BUSINESS INSIGHT


“T


he


request


for flexible working isn’t a trend that is going to die out,” insists


Susanna Tait, chief executive of Tay Associates, experts in recruitment and labour market trends. “An increasing number of candidates are prioritising a better work-life balance over other factors and it’s now one of the first questions they ask about the firm when we present a role to them. That means that employers that continue to resist the request are at risk of struggling to attract talent.” In order to commit to making


flexible working work for your business, it’s


important to


understand why you should make it work. Don’t think of it as merely a perk to improve the lives of your employees; the introduction of flexible working tends to have a number of positive knock-on effects on the business, including: Increased productivity - A more flexible way of working tends to increase job satisfaction and reduce stress levels, increasing the employees ability to do their job. A


diverse and inclusive


workforce – Limiting your team to those who can (and are willing) to work nine-to-five, Monday to Friday, could be at the cost of other talented, hardworking, interesting, dynamic


individuals who just


happen to be parents or carers, or have other passions they want to give some time to.


simply,


Holding onto top talent – Put if


the best people want


flexible working, and other companies offer flexible working, why are they going to choose you? Mental health – The reduction of workplace-based stress and exposure to office


politics can


vastly improve mental wellbeing, plus flexible hours give employees greater control over their time, which can help them take precautions like avoiding busy commuting crowds and allowing time for self-care and medical appointments. Cutting costs – Companies can spend huge amounts on sick pay, but an improved work/life balance can improve both the physical and mental health of


new structure that lets staff rotate between working in the office or working from home could negate the need for larger, more expensive office space. There’s a strong chance a more appealing working pattern will reduce staff turnover, reducing recruitment costs. It all adds up.


8 DIY WEEK 20 MARCH 2020


HOW TO MAKE


FLEXIBLE WORKING WORK?


The demand for flexible working is on the rise, but it’s still a daunting prospect for some employers, who question whether they’ll be able to continue to run a cohesive and profitable business once the floodgates are open. So how is this demand going to be met?


employees. A


Assess your options However, even businesses that recognise the potential advantages can be reluctant to offer it to staff. Whether it’s the worry it will encourage employees to slack (it will be harder to monitor whether people are actually working, after all), or a fear it will set a precedent, or simply a mindset that, logistically, you need bums on seats, here are some ways to make it work. Don’t listen to negative examples. Like everything in life, people are more likely to tell people about a bad experience than a good experience. Look at what options fit your business model. Flexible working can mean a number of things - job sharing, working from home,


part-time hours, compressed hours, flexitime and more – so take some time to work out how each option will impact the business. Introduce a trial period. There’s an understandable fear around introducing flexible working that if it doesn’t work out, things will go downhill. But if you agree from the start that the new work pattern will be reviewed in three months based on feedback from anyone directly affected by the employee’s productivity – inside or outside the company – then the decision is open to further negotiation if there’s evidence of it being detrimental to the business. Good communication is key. Encourage employees to be clear


about when they’re online, even if working from home. Schedule regular meetings on the business premises


so that teams can catch


up on what everyone else is doing. Keep the conversation about the new working pattern open so both sides are given a chance to say what is and isn’t working. Instead of measuring staff by


hours input, measure them by their output. What is their business function? Are they achieving it? Are their targets met? Are the teams they work for fully supported? Business objectives differ from role to role, but as long as someone is successfully achieving what they are hired to do, let them do it in a way that ensures they are well and happy.


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