more than half (53%) of employees would consider leaving their job if the structure and culture of their organisation didn't change. So what’s the reason they are all so dissatisfied? According to the research, it’s down to lack of empowerment. In the survey the examples given were: • 74% want more freedom in their roles • 34% said their work was overly regulated • 64% said they struggle to ‘fit in’ to their organisation • 66% want a greater say in their everyday working lives • Only 24% per cent felt their line managers fostered collaboration
And these results reminded me of a recent discussion I had with other HR practitioners about flexible working. We were discussing the different approaches organisations have to home-working and I told them about a Radio 4 programme I listened to last week. The programme was ostensibly talking about the Southern Rail strikes and how people were dealing with the lack of transport. But much more interesting was the debate it led to about home-working. People were ringing in giving positive examples of how they had been allowed to work from home and how they had been more productive, had worked for longer and had been far less stressed. Other listeners also pointed out the savings in office space and costs which home- working can bring. Still more talked about the mutual trust and respect that allowing people to work from home could encourage. Now of course there were also those that voiced concerns about the loneliness and lack of team cohesion which they found with home- working, as well as those that said they simply couldn’t trust people to work from home. Which brings me back to the local HR posse. One HR contact of mine explained how the MD at her company approached home-working:
“He didn’t agree with it. His policy was to allow only senior managers to work from home and the number of days or hours people were allowed to work from home was dependant on their grade.” At which point cue gasps from the gathered HR specialists who were shocked that there should be such a low level of trust within an organisation as well as the assumption that you can trust senior managers more than junior members of staff – I’m sure we all have examples of where the opposite can be true!
So, what’s the conclusion then? Well, it’s clear that flexibility in the workplace very much depends on the particular role and how it fits within the overall struc- ture. Managers’ attitudes are key. Clear job roles and a focus on job results will also help. Ensuring there’s still time for teamwork and collaboration seem to be high up on employees’ agenda tto. And if you can crack all that – you’ve got a match made in heaven. (Knew I could get a valentine’s reference in there some- where! )
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By Ruth George HR Consultant 07899 920075
This is not legal advice and is provided for general information only. © Ruth George HR Consulting.
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