• Share
  • Email
  • Embed
  • Like
  • Save
  • Private Content
Flexible Work Arrangements - Sloan Work And Family Research Network
 

Flexible Work Arrangements - Sloan Work And Family Research Network

on

  • 5,215 views

A presentation from the Sloan Work And Family Research Network about Flexible Work Arrangements by Judi Casey. This presentation outlines the benefits and pitfalls of implementing a flexible work ...

A presentation from the Sloan Work And Family Research Network about Flexible Work Arrangements by Judi Casey. This presentation outlines the benefits and pitfalls of implementing a flexible work arrangement at your company including real-life examples.

Statistics

Views

Total Views
5,215
Views on SlideShare
5,186
Embed Views
29

Actions

Likes
2
Downloads
99
Comments
0

2 Embeds 29

http://www.slideshare.net 28
http://www.brijj.com 1

Accessibility

Categories

Upload Details

Uploaded via as Microsoft PowerPoint

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment
  • The percentage of the workforce that works a flexible schedule increased dramatically from 1985 to 1997 and has since leveled off. In 1985, 12.4% of the working population worked on a flexible schedule, compared to 27.6% in 1979 and 27.5% in 2004 (US Department of Labor, 2005). Seventy-nine percent of organizations allow some employees to periodically change starting or quitting times. Thirty-seven percent allow all or most employees to do so (Galinsky, Bond, & Sakai, 2008).

Flexible Work Arrangements - Sloan Work And Family Research Network Flexible Work Arrangements - Sloan Work And Family Research Network Presentation Transcript

  • Flexible Work Arrangements: A Strategic Business Imperative in Any EconomyFebruary 2009
    Judi C. Casey
    Alfred P. Sloan Work and Family Research Network
    at Boston College
  • Agenda
  • Why a strategic business imperative?
    Constant change is the norm
    Resilience is a differentiator
    Must be nimble and responsive in any economy
    How individuals, leaders and organizations contribute
    FWA are a strategic business imperative in any economy
  • What are flexible work arrangements?
    “Flexible Work Arrangements alter the time and/or place that work is conducted. FWA provide flexibility in the:
    Scheduling of hours worked and arrangements regarding overtime, predictable scheduling, and shift and break schedules;
    Amount of hours worked; and
    Place of work.”
    Workplace Flexibility 2010
  • What are flexible work arrangements?
    “The Sloan National Initiative also includes in their definition of workplace flexibility:
    The ability to have career flexibility with multiple points for entry, exit and reentry into the workforce; and
    The ability to address unexpected and ongoing personal and family needs.”
    Workplace Flexibility 2010
  • Common flexible work arrangements
    “Compressed Work Week: A work schedule that condenses one or more standard workweeks into fewer, longer days. (9/80)
    Flextime: A work schedule with variable starting and ending times, within limits set by one’s manager. Employees still work the same number of scheduled hours as they would under a traditional arrangement. (7 am-3pm or 10 am-6pm)
    Job-Sharing: An arrangement in which two or more part-time (or occasional) employees share the responsibilities of one full-time job at a pro-rated salary.
    Part-time Work: A work schedule that is less than full-time but is at least half of the regularly scheduled full-time workweek.
    Personal or Family Leaves: A block of time off while retaining one’s job. These leaves may be paid or unpaid.
    Telecommuting: …regularly work at home or at an alternative worksite during part or all of a work schedule (in office M/W/F, remote work T/Th).”
    MIT
  • FWA Metrics and Statistics
    % of Workforce doing FWA
    Everyone wants FWA
    • Nearly 80% of workers say they would like to have more flexible work options and would use them if there were no negative consequences at work. Families and Work Institute, 2004
    • 79% of companies allow some employees to use FWA
    • 37% of companies allow all or most employees to use FWA
    (Galinsky, Bond, & Sakai, 2008)
    Not for every job or employee
    • Must meet business needs
    • More common among professional staff
    • Must achieve performance expectations
    Beers, Thomas. (2000). Flexible schedules and shift work: replacing the ‘9 to 5’ workday? Monthly Labor Review 123(6), p. 33.
  • Business benefits of FWA
  • Business benefits of FWA: Data
    96% report that flexibility influences their decision to stay at the company; 73% say that flexibility is “very important” in that decision, and 23% say that it’s “somewhat important.”
    Employees who use flexible work arrangements scored, on average, 30% lower on stress and burnout.
    Bank branches with flexible work arrangements had retention rates 50% higher than other branches.
    Corporate Voices for Working Families with WFD Consulting
  • Business benefits of FWA: Data
    73% of employees with high availability of flexible work arrangements reported that there was a high likelihood that they would stay with their current employer for the next year.
    Bond, J.T., Thompson, C., Galinsky, E. & Prottas,D. (2003). Highlights of the 2002 national study of the changing workforce. New York: Families and Work Institute.
    Studies indicate that the availability and use of flexibility and other work-family policies is associated with higher commitment, job satisfaction, loyalty, and lower intention to turnover.
    Kossek, E., Lautsch, B., & Eaton, S. (2006). Telecommuting, control, and boundary management: Correlates of policy use and practice, job control, and work-family effectiveness. Journal of Vocational Behavior.68(2), 347-367.
  • Business benefits of FWA: Data
    Organizations with higher employee satisfaction report larger than average annual returns to investors.
    “…with respect to flexibility programs that enable workers to work from home, if the proportion of employees working from home increases by one percentage point, the firm’s profit rate increases by an additional six-tenths of one percent. For the average firm included in this sample, this equates to a profit increase of approximately $84 million.”
    Meyer, C.S., Mukerjee, S., & Sestero, A. (2001). Work-family benefits: Which ones maximize profits? Journal of Managerial Issues 13(1), p. 40.
  • General obstacles to implementation
    Nature of work
    Managers perceptions and abilities
    Culture of workplace and how work is done
    Employee concerns
  • Economic obstacles to implementation
    In today’s economic climate, FWA present new challenges:
    Stock market rewards job cuts
    • Creates a culture that reinforces layoffs
    Inflexible systems make it difficult to integrate FWA
    Groundwork not created to integrate FWA within the organization
    Not comfortable with FWA as a way to do business
  • Overcoming the obstacles
    Effective steps to reduce obstacles at your organization:
    • Make managers accountable (raise-dependent) for creating a work environment where employees can thrive at work/home
    • Help managers to measure important business outcomes
    • Try a “pilot” program
    • Train managers and co-workers about how flexibility can help them to achieve their business goals
    • Train managers and co-workers about how to implement and sustain FWA
    • Encourage communication about how work will get done and the “rules of the game”
    • Use metrics and evaluation to demonstrate impacts, make improvements and re-measure
  • Overcoming the economic obstacles
    Effective steps to reduce obstacles in current economic climate:
    • Examine how FWA could help the organization to achieve business goals
    • Reward performance versus face time
    • Ask employees and work teams how they could integrate FWA into their jobs/teams
    • Offer FWA as a way to support employees and provide relief from heavy workloads and stress
    • Remember: even if there have already been layoffs, it’s never to late to embrace FWA
  • Best practices and examples
    Goal: Reduce workforce costs without severing ties to employees
    KPMG UK, German and Swiss firms: Flexible Futures. Asked staff to volunteer to work either a four-day week with a proportionate pay cut or take a sabbatical for up to three months.
    “We learnt some painful lessons from the last downturn when we made redundancies and lost some real talent. When the upturn came, we were not positioned as well as we could be. So this time the challenge was clear. Could we create sufficient flexibility in our cost base that would allow us to react quickly to future events while retaining our people for the moment the market picks up?”
    People Management
    Dell asked employees to take up to 5 days off without pay during the next 3 months. Although the leave is not mandatory, the company has indicated that layoffs may be necessary if not enough workers participate in this reduction of hours/pay. 
  • Best practices and examples
    FedEx cut salaries of senior executives and salaried-exempt employees by 5 to 20%, a $600 million savings.
    Brandeis University requested that faculty members give up 1% of their salary, and 30% have volunteered.
    Cisco ordered a four-day year-end shutdown. Instead of a severance package, Cisco Systems offered the 8,500 employees it laid off in April, a third of their salaries, all benefits, and stock-option awards while working for one year at a not-for-profit group already associated with the company.
  • Best practices and examples
    In Atlanta, an expected budget shortfall of $60 million meant that 4,600 city employees had their weekly hours and pay cut by 10%.
    During their layoffs, founder Charles Schwab and his wife created a $10 million educational fund for these workers. The fund covers as much as $20,000 worth of tuition over two years at accredited academic institutions for re-training and new skill development.
  • Best practices and examples
    Megavolt (Springfield, MO) moved to a "shared work program" of three 10-hour days a week. While workers keep their jobs, the lost 10 hours each week is enough for them to be eligible for state unemployment benefits in Missouri.
    In 1984, the Maryland General Assemblyestablished the Work Sharing Unemployment Insurance Program. This voluntary program provides employers with an alternative to layoffs. The principle behind Work Sharing is simple; instead of laying off a percentage of the work force to cut costs, an employer can reduce workers' hours by the same percentage and keep the entire work force on the job.
    16 states allow workers with reduced schedules to collect unemployment
  • One last thing
    Carefully consider the impact of your recession driven strategies on employee morale, productivity and loyalty in the long run.
    “So, as recession-inspired actions cross your desk, be sure to evaluate them not only for their bottom line impact today, but also know their impact on your employees and their level of engagement for tomorrow.” Allbusiness.com
  • Conclusion
    FWA can help you to achieve your business goals
    FWA offer a wide range of business benefits
    FWA provide an alternative to layoffs
    Research data documents the significant ROI of FWA
    Obstacles exist but can be overcome
  • Conclusion
    FWA can help you to achieve your business goals
    FWA offer a wide range of business benefits
    FWA provide an alternative to layoffs
    Research data documents the significant ROI of FWA
    Obstacles exist but can be overcome
  • Resources
    http://wfnetwork.bc.edu/template.php?name=shrm
  • Resources
    1. Articles
    • As Layoffs Spread, Innovative Alternatives May Soften the Blow
    http://knowledge.wharton.upenn.edu/article.cfm?articleid=2106
    • Alternatives to Layoffs
    http://management.about.com/cs/people/a/LayoffAlternate.htm
    2. Free monthly newsletter on work-family issues from the Sloan Network
    http://wfnetwork.bc.edu/join_form.php
    3. The Sloan Network Work and Family blog
    http://wfnetwork.bc.edu/blog/
  • Need more information?Questions?
    Contact: Judi C. Casey, Director
    617-552-2866
    caseyjt@bc.edu
    http://wfnetwork.bc.edu