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  • 1. Working flexibly by Toronto Training and HR September 2013
  • 2. CONTENTS 5-6 Definitions 7-8 Typical challenges 9-10 Costs and time 11-12 Pluses and minuses 13-14 Drill A 15-18 Implementing flexible working 19-23 Adopting a flexible working strategy 24-26 Tips for teleworking 27-28 Drill B 29-30 Why is flexible working a business imperative? 31-33 How can HR get involved? 34-35 Contractual considerations 36-37 Things to consider 38-39 What do employees want? 40-41 Impact of flexible working 42-43 Total factor productivity 44-45 Considerations in 2013 46-47 How does Canada compare? 48-49 Case studies 50-51 Conclusion and questions Page 2
  • 3. Page 3 Introduction
  • 4. Page 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 plus improving employee engagement and morale Services for job seekers
  • 5. Page 5 Definitions
  • 6. Definitions • What is flexible working? • Workplace flexibility • Types of flexible working • Factors that contribute to an interest in flexible working Page 6
  • 7. Page 7 Typical challenges
  • 8. Typical challenges • Overcoming concerns about operational pressures and meeting customer requirements • Line managers’ current ability to manage flexible working effectively • Line managers’ current attitudes toward flexible working • The existing organizational culture • A lack of support at senior levels Page 8
  • 9. Page 9 Costs and time
  • 10. Costs and time • Average time of daily commute? • Annual total mileage of all car commutes? • Employees occupy how much space (m²)? • Average office occupancy? • Average annual office costs per head? Page 10
  • 11. Page 11 Pluses and minuses
  • 12. Pluses and minuses • Benefits • Drawbacks Page 12
  • 13. Page 13 Drill A
  • 14. Page 14 Drill A
  • 15. Page 15 Implementing flexible working
  • 16. Implementing flexible working 1 of 3 • Establish a clear process for how flexible working works in the organization • Ensure that there are clear roles and responsibilities for employees, line managers and HR • Assess the current levels of support offered to line managers and ensure it is sufficient Page 16
  • 17. Implementing flexible working 2 of 3 • Invest in ongoing communication and awareness raising • Assess how conducive the organization culture is to flexible working – and take action accordingly Page 17
  • 18. Implementing flexible working 3 of 3 • Make use of pilots (when introducing new initiatives) and trial periods (for individual flexible working arrangements) in order to highlight potential problems with flexible working arrangements • Build in opportunities and mechanisms to monitor and evaluate progress with flexible working Page 18
  • 19. Page 19 Adopting a flexible working strategy
  • 20. Adopting a flexible working strategy 1 of 4 • Understand who would benefit from flexible working and which practices would be most relevant to the organization • Consider training to help employees understand the uses and benefits of flexible working Page 20
  • 21. Adopting a flexible working strategy 2 of 4 • Make sure that you choose a single, robust platform that can be employed across the whole organization-ideally ones that can even be accessed by third parties should the need arise • Ensure that flexible workers are contactable through a range of methods Page 21
  • 22. Adopting a flexible working strategy 3 of 4 • Assess the needs of your employees to understand which devices they require • It is crucial to feel you can trust employees to be efficient when you are freeing them up to work in a more independent way • Understand the importance of choosing a scalable solution Page 22
  • 23. Adopting a flexible working strategy 4 of 4 • Put systems in place to make it quick and simple for an employee to request flexible working • Monitor the effectiveness of your flexible working strategy • Once you have the flexible working strategy in place, shout about it! Page 23
  • 24. Page 24 Tips for teleworking
  • 25. Tips for teleworking 1 of 2 • Start small with a pilot to test fears around teleworking • Seek feedback at the beginning and end of the pilot to measure the results • Build in time for spontaneous interaction with team meeting days and social events for remote workers • Involve the whole team in establishing a program, not just the teleworking employee Page 25
  • 26. Tips for teleworking 2 of 2 • Get in the habit of using technology to loop in remote employees for impromptu meetings • Decide on work objectives for teleworkers and use those to measure performance • Establish a “telework charter” that spells out the ground rules Page 26
  • 27. Page 27 Drill B
  • 28. Page 28 Drill B
  • 29. Page 29 Why is flexible working a business imperative?
  • 30. Why is flexible working a business imperative? • Employees are happier and healthier • Employees are more productive and engaged • Flexible working is a key recruitment and retention tool • It helps the bottom line Page 30
  • 31. Page 31 How can HR get involved?
  • 32. How can HR get involved? 1 of 2 • Bring top management onboard as flex champions • Position flexible working as a business strategy, not a perk • Make the business case, focusing on bottom line ROI • Also get middle management onboard • Listen to what your employees say works best for them Page 32
  • 33. How can HR get involved? 2 of 2 • Design solutions that work for both the organization and the employees • Develop written policies that are clear to all • Devise measurements to show progress • Provide flexible working training for managers and employees • Build flexible working into your corporate culture via CEO messages Page 33
  • 34. Page 34 Contractual considerations
  • 35. Contractual considerations • Hours of work • Absence • Place of work • Salary and benefits • Expenses • Right to enter • Discipline and grievance Page 35
  • 36. Page 36 Things to consider
  • 37. Things to consider • Data Protection • Termination and confidentiality • Health & Safety considerations • Use of equipment • Discrimination Page 37
  • 38. Page 38 What do employees want?
  • 39. What do employees want? • Variation in hours of the working day • To be able to work from home one or two days a week • Work a compressed working week Page 39
  • 40. Page 40 Impact of flexible working
  • 41. Impact of flexible working • Connected employees • Telecommuting • Productivity • Work-life balance • Job security • Burnout Page 41
  • 42. Page 42 Total factor productivity
  • 43. Total factor productivity • Output • Reduction in attrition • Fall in capital needed per employee Page 43
  • 44. Page 44 Considerations in 2013
  • 45. Considerations in 2013 • Time famine • Increase in eldercare responsibilities • Dual-earner issues • More male work-life conflict • Rising stress levels • Diverse and multi-generational workforce Page 45
  • 46. Page 46 How does Canada compare?
  • 47. How does Canada compare? • US • Mexico • Puerto Rico • APAC • EMEA Page 47
  • 48. Page 48 Case studies
  • 49. Case studies Page 49
  • 50. Page 50 Conclusion and questions
  • 51. Page 51 Conclusion and questions Summary Videos Questions