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How flexible are you when it comes to work March 2012
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How flexible are you when it comes to work March 2012


Half day open training event held in Toronto, Canada.

Half day open training event held in Toronto, Canada.

Published in Business , Technology
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  • 1. How flexible are you when it comes to work? by Toronto Training and HR March 2012
  • 2. 3-4 Introduction to Toronto Training and HR 5-6 Definition 7-9 Types of flexible workingContents 10-12 Contributory factors to increased interest 13-14 The main flexible systems 15-16 Introducing flexible working 17-19 Potential contributions from HR 20-22 Concerns typically raised by employees 23-25 Questions to ask when preparing to work flexibly 26-27 Challenges employers may encounter 28-29 Typical groups who seek flexible working 30-33 Effective implementation of flexible working 34-35 Categories of flexible working arrangements 36-37 Measuring the success of flexible working 38-40 Benefits of flexible working 41-43 Challenges faced by management 44-45 Change management 46-51 Teleworking 52-53 Managing remote working 54-57 Case studies 58-59 Conclusion and questions Page 2
  • 3. Introduction Page 3
  • 4. 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 Page 4
  • 5. Definition Page 5
  • 6. DefinitionWhat is flexible working? Page 6
  • 7. Types of flexible working Page 7
  • 8. Types of flexible working 1 of 2Part-time workingTerm-time workingJob-sharingFlexitimeCompressed hoursAnnual hoursWorking from home on a regular basis Page 8
  • 9. Types of flexible working 2 of 2Mobile working and teleworkingCareer breaks Page 9
  • 10. Contributory factors to increased interest Page 10
  • 11. Contributory factors to increased interest 1 of 2Its potential value as a recruitment and retentiontoolThe changing profile of the workforce (forexample, with more women in the labour marketand an ageing population it is increasinglycommon for workers to have caring responsibilitiesoutside the workplace)Advances in technology (facilitating, for example,remote working and hot-desking arrangements) Page 11
  • 12. Contributory factors to increased interest 2 of 2An increasing need for businesses to be able todeliver services to customers on a 24/7 basisThe economic situation - some organizations haveoffered part-time working or sabbaticals as amethod of avoiding or minimizing redundanciesThe increased demand for an effective work-lifebalance Page 12
  • 13. The main flexible systems Page 13
  • 14. The main flexible systemsAnnualized hoursMulti-skillingOutsourcingTemporary employees and short-term contracts Page 14
  • 15. Introducing flexible working Page 15
  • 16. Introducing flexible workingInvolve members of the work teams in theplanning for the schemeMonitor and evaluateGet feedback from employees on a regular basisCommunicate the successes of the scheme toemployees regularlyCelebrate and recognize success Page 16
  • 17. Potential contributions from HR Page 17
  • 18. Potential contributions from HR 1 of 2Providing management information on staffingcostsLeading contract change negotiationsResearching alternative forms of flexibility andtheir impactProviding management information on employeeavailability and preferences over shift patterns Page 18
  • 19. Potential contributions from HR 2 of 2Tying flexible working preferences to rewardpackagesUp to date guidance on the current positionregarding health & safetySharing best practice with diverse business unitsand sharing the lessons learned Page 19
  • 20. Concerns typically raised by employees Page 20
  • 21. Concerns typically raised by employees 1 of 2Will I be expected to work longer or more unsocialhours than I currently do?Will I get the right technological support?What will be the tax implications as a result of thechange?Am I insured for company property on my ownpremises? Page 21
  • 22. Concerns typically raised by employees 2 of 2How will I be communicated with and kept up todate with things when I am not around?How will I be able to maintain the level of socialcontact that I currently enjoy at work? Page 22
  • 23. Questions to ask whenpreparing to work flexibly Page 23
  • 24. Questions to ask whenpreparing to work flexibly 1 of 2How, where and by whom will flexible workers besupported?How are those working flexibly to be monitoredand appraised?How will administrative issues like expenses bedealt with?What are the insurance, security and health &safety considerations? Page 24
  • 25. Questions to ask whenpreparing to work flexibly 2 of 2Have the legal issues been considered andcovered? Page 25
  • 26. Challenges employers may encounter Page 26
  • 27. Challenges employers may encounterOvercoming concerns about operational pressuresand meeting customer requirementsLine managers‘ current ability to manage flexibleworking effectivelyLine managers‘ current attitudes toward flexibleworkingThe existing organizational cultureA lack of support at senior levels Page 27
  • 28. Typical groups who seek flexible working Page 28
  • 29. Typical groups who seek flexible workingLabour market returnersCarersOlder employeesDownshiftersMultiple career ‗portfolio workers‘ Page 29
  • 30. Effective implementation of flexible working Page 30
  • 31. Effective implementation of flexible working 1 of 3Establish a clear process for how flexible workingworks in the organizationEnsure that there are clear roles andresponsibilities for employees, line managers andHRAssess the current levels of support offered to linemanagers and ensure it is sufficientInvest in ongoing communication and awarenessraising Page 31
  • 32. Effective implementation of flexible working 2 of 3Assess how conducive the organization culture isto flexible working – and take action accordinglyMake use of pilots (when introducing newinitiatives) and trial periods (for individual flexibleworking arrangements) in order to highlightpotential problems with flexible workingarrangementsBuild in opportunities and mechanisms to monitorand evaluate progress with flexible working Page 32
  • 33. Effective implementation of flexible working 3 of 3STAGES TO FOLLOWFeasibility studyPrepare the business casePilot approach Page 33
  • 34. Categories of flexibleworking arrangements Page 34
  • 35. Categories of flexible working arrangementsSchedule flexibilityLocation flexibility Page 35
  • 36. Measuring the success of flexible working Page 36
  • 37. Measuring the success of flexible workingCost savings in schemes such as annualized hoursor outsourcingEmployee satisfaction surveysAbsence ratesAttrition ratesEmployee take-up of family-friendly schemes Page 37
  • 38. Benefits of flexible working Page 38
  • 39. Benefits of flexible working 1 of 2Assisting in recruitment effortsEnhancing worker moraleManaging employee attendance and reducingabsenteeismImproving retention of talentReducing the tangible and intangible costs ofresignations and terminationsIncreasing the net income of workers Page 39
  • 40. Benefits of flexible working 2 of 2Boosting productivityCreating a better work/life balance for employeesIncreasing the supply of suitable labour throughoutreach to persons who would not have appliedfor employment but for the flexible workarrangementsMinimizing harmful impact on the environmentEffective and efficient client delivery Page 40
  • 41. Challenges faced by management Page 41
  • 42. Challenges faced by management 1 of 2Keeping programs relevant to employees‘ realneedsFocusing on the unique needs of specific groups ofemployees without creating a second class ofemployees and without engaging in unlawfuldisparate treatment or disparate impactdiscrimination Page 42
  • 43. Challenges faced by management 2 of 2Communicating broadly to achieve the benefits offlexible work arrangements-communicate withworkers to identify their needs, and communicatewith them about the programs adoptedExercising caution when eliminating a programthat isn‘t working or is no longer relevant toenough workers-any loss of a benefit can impairmorale, even if only a few workers had used it Page 43
  • 44. Change management Page 44
  • 45. Change managementPOTENTIAL TROUBLE SPOTSUpper management‘s resistance to changeControl issues, especially in terms of supervision ofworkWorking as a team with far-flung members andhighly variant schedulesMaintaining safety and security of personnel anddata Page 45
  • 46. Teleworking Page 46
  • 47. Teleworking 1 of 5RegularBriefTemporary or emergency Page 47
  • 48. Teleworking 2 of 5NEGATIVES FOR EMPLOYEESBeing out of the day-to-day flow of informationBeing away from the hub of activity in terms ofoffice politics, management and intellectualferment Page 48
  • 49. Teleworking 3 of 5NEGATIVES FOR EMPLOYEESA negative impact on career advancementemployee who is not as productive as atelecommuter—but is readily available forwhatever comes up at the moment—is more likelyto be put on the fast track simply because thatemployee is visible Page 49
  • 50. Teleworking 4 of 5NEGATIVES FOR EMPLOYEESDistraction by spouse, children, pets and others inthe workspaceA heightened feeling of being ―owned‖ by theorganization, in that the company now has avirtual presence in the employee‘s home Page 50
  • 51. Teleworking 5 of 5DOWNSIDES OR EXTRA EFFORT FOR EMPLOYERSEstablishing set expectations, trust and uniquemethods of evaluation to lead from a distanceThe need to adopt strategies and proceduresattuned to management of telecommuting workersDealing with workers disgruntled because they arenot permitted to telecommute Page 51
  • 52. Managing remote working Page 52
  • 53. Managing remote workingBe selectiveRelate remotelyTailor the talkFoster team spiritLearn to trustTrain workers……and train managersAppraise for resultsEmphasize the upside Page 53
  • 54. Case study A Page 54
  • 55. Case study A Page 55
  • 56. Case study B Page 56
  • 57. Case study B Page 57
  • 58. Conclusion and questions Page 58
  • 59. Conclusion and questionsSummaryVideosQuestions Page 59