This document provides a summary of key steps for employees to request and manage flexible working arrangements:
1. Identify potential flexibility options that could work, considering your team's needs. Discuss options with your manager and be prepared to address their concerns about productivity, commitment, trust and communication.
2. Express interest to your manager by emphasizing understanding of challenges, a results-focused approach, and how flexibility could help organizational goals. Suggest negotiating a small set of options.
3. Recognize your preferred flexibility may not be possible. Australian law provides a right to request flexibility for some employees, but employers can refuse for reasonable business reasons. Be prepared with alternative ideas.
4. To make
The document discusses several alternative working schedules including compressed work weeks, flexible working hours, job sharing, telecommuting, and part-time work. Compressed work weeks allow full-time work to be completed in fewer than five days. Flexible working hours give employees choice in daily work timing. Job sharing divides one full-time job between two people. Telecommuting allows working from home using technology. Part-time work is less than the standard 40-hour week. Each alternative comes with benefits like more flexibility and time off as well as challenges like difficulty separating work and personal life.
The document discusses compressed workweeks, where employees work longer hours over fewer days in order to fulfill their standard work hours in a week. It describes potential benefits for both employers and employees, such as energy savings, extended office hours, better work-life balance, and three-day weekends. The document also outlines considerations for implementing a compressed workweek schedule, including determining employee eligibility and managing paid time off and holidays.
This performance review package provides several forms to evaluate employee performance. The forms address key areas such as job knowledge, quality of work, attendance, communication skills, and goals. The documents provide guidance on conducting effective performance reviews, including preparing, handling different employee behaviors, and follow-up. The package aims to help managers smoothly and successfully evaluate, record, and communicate with employees about their work.
This presentation is offering information on how an organization can transition from their current organizational culture and processes to a Results-Only Working Environment. This new working environment allows employees the ultimate freedom in controlling and scheduling their time to have a greater work-life balance. I created this presentation for my current internship with JumpStart: HR.
NCV 3 Business Practice Hands-On Support Slide Show - Module 1Future Managers
This slide show complements the learner guide NCV 3 Business Practice Hands-On Training by Nickey Cilliers, published by Future Managers Pty Ltd. For more information visit our website www.futuremanagers.net
NCV 3 Business Practice Hands-On Support Slide Show - Module 5Future Managers
This slide show complements the learner guide NCV 3 Business Practice Hands-On Training by Nickey Cilliers, published by Future Managers Pty Ltd. For more information visit our website www.futuremanagers.net
Unit 2 - Admin Assistant in the Work EnvironmentRobbieA
The document discusses various working practices in today's business environment including full-time, part-time, flexi-time, job share, homeworking, and teleworking. It describes the key aspects of each practice and their benefits and drawbacks for both organizations and employees. Changes in technology and lifestyle have led to more flexible working arrangements that allow better work-life balance but can also increase costs and communication challenges for companies.
The document discusses several alternative working schedules including compressed work weeks, flexible working hours, job sharing, telecommuting, and part-time work. Compressed work weeks allow full-time work to be completed in fewer than five days. Flexible working hours give employees choice in daily work timing. Job sharing divides one full-time job between two people. Telecommuting allows working from home using technology. Part-time work is less than the standard 40-hour week. Each alternative comes with benefits like more flexibility and time off as well as challenges like difficulty separating work and personal life.
The document discusses compressed workweeks, where employees work longer hours over fewer days in order to fulfill their standard work hours in a week. It describes potential benefits for both employers and employees, such as energy savings, extended office hours, better work-life balance, and three-day weekends. The document also outlines considerations for implementing a compressed workweek schedule, including determining employee eligibility and managing paid time off and holidays.
This performance review package provides several forms to evaluate employee performance. The forms address key areas such as job knowledge, quality of work, attendance, communication skills, and goals. The documents provide guidance on conducting effective performance reviews, including preparing, handling different employee behaviors, and follow-up. The package aims to help managers smoothly and successfully evaluate, record, and communicate with employees about their work.
This presentation is offering information on how an organization can transition from their current organizational culture and processes to a Results-Only Working Environment. This new working environment allows employees the ultimate freedom in controlling and scheduling their time to have a greater work-life balance. I created this presentation for my current internship with JumpStart: HR.
NCV 3 Business Practice Hands-On Support Slide Show - Module 1Future Managers
This slide show complements the learner guide NCV 3 Business Practice Hands-On Training by Nickey Cilliers, published by Future Managers Pty Ltd. For more information visit our website www.futuremanagers.net
NCV 3 Business Practice Hands-On Support Slide Show - Module 5Future Managers
This slide show complements the learner guide NCV 3 Business Practice Hands-On Training by Nickey Cilliers, published by Future Managers Pty Ltd. For more information visit our website www.futuremanagers.net
Unit 2 - Admin Assistant in the Work EnvironmentRobbieA
The document discusses various working practices in today's business environment including full-time, part-time, flexi-time, job share, homeworking, and teleworking. It describes the key aspects of each practice and their benefits and drawbacks for both organizations and employees. Changes in technology and lifestyle have led to more flexible working arrangements that allow better work-life balance but can also increase costs and communication challenges for companies.
The document discusses various factors that affect administrative assistants in the work environment, including different working practices (full-time, part-time, flexi-time, etc.), contracts of employment, health and safety legislation, and providing a healthy work environment. It describes the benefits and challenges of different working practices for both organizations and employees. Health and safety legislation discussed includes requirements for workstations, first aid, fire safety, and employee welfare.
Flexible working allows employees to determine how, when, and where they work. There are three main flexible working arrangements: full-time, part-time, and career flexibility. Full-time options include flexible hours, teleworking, time banks, and compressed work weeks. Part-time options include reduced hours and job sharing. Career flexibility allows changes in career or breaks without penalties. Flexible working has pros for both employees and employers like improved work-life balance, reduced costs, and increased productivity and morale. However, flexible working also has cons such as increased utility costs, difficulties tracking time, and potential communication issues.
Coffin Mew Solicitors take a look at:
Performance management during employment – Susy Perry
Disciplining and dismissing under performers – Holly Cudbill
What’s on the horizon – Tabytha Cunningham
Job enlargement - Techniques for designing jobs - Manu Melwin Joymanumelwin
Job enlargement involves expanding jobs horizontally by increasing the number and variety of tasks an employee performs within their existing role. This can include adding tasks like physically delivering mail to departments or running outgoing letters through a postage meter to a mail sorter's existing duties of sorting incoming mail by department. However, studies have shown job enlargement does not necessarily provide more challenge or meaningfulness to employees and may instead result in workers feeling they have multiple uninteresting tasks rather than one.
The document describes a flexi-time work schedule that allows employees flexibility in their starting and ending times each day while still requiring them to work 8 hours. Under this schedule, employees can choose their own start times between 7am-9am and end times between 4pm-7pm, with core hours from 9am-11:30am and 1pm-4pm that must be worked. Flexi-time is said to improve productivity, morale, and reduce absenteeism by allowing employees to balance work and personal commitments better. Potential downsides include increased utility costs and difficulties coordinating with suppliers and customers.
NCV 3 Business Practice Hands-On Support Slide Show - Module 2Future Managers
This slide show complements the learner guide NCV 3 Business Practice Hands-On Training by Nickey Cilliers, published by Future Managers Pty Ltd. For more information visit our website www.futuremanagers.net
Nadia Taylor, Livingstones - Smooth sailing with a unionised workforce 2012livingstones_australia
This document summarizes two case studies of negotiating union agreements. In the first case study, the negotiation process took 10 months and left strained relationships. The second case study involved more strategic planning and clear communication, resulting in lower wage increases without industrial action. The document provides tips for negotiating business improvements with unions, including developing alignment through strategy, effective change communication, and holding your course during negotiation.
1. The document discusses various strategies for improving employee and organizational performance, including identifying performance gaps, planning interventions, implementing changes, and evaluating results.
2. It emphasizes that improving employee productivity requires addressing workplace environment, conditions, and culture through widespread changes implemented by employers.
3. Maintaining high employee performance also demands ongoing commitment to improvement from both individuals and businesses.
This document discusses various types of working practices:
- Full time work means working a set number of hours per week, usually 9-5 Monday to Friday. It provides stability but lacks flexibility.
- Part time work means a reduced number of hours, either per day or per week. It provides flexibility but may be costly for employers.
- Flexi time allows employees to choose their own start and end times as long as they work the required weekly hours and are present during core hours. This benefits both employees and employers.
- Job share splits one full time role between two part time employees who share responsibilities and resources. This retains valued employees and increases available skills.
- Homeworking allows employees
The document outlines a comprehensive onboarding process for new employees in four phases:
1) Pre-arrival activities like sending paperwork in advance for completion. 2) The first day focusing on introductions, paperwork, and benefits enrollment. 3) The first week/month for completing any remaining paperwork and answering questions. 4) The first three months as an introductory review period with a performance evaluation before the end to assess fit. A thorough onboarding process provides accurate information to new employees, helps them feel welcomed, reduces turnover, improves productivity and relations by clarifying expectations and roles.
Peformance Plan Reveiw 2008 Dept of Conservation G Baker (Cullen)Grace Cullen
The document is Grace Baker's Personal Performance Review for the period of July 2007 to July 2008. It outlines her objectives, performance expectations, development areas, and a review of her performance over the past year. Her manager, Richard McNamara, assessed that Grace met expectations in her role and provided valuable support during a time of significant staff changes in the area office. Her key development areas were problem solving, emotional intelligence, and maintaining systems.
This document provides guidance on managing organizational change that involves restructuring and potential redundancies. It emphasizes the importance of legal compliance, project management, communication, and supporting employees throughout the process. Key recommendations include forming a project team, carefully planning communications, conducting consultations and elections, offering support like career transition assistance, and treating all employees with empathy. The goal is to minimize disruptions, reduce risks, and help the company and employees move forward productively after the change. Real-world examples demonstrate that individual situations differ and require thoughtful, creative solutions.
This document provides guidance to managers on addressing employee performance problems through progressive discipline. It discusses the concept of progressive discipline and includes verbal counseling, written warnings, letters of reprimand, suspension, demotion and dismissal. Sample letters are also provided for each step of progressive discipline.
How to Build a World-Class Absence Management ProgramGina Duke
The Considerations & Components for Building a Company-Wide Attendance Policy that is World-Class based upon the findings of one virtual team who built such a program.
This document discusses average handling time (AHT) and time to fill for recruiting metrics. It defines AHT as the average duration of one transaction, including talk time, hold time, and related tasks. The formula for calculating AHT is provided. Time to fill is defined as the number of calendar days it takes to fill a position from when it is approved to when an offer is accepted. Ways to potentially reduce AHT and time to fill are suggested, such as creating standardized questions and call structures. Industry benchmarks for average time to fill are also cited.
This document provides an overview of an induction and first week of learning for a Principles of Business Administration course. It outlines the learning outcomes which include discussing the course overview, completing paperwork, creating group rules, and describing different types of meetings and business travel. It also provides information on assessments, expectations, and support available to learners. Learners participate in group activities to meet the learning outcomes and take notes to assist with an upcoming assignment. The document reviews what was covered and previews the topics for the next week.
Job simplification - Techniques for designing jobs - Manu Melwin Joymanumelwin
Job simplification is a technique for designing jobs where tasks are broken down into their smallest units and those units are assigned as whole jobs to workers. It involves dividing jobs into smaller components and assigning them to workers. Fast food restaurants often use this approach as employees can easily learn simplified tasks. However, it can result in workers experiencing boredom and lack of motivation.
TWI Introduction Presentation With Case Studiesjeffkidner
TWI was developed in the 1940s to efficiently train workers during wartime. It consists of three core programs: Job Relations, which creates a positive work environment; Job Instruction, which standardizes work methods through teaching workers how to learn tasks; and Job Methods, which improves work methods. Implementing TWI typically results in reduced training time, increased output and quality, improved attendance and morale, and higher employee retention. Case studies show companies achieving benefits such as decreased costs, increased productivity, and improved profitability after utilizing TWI training.
This document provides guidance for managers on creating successful flexible work teams. It discusses 10 good practices for managing flexibility: 1) leadership, 2) team culture, 3) active learning, 4) information flow, 5) resource planning, 6) performance management, 7) self-management, 8) stakeholder management, 9) legal risk management, and 10) change management. For each practice, it offers questions for managers to assess their current approach and provides strategies to strengthen their flexibility management skills. The overall aim is to help managers maximize the opportunities and benefits that flexibility brings to teams and organizations.
Flextime allows employees to choose their start and end times as long as they work the required daily/weekly hours. It offers flexibility that helps balance personal and professional lives. Potential pitfalls include communication issues if employees work different hours, but setting clear expectations can mitigate this. Employers do not have to offer flextime but it has benefits like increased motivation, satisfaction, and retention as employees feel valued and trusted. Flexible options include job sharing, alternate workweeks, remote work, and different start/end times. Clear goals, responsibilities, communication guidelines, and availability hours are needed to implement flextime successfully. Electronic timesheets can track flexible hours and overtime rules still apply.
The document discusses various factors that affect administrative assistants in the work environment, including different working practices (full-time, part-time, flexi-time, etc.), contracts of employment, health and safety legislation, and providing a healthy work environment. It describes the benefits and challenges of different working practices for both organizations and employees. Health and safety legislation discussed includes requirements for workstations, first aid, fire safety, and employee welfare.
Flexible working allows employees to determine how, when, and where they work. There are three main flexible working arrangements: full-time, part-time, and career flexibility. Full-time options include flexible hours, teleworking, time banks, and compressed work weeks. Part-time options include reduced hours and job sharing. Career flexibility allows changes in career or breaks without penalties. Flexible working has pros for both employees and employers like improved work-life balance, reduced costs, and increased productivity and morale. However, flexible working also has cons such as increased utility costs, difficulties tracking time, and potential communication issues.
Coffin Mew Solicitors take a look at:
Performance management during employment – Susy Perry
Disciplining and dismissing under performers – Holly Cudbill
What’s on the horizon – Tabytha Cunningham
Job enlargement - Techniques for designing jobs - Manu Melwin Joymanumelwin
Job enlargement involves expanding jobs horizontally by increasing the number and variety of tasks an employee performs within their existing role. This can include adding tasks like physically delivering mail to departments or running outgoing letters through a postage meter to a mail sorter's existing duties of sorting incoming mail by department. However, studies have shown job enlargement does not necessarily provide more challenge or meaningfulness to employees and may instead result in workers feeling they have multiple uninteresting tasks rather than one.
The document describes a flexi-time work schedule that allows employees flexibility in their starting and ending times each day while still requiring them to work 8 hours. Under this schedule, employees can choose their own start times between 7am-9am and end times between 4pm-7pm, with core hours from 9am-11:30am and 1pm-4pm that must be worked. Flexi-time is said to improve productivity, morale, and reduce absenteeism by allowing employees to balance work and personal commitments better. Potential downsides include increased utility costs and difficulties coordinating with suppliers and customers.
NCV 3 Business Practice Hands-On Support Slide Show - Module 2Future Managers
This slide show complements the learner guide NCV 3 Business Practice Hands-On Training by Nickey Cilliers, published by Future Managers Pty Ltd. For more information visit our website www.futuremanagers.net
Nadia Taylor, Livingstones - Smooth sailing with a unionised workforce 2012livingstones_australia
This document summarizes two case studies of negotiating union agreements. In the first case study, the negotiation process took 10 months and left strained relationships. The second case study involved more strategic planning and clear communication, resulting in lower wage increases without industrial action. The document provides tips for negotiating business improvements with unions, including developing alignment through strategy, effective change communication, and holding your course during negotiation.
1. The document discusses various strategies for improving employee and organizational performance, including identifying performance gaps, planning interventions, implementing changes, and evaluating results.
2. It emphasizes that improving employee productivity requires addressing workplace environment, conditions, and culture through widespread changes implemented by employers.
3. Maintaining high employee performance also demands ongoing commitment to improvement from both individuals and businesses.
This document discusses various types of working practices:
- Full time work means working a set number of hours per week, usually 9-5 Monday to Friday. It provides stability but lacks flexibility.
- Part time work means a reduced number of hours, either per day or per week. It provides flexibility but may be costly for employers.
- Flexi time allows employees to choose their own start and end times as long as they work the required weekly hours and are present during core hours. This benefits both employees and employers.
- Job share splits one full time role between two part time employees who share responsibilities and resources. This retains valued employees and increases available skills.
- Homeworking allows employees
The document outlines a comprehensive onboarding process for new employees in four phases:
1) Pre-arrival activities like sending paperwork in advance for completion. 2) The first day focusing on introductions, paperwork, and benefits enrollment. 3) The first week/month for completing any remaining paperwork and answering questions. 4) The first three months as an introductory review period with a performance evaluation before the end to assess fit. A thorough onboarding process provides accurate information to new employees, helps them feel welcomed, reduces turnover, improves productivity and relations by clarifying expectations and roles.
Peformance Plan Reveiw 2008 Dept of Conservation G Baker (Cullen)Grace Cullen
The document is Grace Baker's Personal Performance Review for the period of July 2007 to July 2008. It outlines her objectives, performance expectations, development areas, and a review of her performance over the past year. Her manager, Richard McNamara, assessed that Grace met expectations in her role and provided valuable support during a time of significant staff changes in the area office. Her key development areas were problem solving, emotional intelligence, and maintaining systems.
This document provides guidance on managing organizational change that involves restructuring and potential redundancies. It emphasizes the importance of legal compliance, project management, communication, and supporting employees throughout the process. Key recommendations include forming a project team, carefully planning communications, conducting consultations and elections, offering support like career transition assistance, and treating all employees with empathy. The goal is to minimize disruptions, reduce risks, and help the company and employees move forward productively after the change. Real-world examples demonstrate that individual situations differ and require thoughtful, creative solutions.
This document provides guidance to managers on addressing employee performance problems through progressive discipline. It discusses the concept of progressive discipline and includes verbal counseling, written warnings, letters of reprimand, suspension, demotion and dismissal. Sample letters are also provided for each step of progressive discipline.
How to Build a World-Class Absence Management ProgramGina Duke
The Considerations & Components for Building a Company-Wide Attendance Policy that is World-Class based upon the findings of one virtual team who built such a program.
This document discusses average handling time (AHT) and time to fill for recruiting metrics. It defines AHT as the average duration of one transaction, including talk time, hold time, and related tasks. The formula for calculating AHT is provided. Time to fill is defined as the number of calendar days it takes to fill a position from when it is approved to when an offer is accepted. Ways to potentially reduce AHT and time to fill are suggested, such as creating standardized questions and call structures. Industry benchmarks for average time to fill are also cited.
This document provides an overview of an induction and first week of learning for a Principles of Business Administration course. It outlines the learning outcomes which include discussing the course overview, completing paperwork, creating group rules, and describing different types of meetings and business travel. It also provides information on assessments, expectations, and support available to learners. Learners participate in group activities to meet the learning outcomes and take notes to assist with an upcoming assignment. The document reviews what was covered and previews the topics for the next week.
Job simplification - Techniques for designing jobs - Manu Melwin Joymanumelwin
Job simplification is a technique for designing jobs where tasks are broken down into their smallest units and those units are assigned as whole jobs to workers. It involves dividing jobs into smaller components and assigning them to workers. Fast food restaurants often use this approach as employees can easily learn simplified tasks. However, it can result in workers experiencing boredom and lack of motivation.
TWI Introduction Presentation With Case Studiesjeffkidner
TWI was developed in the 1940s to efficiently train workers during wartime. It consists of three core programs: Job Relations, which creates a positive work environment; Job Instruction, which standardizes work methods through teaching workers how to learn tasks; and Job Methods, which improves work methods. Implementing TWI typically results in reduced training time, increased output and quality, improved attendance and morale, and higher employee retention. Case studies show companies achieving benefits such as decreased costs, increased productivity, and improved profitability after utilizing TWI training.
This document provides guidance for managers on creating successful flexible work teams. It discusses 10 good practices for managing flexibility: 1) leadership, 2) team culture, 3) active learning, 4) information flow, 5) resource planning, 6) performance management, 7) self-management, 8) stakeholder management, 9) legal risk management, and 10) change management. For each practice, it offers questions for managers to assess their current approach and provides strategies to strengthen their flexibility management skills. The overall aim is to help managers maximize the opportunities and benefits that flexibility brings to teams and organizations.
Flextime allows employees to choose their start and end times as long as they work the required daily/weekly hours. It offers flexibility that helps balance personal and professional lives. Potential pitfalls include communication issues if employees work different hours, but setting clear expectations can mitigate this. Employers do not have to offer flextime but it has benefits like increased motivation, satisfaction, and retention as employees feel valued and trusted. Flexible options include job sharing, alternate workweeks, remote work, and different start/end times. Clear goals, responsibilities, communication guidelines, and availability hours are needed to implement flextime successfully. Electronic timesheets can track flexible hours and overtime rules still apply.
Job design and flexible work arrangements can be used to motivate employees and improve performance. Job design theories emphasize how core job dimensions like skill variety, task identity, and autonomy impact an employee's psychological state and outcomes. Flexible work arrangements give employees more control over their schedules through methods like flextime, compressed work weeks, telecommuting, and job sharing. While flexibility can boost motivation, managers must address challenges in coordination, isolation, and work-life balance.
This document discusses different types of employment in the media sector, including full-time, part-time, freelance, voluntary, shift work, and casual work.
It provides details on the key aspects of each type: for full-time it describes the standard 40 hour work week and benefits like promotion potential but also risks of fatigue or dismissal. Part-time work offers less hours but no guaranteed shifts. Freelance and voluntary work provide independence but lack of resources and benefits respectively. Shift work operates media jobs 24/7 through worker rotations. Casual work benefits employers more than employees through flexibility but lack of rights.
The document also covers permanent versus temporary contracts, multiskilling, and hourly paid work -
The document discusses different types of work environments and factors that contribute to a work environment. It defines a work environment and describes physical factors like location, safety protocols, and equipment. It also discusses other factors such as working hours, company culture, pay structure, leave entitlements, and social interactions. Seven common types of work environments are described in detail: conventional, flexible, competitive, creative, punitive, practical, and collaborative. The document emphasizes that understanding your preferences is important for finding a suitable work environment and job role.
Choosing the right flexible work model – and there are many these days – can be daunting – nay, terrifying, even.
There are a string of what-ifs to contend with and the experts can’t even seem to agree on whether flexible models are more productive than traditional ones. Even employees are divided on which they prefer, so you’re uncertainty is definitely warranted.
That’s okay: With a little creativity and the tips in this Process Street post, you’ll be able to make your work-life work well.
The document discusses various types of flexible working arrangements that companies can implement. It describes seven types: telecommuting, remote working, condensed workweeks, customized working hours, part-time positions, job sharing, and flexible vacation time. Flexible working arrangements can provide benefits like increased employee productivity, ability to accommodate multiple generations in the workforce, and enabling of effective virtual teams. However, benefits of flexibility are not always clearly defined, so more research is needed to outline tangible benefits and ensure successful implementation.
Making Flexible Work a Success SSA release Dec 2011Robin Mullen
This document provides an introduction to flexible work arrangements. It defines flexible work as arrangements that provide flexibility in when, where, and how work is done, including part-time work, job sharing, working from home, and various leave options. The document discusses the organizational benefits of flexible work arrangements, such as reduced turnover, lower stress, and greater productivity among employees. Flexible work can also help organizations attract and retain valuable talent by improving employer attractiveness. However, barriers to the implementation of flexible work include concerns about costs and impacts on productivity, as well as resistance from managers and coworkers.
This document discusses job enrichment strategies to increase employee satisfaction and motivation. It defines job enrichment as enhancing job responsibilities to make work more rewarding and challenging. The key aspects of job enrichment are identified as skill variety, task identity, task significance, autonomy, and feedback. Specific strategies are proposed, such as job rotation, combining tasks, participative management, and redistributing power and authority. A four-step process is outlined for implementing a job enrichment program that involves assessing satisfaction levels, identifying enrichment opportunities, designing the program, and communicating changes. Benefits include a more engaged and motivated workforce, while potential downsides include difficulty providing opportunities to all employees equally.
A Complete Guide to Promoting a Healthy Remote Work-Life BalanceKashish Trivedi
Our homes are no longer homes, and our offices are no longer offices.
The long-term impact of an abrupt shift to remote work means many employees struggle to adjust. But employees aren’t the only ones who have to adjust.
Companies now need to find a “new normal.” Remote work has given employees a taste of great flexibility and they’re not ready to part with it.
To prevent the Great Resignation, employers need to find a way to keep their business running efficiently while also promoting a healthy remote work-life balance.
We’ll explore how to adapt to this new reality. We’ll also look at how it’s impacting our recruiting, hiring, and managing of employees.
Flexitime is a flexible working arrangement where employees have core working hours but can choose their start and end times each day, subject to working a certain number of hours total. Under flexitime, employees have flexibility to arrive and depart within a range of hours outside the core period. Flexitime allows employees to balance work and personal commitments while helping organizations operate more efficiently and attract and retain top talent. However, flexitime requires buy-in from managers and a culture where employees are self-motivated and trust is built.
You can feel a change in the air. More cars and people on the streets. Clients are calling again. Employees encouraged to come back to the office. But it feels different. Some employees are pushing back on returning the workplace. Our infographic offers practical tips, this time, for supporting employees through this adjustment period.
The move to agile from traditional methods is difficult. Employees have to
understand new processes, grasp underlying concepts, and practice what
they’ve been shown. But learning a new management program in the middle of
actual work becomes too tedious, and employees end up filling in random data to
stay up to date with the requirements.
This document summarizes several motivation theories and programs, including:
MBO focuses on setting specific and measurable goals that cascade down the organization. The Job Characteristics Model links job design to motivation through five core dimensions. Recognition programs and employee involvement programs can increase motivation through feedback and participation. Variable pay programs tie pay to performance measures.
Question 11. The difference between profit sharing and stock .docxIRESH3
Question 1
1.
The difference between profit sharing and stock ownership is:
Answer
there is more risk involved with profit sharing than with stock ownership.
profit sharing becomes part of a base salary and stock ownership does not.
stock ownership becomes part of a base salary and profit sharing does not.
profit sharing encourages ownership thinking and stock ownership is ownership.
4 points
Question 2
1.
Which of the following examples would represent the ethical behavior of an executive?
Answer
Inflate stock prices to receive bonuses and stock options
Boost stock value through efficient operations, and effective leadership
Buying or selling stock based on knowledge about the company's future
Stretching accounting practices to present company performance in the best light
4 points
Question 3
1.
Vesting rights are the rights of the:
Answer
employee to receive a pension at retirement age regardless of the length of time he/she was employed with the company.
employer to transfer or terminate employees before reaching retirement so they can avoid paying pension benefits.
employee to receive a pension at retirement age as long as he/she was employed for a specified amount of time.
employer to keep employee contributions to pension plans if they leave the company before the specified amount of time.
4 points
Question 4
1.
Which of the following states that employees MUST have a choice about whether to retire?
Answer
Employee Retirement Income Security Act (ERISA)
Pension Benefit Guarantee Corporation (PBGC)
Age Discrimination in Employment Act (ADEA)
Older Workers Benefit Protection Act (OWBPA)
4 points
Question 5
1.
The difference between a cash balance plan and a defined-benefit plan is:
Answer
a cash balance plan earns interest at a predefined rate, and a defined-benefit plan guarantees a certain level of retirement income.
a defined-benefit plan earns interest at a predefined rate, and a cash balance plan guarantees a certain level of retirement income.
a cash balance plan specifies the size of investment, and a defined-benefit plan earns interest at a predefined rate.
a defined-benefit plan specifies the size of investment, and a cash balance plan guarantees a certain level of retirement income.
4 points
Question 6
1.
Which of the following is an example of an employee being paid based on a piecework rate?
Answer
A pay increase based on performance appraisal ratings
Being paid extra for work done in less than a specified amount of time
Pay calculated as a percentage of sales
Pay based on the amount of product produced
4 points
Question 7
1.
Which of the following is a legally required benefit an employer must provide?
Answer
Disability insurance
Life insurance
Worker's compensation
Paid leave
4 points
Question 8
1.
In addition to pay, what are some important aspects of making incentives work?
Answer
Performance measures are preset, passed down by u ...
The Organizing FunctionOrganizingDistributing or.docxssusera34210
The Organizing Function
OrganizingDistributing or allocating resources toward the accomplishment of the objectives defined in the plans
Requires the understanding of staffing and work distributionIncludes the allocation of material, machine, and space resourcesConverts goals into actions
Classical Theories of OrganizationSpecialization of LaborUnity of CommandSpan of ControlDepartmentalizationCentralization vs. Decentralization
Specialization of LaborProductivity can be increased if people use their natural and acquired talents to do exclusively what they do bestSpecialists are often more efficientDisadvantagesBoredomBurnoutIncreased error rateMight not feel like part of the team
Unity of CommandNo person should have more than a single boss at any timeClear to whom you reportWhat problems can having multiple supervisors cause?
Span of ControlRefers to the number of people a manager can effectively superviseVaries from situation to situationThe actual number of employees one manager can supervise depends upon the characteristics of the manager, the types of employees, and the work situation
Departmentalization
How managers divide or structure workUsually based on functionExample: Hospital settingNursingRadiologyHealth Information ManagementFile roomROICoding
Centralization vs. DecentralizationCentralization: Top managers make the decisions and allow few decisions to be made at lower levelsConsistency and controlDecentralization: Top management encourages decision making at lower levelsEmpowers people who do the work to make the decisions concerning their jobs
Staffing and Work Distribution
The identification of the number and types of employees needed to carry out the work of the department
Number of EmployeesNumber of employees needed depends on:Volume of work and Pattern of work division that has been selected
Work SchedulingWork scheduling is based on:When employees are needed and/or What services are required
Work Division PatternsFor process-oriented departments3 types:Serial Work DivisionParallel Work DivisionUnit Work Division
Serial Work DivisionRefers to the consecutive handling of tasks or products by individuals who perform a specific function in sequenceTends to create task specialistsProduction line/assembly line type of work
Parallel Work DivisionThe concurrent handling of tasksMultiple employees do identical types of tasks and basically see the process through from beginning to endEveryone performs the same tasksIndependent of one another
Unit Work DivisionEnlists simultaneous assembly in which everyone performs a different specialized task at the same timeThe tasks are all related to the same end product but are not dependent on each otherThe work is specialized but the sequence is not fixedManufacturing work (rare in HIM)
Work Distribution AnalysisA function of effective work process management and is one element of organizational analysis.
Used to determine whether a department ...
This document outlines an assignment on managing human resources. It contains 4 tasks that discuss various aspects of HRM such as models of HRM, definitions of HRM, flexibility in the workplace, and equal opportunities. For task 1, it describes Guest's model of HRM and how Unilever implements strategies and practices to achieve performance outcomes and financial consequences. Task 2 discusses types of flexibility like functional, financial, and temporal flexibility practiced by organizations like Unilever. Task 3 covers eliminating discrimination and providing equal opportunities in the workplace through diversity management and legislative measures. Finally, task 4 looks at techniques for managing employee performance, health, and safety to create a positive work environment.
Choose two current worker and workplace trends from the textbo.docxtroutmanboris
Choose two current worker and workplace trends from the textbook, and speculate on the primary manner in which each trend may affect the future of performance management.
Provide specific examples that illustrate the potential changes in performance management.
Worker and Workplace Trends from textbook:
Changes in the Workplace
Work teams.
Organizations are increasingly turning to the use of teams for task accomplishment and emphasizing team performance. These often autonomous employees work together toward a common goal for which they are jointly held responsible and plan and organize their own work in the absence of supervisory oversight. Shared responsibilities among team members present challenges as the supervisor is charged with evaluating an employee’s contribution to the team effort as well as the overall success of the team’s performance without having been directly involved him-or herself.
Geographically dispersed teams.
Increasingly, work teams are composed of members who work in geographically different locations. Team members may work in different buildings on the same campus, different cities, and even different countries. Sometimes, team members live in different time zones and vastly different cultures. Because of the physical or temporal distances between supervisor and employee, direct methods of supervision no longer work. Often corporations construct these teams composed of employees from different locations due to the need for a particular expertise or because of the high cost, both in terms of dollars and employee satisfaction, of moving employees. In many global businesses, members representing all geographic areas are required to ensure the universal applicability of decisions made. These teams can be highly cohesive groups of people who interact extensively or a number of individuals who are assigned tasks that are part of a greater whole and work independently. Supervisors and team members may need to build relationships with people of diverse backgrounds without face-to-face contact or the benefit of informal opportunities for socializing. In some cases, team members will be vitally aware of each other’s performance; in others, team members will have no idea.
Flexible definition of a job.
In the past, jobs were clearly defined as a set of related tasks that were performed to achieve a particular goal. Recent trends suggest that jobs are becoming broader in the scope of tasks to be performed and that workers are being asked to shift tasks more frequently. Whether or not the concept of a job has changed
or
the belief that jobs as they once were performed simply do not exist anymore is arguable. What remains apparent, though, is that more workers are being asked to develop broad skill sets and bring high levels of adaptability to meet changing work requirements.
Outsourcing.
Many organizations are focusing on their core capabilities and outsourcing work that is not part of their main mission. Ongoing ou.
The document discusses human resource management topics such as why people work, types of employment, types of workers, employment trends, rewards for working, functions of HR including recruitment and selection, training and development, and performance appraisal. It provides information on Maslow's hierarchy of needs, reasons people work like earning money and feeling valued, full-time vs part-time and permanent vs temporary jobs, skilled vs unskilled workers, increasing flexibility and non-traditional work arrangements, different payment systems, and the recruitment, selection, and training processes.
2. Contents
Section 1: Introduction 1
What is flexibility? 2
The benefits of flexibility for teams and organisations 3
Section 2: Requesting flexibility 4
Identify a few flexibility options that could work for you 4
Expressing your interest in flexibility 6
Section 3: Making flexibility work 7
Preparing for flexibility 7
Monitoring, evaluating, adjusting and consolidating flexibility 9
Ongoing management of flexibility 10
Managing yourself 11
What to do if problems arise 12
3. Employee flexibility toolkit | www.wgea.gov.au 1
This toolkit is designed to help
employees understand what flexible
working arrangements are, how to
request them, and how to integrate
flexible working practices into existing
work arrangements.
Introducing flexible working arrangements to a job and team
can be quite complex, and integrating flexible work practices into
your existing work can also be challenging. This toolkit provides
information and advice about a number of important issues:
➡➡ what flexibility means in terms of changes to existing work
arrangements
➡➡ how to request flexibility to maximise your chances of success
➡➡ things to consider before requesting flexible working
arrangements
➡➡ how to make flexibility work for you
➡➡ dealing with issues that can arise over time.
Section 1: Introduction
4. Employee flexibility toolkit | www.wgea.gov.au2
What is flexibility?
Flexible working arrangements, as defined by the Fair Work Ombudsman, are changes to the standard hours, patterns and locations
of work. Flexible working arrangements are usually implemented in response to a request from an employee. While any employee
can request flexibility from their employer, only some employees are specifically entitled under the Fair Work Act to make a request.
More details are available on the Fair Work Ombudsman’s website.
Flexible working arrangements can take a variety of forms and some examples are provided in Table 1 below. Please note that this
is not an exhaustive list.
Table 1: Types of flexible working arrangements
Type Description
Flexible hours of work This is where you may vary your start and finish times.
Compressed working
weeks
You may work the same number of weekly (or fortnightly or monthly) working hours, compressed
into a shorter period. For example, a forty-hour week may be worked at the rate of ten hours per
day for four days instead of eight hours a day for five days. Changes to salary are not required.
Time-in-lieu You may work approved overtime and be compensated by time-in-lieu. It can include ‘flexitime’
arrangements where an employee can work extra time over several days or weeks and then reclaim
those hours as time off.
Telecommuting You may work at a location other than the official place of work. A wide range of terms refer to
working at different locations, including ‘mobile working’, ‘distributed work’, ‘virtual teams’ and
‘telework’. These are referred to collectively as ‘telecommuting’ in this toolkit.
Note that telecommuting is generally most effective when there is a relatively even split between
time spent in the office and working elsewhere. This lessens the sense of isolation that can come
from working away from the office.
Part-time work A regular work pattern where you work less than full-time and are paid on a pro-rata basis for that
work. Not all part-time work is necessarily flexible in nature, but it offers flexibility to workers who
have other commitments or lifestyle choices that are not compatible with full-time work.
Job sharing A full-time job role is divided into multiple job roles to be undertaken by two or more employees
who are paid on a pro-rata basis for the part of the job each completes.
Purchased leave A period of leave without pay, usually available after annual leave allocation is finished. Employers
typically deduct the amount of unpaid leave from the worker’s salary, and this can be done as a
lump sum or averaged over the year.
Unplanned leave Informal access to leave for unanticipated or unplanned events.
Flexible careers You are able to enter, exit and re-enter employment with the same organisation, or to increase or
decrease your workload or career pace to suit different life stages. This may be particularly relevant
for employees transitioning to retirement. It can also include employees who are able to take a ‘gap
year’ early in their careers and return to work for the same employer afterwards.
Other choices about
hours, patterns and
locations of work
Other options about when, where and how work is done, e.g. overtime and having autonomy
to decide when to take breaks during the working day.
5. Employee flexibility toolkit | www.wgea.gov.au 3
The benefits of flexibility for teams and
organisations
Research has shown there are a number of benefits for
individuals, teams and organisations when employees are
enabled to work flexibly.
➡➡ Improved output. For jobs that require concentration, working
at home, working at hours when the office is quiet, or working
from another location, can help with the quality and speed of
the work.
➡➡ Flexible workers can be more effective. Successful flexible
workers are excellent self-managers who are both well
organised and effective communicators.
➡➡ Improved ability to serve clients and stakeholders. Working
from an alternate location might allow more clients to be seen
or more calls to be answered. An organisation that works
flexibly can expand service delivery hours, meeting customer
needs for out-of-hours contact with the organisation. This
extra level of service can increase customer loyalty.
➡➡ Retaining knowledge, skills and experience / avoiding the
cost of recruitment and retraining. In the current job market,
flexibility has become an attractive feature of organisations.
Retaining knowledge and skills is an important issue for most
organisations, and offering flexibility reduces the likelihood that
employees will leave.
➡➡ Employers of Choice do flexibility well. If your organisation
aims to become a WGEA Employer of Choice for Gender
Equality, your request for flexibility may align nicely with that
aim. This could help you to position your request in a way that
places it clearly in the context of helping to meet organisational
objectives.
➡➡ Increased job satisfaction. Employees who have opportunities
to work flexibly have been shown to have greater job
satisfaction and this increases both their productivity and their
sense of loyalty to the organisation.
➡➡ Setting the example. When managers set an example by
openly supporting flexibility and working flexibly themselves,
it helps other employees and teams to understand that
working flexibly is a normal and accepted part of work.
➡➡ Improved teamwork. Teamwork often improves as knowledge
and enthusiasm are shared among a more motivated flexible
working team.
Once you have understood what flexibility means in terms of
changing the hours, pattern or location of work, and the benefits of
flexibility in workplaces, it may be time to consider how you will go
about requesting flexible working arrangements for yourself.
6. Employee flexibility toolkit | www.wgea.gov.au4
Section 2: Requesting flexibility
When you first think about flexibility, you might wonder: “How
should I approach my manager to talk about this?” or “Is there
even a chance that I will get this flexibility request approved?”
The steps that you are most likely to go through in requesting
and accessing flexibility are:
➡➡ What sort of flexibility would you prefer?
➡➡ What effect might it have on your team and your manager
if you adopt this type of flexibility?
➡➡ What will your manager be most concerned about in offering
you flexibility?
➡➡ What can you do to help flexibility work effectively for your
manager and team?
➡➡ What are your employer’s legal responsibilities?
➡➡ What if you can’t have the specific type or amount of
flexibility you want or need?
Note that adopting flexibility and making it successful in your
team may require some deep personal changes on behalf of
your manager and teammates. Don’t let this put you off asking
for flexibility, but think about the whole picture so that you will
be better able to negotiate effectively.
Depending on your particular workplace culture, you may find it
helpful to have an informal chat with your manager first, or it may
be more appropriate to submit a formal request straight away. A
formal request needs to be in writing, explain clearly what changes
you are requesting and the reasons for the request. In most cases,
you will then need to discuss the request with your manager.
Identify a few flexibility options that could
work for you
Are there particular hours and days that would make a difference
to your work life balance? Would it work best for you to work
in the office or away from the office? Do you need to be able
to change your working hours or location very quickly in some
circumstances?
Some organisations limit the flexibility options available to
employees. It is important to know what is possible within your
organisation’s framework, for example telecommuting may only
be available to staff members who meet certain prerequisites,
such as a strong performance rating for the preceding six
months. The flexibility options available to you will hopefully be
quite broad, but they are defined by your organisation’s policy.
Table 1 provides some examples.
What will your manager be most concerned about?
It will help at this point to consider the challenges for your
manager that may come with your request for flexibility, and
to think how you might help your manager deal with those
challenges. Some managers may also have mistaken views
about flexible work and flexible workers, based on myths,
many of which are not accurate.
Preparing yourself to address your manager’s primary concerns
in advance of your initial discussion could be very beneficial.
We suggest that you first look at flexibility from your manager’s
perspective and make some notes about the primary concerns
they will have about flexible working arrangements. When you
have identified some primary concerns, jot down some ideas
about how to negotiate your way around them. Table 2 provides
some examples.
7. Employee flexibility toolkit | www.wgea.gov.au 5
Table 2: Manager concerns about flexibility
Manager concern Sample responses
Productivity: how will your flexible working arrangement
affect the team’s ability to deliver their work on time and
to a high standard?
➡➡ Discuss the team’s work schedule in detail with your manager.
➡➡ Commit to ensuring that your flexible working arrangement will
not have a negative impact on delivery capacities in the team.
Employee commitment: the belief that employees who want
to work flexibly are not committed to their jobs.
➡➡ Discuss this openly with your manager and try to settle any
fears around your level of commitment to the job.
➡➡ Explain that research has shown that employees who are given
the opportunity to work flexibly are in fact more committed
because recognition of their needs increases their sense of
being valued.
Trust: that you will complete the work you need to, particularly
if you are working off site.
➡➡ Consider voluntarily implementing a reporting system that will
set your manager’s mind at rest.
Anxiety: that you may not always be directly supervised in your work. ➡➡ Offer to provide more frequent updates on work in progress.
Scheduling: how to schedule flexible hours so that they work within
the team environment.
➡➡ Discuss any scheduling conflicts or times when the team may
be left short a person and devise ways to deal with this.
Communication: will need to be more formal via email or phone,
rather than just wandering up and talking to you at your desk
(particularly if you are working off site).
➡➡ Be open to your manager’s need to check-in with you more
regularly when flexible working arrangements first start. Maybe
suggest a regular phone check-in?
Snowballing: “If I do it for one, I’ll have to do it for everyone”. ➡➡ It is becoming more common for organisations to offer flexible
working arrangements to all employees, so this a first step
towards that flexible future.
8. Employee flexibility toolkit | www.wgea.gov.au6
Expressing your interest in flexibility
How you express your interest in flexibility may have an impact
on whether your request is viewed positively or not. Some
points to consider when expressing your interest in flexibility:
➡➡ show your understanding that there could be challenges for
your manager and team and explain that you want to find
solutions to those challenges
➡➡ emphasise that you want to be flexible and results-focused
in approaching any arrangement
➡➡ if possible, link your request to any stated aims the organisation
might have to become a flexible employer or employer of
choice; to improve its attraction and retention or to improve
its gender diversity
➡➡ suggest that your manager and you each choose a small set
of flexibility options that you can start negotiating about,
to determine an option that has the best chance of success.
As you commence your journey towards accessing flexibility,
it also helps if you understand your employer’s legal obligations.
What about the legal framework?
The Fair Work Act (2009) provides that certain employees, who
have worked with the same employer for at least 12 months,
have a ‘right to request’ flexible working arrangements if they:
➡➡ are the parent, or have responsibility for the care, of a child
who is school aged or younger
➡➡ are a carer (under the Carer Recognition Act 2010)
➡➡ have a disability
➡➡ are 55 or older
➡➡ are experiencing family or domestic violence, or
➡➡ provide care or support to a member of their household
or immediate family who requires care and support because
of family or domestic violence.
Casual employees can make a request if:
➡➡ they’ve been working for the same employer regularly
and systematically for at least 12 months
➡➡ there’s a reasonable expectation of continuing work with
the employer on a regular and systematic basis.
Such a request must be in writing, explain what changes are
being requested and explain the reason for the request.
The employer must respond to a request within 21 days and
can only refuse a request on ‘reasonable business grounds’ and
a refusal must be in writing and outline the reasonable business
grounds relied upon.
Reasonable business grounds can include:
➡➡ the requested arrangements are too costly
➡➡ other employees’ working arrangements can’t be changed
to accommodate the request
➡➡ it’s impractical to change other employees’ working
arrangements or hire new employees to accommodate
the request
➡➡ the request would result in a significant loss of productivity
or have a significant negative impact on customer service.
Note: an employer does not have to accept or reject a request
in its entirety. Following a request, it is best practice for an
employer and employee to discuss the request and negotiate
to come to an arrangement that balances both parties’ needs.
Employees that don’t fit into the above categories can also
request flexible working arrangements but aren’t covered
under this legal framework.
Further information about employers’ obligations under the
Fair Work Act 2009 can be obtained from the Fair Work
Ombudsman. Please note that entitlements under state or
territory laws may provide additional flexibility-related rights.
Recognise that your preferred hours, days and location
may not be possible
A number of factors may influence whether your preferred
flexibility arrangement can be approved. It may conflict
directly with the way your team currently achieves its business
outcomes, or it may place an unreasonable burden on other
team members. Later in this toolkit, we mention a few methods
your manager and / or team can use to resolve the challenges
of flexibility. For now it is important to recognise that your
particular preferences may be difficult to accommodate without
some significant adjustments. Be prepared with some alternative
ideas if your preferred option is not available.
9. Employee flexibility toolkit | www.wgea.gov.au 7
Section 3: Making flexibility work
Preparing for flexibility
Be willing to ‘try it out’
While it is possible that you will get flexibility right first time
and enjoy a happy, productive working relationship with your
manager and your team, the more common scenario is that
fantastic, productive flexibility is the result of a concerted effort
to learn from mistakes and adjust arrangements until the right
mix is found. That effort comes from your organisation, your
manager, you the flexible worker and your team.
It may seem more beneficial to you to ‘lock in’ your flexibility
arrangement by agreeing a permanent arrangement up front but
in reality a period of experimentation creates more opportunities
to discuss, review and refine your flexible working arrangement,
which leads to a better outcome overall and greater chance
of success over the long term. This may be particularly useful
where there is strong resistance to the introduction of flexible
working arrangements.
A trial period gives both your manager and your team an
opportunity to see how it can work, and it gives you a chance
to decide if a different type of flexibility might suit you better
or not. A trial of around three months is usually sufficient,
and during this time the flexible working arrangement should
be actively monitored. Look at aspects such as team culture,
information flow, resource planning, confidence in performance,
stakeholder management and self-management. Identify areas
that need to be discussed or altered, and make the necessary
adjustments. Approaching flexibility as a cycle of learning enables
you to avoid dramatic failure and to make the most of flexibility.
Aim to work collaboratively with your manager to identify the
flexibility option that you can experiment with for a few months.
If you and your manager prefer different flexible work options
try to work these differences through, by:
➡➡ showing willingness to negotiate to find a mutually beneficial
agreement
➡➡ identifying where there is agreement
➡➡ identifying a small set of preferred flexible working
arrangements to further explore
➡➡ making further investigations if more information is needed
➡➡ thinking laterally to arrive at a solution
➡➡ ‘meeting in the middle’ with a compromise position.
Overall, you’ll achieve the best result if you act reasonably, look
for solutions and attempt to address your manager’s concerns.
Document your agreement
It is important to document your agreement to introduce or
to trial flexibility. Documenting the details of your flexibility
agreement is a good opportunity to clarify whether both sides
have the same understanding of how the flexible working
arrangement will operate. The most important outcome is that
clear expectations are established between everyone involved
in the arrangement.
Be sure to note in the agreement that major adjustments may
be needed initially. These should be given with fair notice.
Ensure that your agreement clearly establishes the main details:
➡➡ The specific flexibility option to be tested, including when,
where and how the work will occur.
➡➡ The duration of the testing phase. A testing phase would
generally go for between one and six months. A trial of around
three months is usually effective.
➡➡ The methods that will be used to monitor the arrangement’s
success and how often you and your manager will review the
arrangement’s success. As noted above, look at areas such as
team culture, information flow, resource planning, confidence in
performance, stakeholder management and self-management.
➡➡ The agreed strategies that will be established by your manager,
your team and yourself to resolve the possible challenges that
may arise from the flexible working arrangement, together
with timeframes.
10. Employee flexibility toolkit | www.wgea.gov.au8
Prepare proactively
Once your request is approved, or you have embarked on a
flexibility test period, it is important to prepare the ground to
create as smooth a transition to flexibility as possible. Here are a
few strategies that can help:
➡➡ Team flexibility workshop: an opportunity to bring to the
fore the potential issues and challenges each team member
identifies with a new flexible working arrangement. The
workshop should include scenario planning and a brainstorm
of specific solutions. See the manager flexibility toolkit
for more information about how to run a team flexibility
workshop.
➡➡ Use communications technology: explore the availability to
your team of tools such as videoconferencing and collaborative
work platforms to meet and work with people who are
working offsite.
➡➡ Find ways to make the results you deliver transparent to
your team: a team project management platform is a good
way to bring transparency to team members, so that
they can see the part that each team member plays in
delivering end results.
➡➡ Scenario planning: play out various scenarios that
demonstrate what might happen when and where core
business needs and flexible work options meet. Identify
the times and places where this could be challenging, and
brainstorm appropriate ways of dealing with any clashes.
➡➡ Access technology: use project management tools to provide
updates on tasks. Use a central project-planning tool to
communicate changes in the project to each of your team
members. Find out which other emerging technologies can
support flexible work.
➡➡ Cooperative team planning: get together with your
colleagues to solve the problems of how to allocate resources
to meet business needs and ensure information flows smoothly
within the new flexibility arrangement.
➡➡ Flexibility training: become equipped with knowledge and skill
to handle the challenges of flexibility through training or other
learning and development opportunities.
➡➡ Results-based delivery: when team members are working
flexibly, it is particularly important to establish clear goals,
outcomes, KPIs and other measures of results, so that each
team member’s work is clearly described and can be accurately
measured and monitored.
➡➡ Minimise stakeholder impact: discuss and resolve scenarios
that could impact significantly on stakeholders with your team.
If your manager or team hasn’t already run a team flexibility
workshop (see the manager flexibility toolkit), you will need to
identify the scenarios where your flexible working arrangement
could impact your stakeholders. You’ll then need to think of
ways that these impacts could be reduced.
➡➡ Have a conversation with your stakeholders:
• Let them know the practical implications of your flexible
working arrangement. For example, there may be days
when you will not be in the office, or when a colleague will
need to become involved in the work. There may also be
new ways that they can contact you.
• Outline the benefits your flexible working arrangement for
them - such as having greater engagement from a range
of contacts within the organisation, or being served across
a wider range of contact hours.
• State your interest in making the arrangement work well
for your stakeholders and ask for feedback about how it
works for them.
• State your commitment to continuing to prioritise your
stakeholders’ interests.
• Recognise that there could be challenges for your
stakeholders but that you are keen to find ways that
these can be resolved.
➡➡ Support your stakeholders: recognise that flexible work can
disrupt your stakeholders’ expectations and that it may take a
significant shift to adjust to new ways of working with you or
your team.
➡➡ Policy induction: ask the appropriate representative in your
organisation to provide an induction to you and other potential
flexible workers or team members with regards to relevant
policies.
➡➡ Reimbursements and refunds: Your employer may provide
reimbursements for some costs associated with establishing
a home office or working flexibly, such as mobile devices.
Some expenses associated with a home office may also
be tax deductible.
Ideally, resolving the challenges of flexibility will not be seen as
entirely your responsibility. We hope that this is the case in your
organisation. Nonetheless, being well prepared in advance with
options for addressing any problems is likely to help ensure a
successful flexible working arrangement.
11. Employee flexibility toolkit | www.wgea.gov.au 9
Monitoring, evaluating, adjusting and
consolidating flexibility
Make quick adjustments to improve the flexible
working arrangement
When an issue is identified, adjustments should be made quickly
so that any downsides do not have a prolonged effect and new,
more effective work habits become embedded early. Major
adjustments should be made with fair notice, particularly if they
could have a significant impact on your manager, your team or
your stakeholders.
Encourage open, honest discussions about the trial phase
As a proactive employee, you know that it is vital that
you get clear feedback about how your manager sees your
progress. Here are a few tips about how to get the most
out of these discussions:
➡➡ refer to your performance measures ahead of any meeting
where the flexibility arrangement will be discussed, so that
you have a fresh and clear idea of whether you are meeting
targets, KPIs, objectives or similar
➡➡ remain open to seeing the manager’s point of view, particularly
if you believe that negative comments are made. If you try to
see the best in your manager, even when confronted with a
negative response to your flexibility arrangements, you uphold
trust in the relationship
➡➡ restate your ideal outcome for the flexibility arrangement
i.e. that you want to arrive at a situation that can work as
well as possible for both sides
➡➡ restate your willingness to adjust and adapt to ensure the
best outcome.
Be prepared for ongoing adjustments
After the trial phase, you and your manager should have a
good idea of what works and what doesn’t work in the flexible
working arrangement. However, some issues that were not
apparent during the trial phase may arise later, for a variety of
reasons. To prepare for this, it is useful to agree that during the
3-6 month period after the trial, significant changes may still
need to be made to maximise business outcomes and employee
well-being. You and your manager need to remain open to the
possibility that the flexible working arrangement may still need
to change over time.
Keep your manager and team informed of your progress
It can sometimes be difficult for flexible workers to feel
integrated into a team. Regular and thoughtful communication
with the team becomes more important when a member is not
always physically present in the team’s working environment.
Aside from creating the sense of belonging to the team, formal
communication helps flexible workers to demonstrate that they
are delivering on expectations, are competent and accountable.
Here are a couple of strategies you can use to keep your team
up-to-date with developments:
➡➡ Provide weekly reports – it is a good idea to offer a weekly
report even if this is a new practice. When you’re reporting,
don’t just focus on how you spent your time, but on what
you delivered in terms of results that contribute to the team’s
business outcomes.
➡➡ Create a visible progress area – technology provides a range of
options for how you could create a common area where people
can see what progress is occurring on your work e.g. project
management tools, wikis and shared files.
Ongoing management of flexibility
Manage negative perceptions
Some people at work may have negative ideas about people
who work flexibly. They may believe that people who work
flexibly are less committed to the organisation, less ambitious,
less competent or even less deserving of promotion. Often
these ideas are related to a belief that flexibility is primarily a
benefit to employees. For flexibility to work effectively, these
negative ideas need to be addressed.
What does it take to challenge these negative ideas about
flexibility? It can be a simple matter of direct personal
experience – “seeing with one’s own eyes”. This might mean
observing improved productivity through successful delivery in
the context of flexible working arrangements. It may be more
complex, requiring a person to develop more understanding of
flexible work through knowledge development (reading research,
for example).
12. Employee flexibility toolkit | www.wgea.gov.au10
Having some knowledge of research findings about flexibility can
help to counteract negative perceptions of flexible workers. For
example, research indicates that flexibility is a powerful tool for
the attraction and retention of employees:
➡➡ The Australian Institute of Management found in a national
survey that more than 50% of employees who intended to
remain with their employers attributed their loyalty to the
availability of flexible working arrangements in their workplace
(AIM VT, 2009 ).
➡➡ Many employees would rather stay with an employer who
offers flexible work than leave for increased pay – in fact,
43% of employees surveyed said they would choose flexible
work over a pay rise (UnifyCo, 204) .
➡➡ Flexible work contributes to greater employee loyalty
(Working Families UK and Cranfield University School of
Management, 2008).
Similarly, flexibility has been shown to improve productivity:
➡➡ Stanford University found individual productivity improved by
22% when employees were enabled to choose whether to
telecommute or not (Stanford University, 2014). Increased
productivity comes from decreased commuting stress,
improved ability to manage work and life commitments and
increased work satisfaction.
Finally, flexibility is an excellent way to improve morale and job
satisfaction:
➡➡ Research has established a positive relationship between
workplace flexibility that gives employees greater control over
when they work, where they work and how they work, and
satisfaction and engagement (AIM, 2012).
➡➡ Up to 83% of employees with access to flexible IT policies such
as the availability of technology to work from home report
feeling satisfied at work, compared to 62% without access to
flexible IT policies (Deloitte Access Economics, 2013).
➡➡ Employees who work from home are generally less
distracted and are grateful for the flexibility (London
School of Economics, 2013).
Be deliberate about teamwork
Look into good team practices and become educated
about what it takes to be a good team player. Flexibility
often stretches people’s ability by challenging things that
they took for granted in their traditional working pattern.
Flexible workers may find that some means of actively
contributing to the team are no longer available to them.
It helps to proactively consider how to manage the changes
that flexibility will inevitably bring to your work and your
team dynamic. For example, how can you best continue
to contribute to team meetings? How can you effectively
support your colleagues if you are not physically present in
the office? How will you stay in touch with developments
relevant to the people and activities of your team? How
will you get to know new team members? How will you
use technology (or face-to-face meetings) to collaborate
effectively? It might be a good idea to discuss these issues
with your manager and with the team as a whole, and to
brainstorm solutions.
Maintain a sense of belonging
Maintaining that sense of personal connection with people
at work that leads you to feel part of a team, a group or an
organisation can be difficult if you are not physically present
in the workplace at the same times as other team members.
Working flexibly can lead to some sense of isolation over time
if it is not carefully managed. Balancing time out of the office
with time in the office, joining in social activities and staying
up-to-date with developments across the organisation can
all help to reduce any feelings of isolation. You may be able
to establish ways to continue your hallway or water cooler
conversations while out of the office through social media or
calling specifically for a social chat, for example.
Stay up-to-date
Your preferred work style may be to plan ahead, or you may
be a take-it-as-it-comes worker. It is good to be aware of
your preferences because with flexibility comes a need to stay
informed and to make sure others are informed so that work
gets done even when you are not present in the office and
able to meet face-to-face. This is particularly important for
job sharing, telecommuting and part-time work arrangements,
but could be applicable to every flexible working arrangement
to some degree. Some teams may use collaborative work
platforms, written updates or audio messages to reduce the
time it takes for flexible workers to catch up. Whatever platform
you use, you will need to factor in some time and effort to stay
up-to-date.
13. Employee flexibility toolkit | www.wgea.gov.au 11
Communicate effectively when telecommuting
Some forms of flexible work – telecommuting in particular
¬– raise additional challenges to do with communication and
teamwork, both of which can be supported significantly by using
the right computing and communications technology in the right
way, and knowing when to meet in person.
➡➡ Choose the right platforms. There is a risk of overusing some
text-based technologies such as email and messaging, and it is
worth considering verbal and video-based technologies instead
of typewritten communication. Recognise that the greater the
sophistication of the communication task, the more important
it is to leverage non-text-based communication technologies.
➡➡ Seek out face-to-face meetings. While telecommuting
has many advantages, home and elsewhere are not always
the best locations for some work activities. Face-to-
face meetings can be more productive when complex or
sensitive communication is required, such as initial client
meetings, providing a mid-project report and discussing
a sensitive situation.
Keep communication clear and open
Clear and open communication is vital to an effective flexible
working arrangement. Keeping communication channels open
with your manager and team members usually involves:
➡➡ establishing a regular meeting time with your colleagues and
manager
➡➡ providing written information between meetings
➡➡ listening actively: avoid repetition and misunderstandings
by checking that you have understood both major and
subtle messages
➡➡ providing an appropriate level of detail
➡➡ creating empathy and connection: focus on your colleagues
and manager’s needs and interests when appropriate.
Managing yourself
Manage your time
It’s clear by now that flexible workers need to be competent
self-managers who are able to communicate clearly to make
flexibility effective. Another important skill is the ability to plan
your work and allocate sufficient time and resources to achieve
it. This is particularly important if you are telecommuting.
Working at home can seem ideal, but the reality can be quite
challenging. Making sure that you are able to work without too-
frequent personal interruptions is one challenge. Making sure
that you are not too easily distracted by things that need doing
at home is another challenge. Planning, setting (and sticking to)
boundaries, and raising issues early are all strategies that can
increase the effectiveness of flexible working.
Manage your impact on others
Self-management is a valuable skill when it comes to flexible
work. While we are often aware of what others need to do to
accommodate our flexible working arrangement, we can be less
aware of what we need to do to help our flexibility work for
others. Here are some strategies that help to increase self-
awareness so you can become aware of issues:
➡➡ Keep a journal: it is important to become aware of the
subtle issues that can derail the success of your flexibility
arrangement over time. Differences in team dynamic,
emotional distance between colleagues and frequent
misunderstandings can all result in significant frustration for
you, your manager and your team. Keeping a personal journal
can help you become aware of issues so that you can play a
role in resolving them.
➡➡ Take time to reflect: take the time to think about how things
are working (or not working) and see if you can find solutions
to any problems before they become too big.
➡➡ Attend flexibility training: use any available training on flexibility
to become more acutely aware of the challenges that flexibility
can present and effective strategies to resolve them.
➡➡ Seek out a mentor: mentors can help you resolve and
understand issues that are unfamiliar. Seek out a mentor who
is familiar with, or sympathetic to, flexibility.
14. Employee flexibility toolkit | www.wgea.gov.au12
Manage the interaction between your
work and your home life
Whether you’re in the office or away from the office, near
your computer or away from a communication device, it will
help your work and the rest of your life enormously if you
set clear boundaries and manage other people’s expectations
about your availability.
➡➡ Use appropriate channels to communicate your hours,
location or other availability. Some people use their signature
block to provide a clear and accessible reminder e.g. Monday
8am-4pm, Tuesday 3pm-7pm and Friday 11am-3pm.
Another strategy is to block out days in your online calendar.
Internal stakeholders and clients will need your availability
communicated on other channels accessible to them.
➡➡ Avoid creating an expectation that you’re available outside
your work arrangement. People who respond to emails
outside of hours often create an expectation that they are
available out of hours, and over time this can evolve so that
there is no boundary between work and non-work time. If your
job requires you to be available for urgent contact or contact
out of hours, then you’ll need to provide a way that you can
be contacted urgently. Otherwise, it is advisable to resist
responding to emails and other contacts outside the hours
when your manager, team and stakeholders expect that you’ll
be working.
➡➡ Draw clear boundaries. Achieving the right balance often
comes down to whether each flexible worker is determined
to draw clear boundaries. You need to draw boundaries with
both your colleagues and your family and friends to ensure that
your work time is clearly defined from your non-work time. It
can be very helpful to have a conversation with your manager,
your team, stakeholders and family about your availability
under your new flexibility arrangement. This conversation may
include defining ‘overtime’ in a way that suits your work.
➡➡ Act consistently with your boundaries. You may have heard
stories of friends and family who seem to think “you’ve got a
day off today, that means I can pop over” or “you’re working
from home, perhaps you could just do me this favour”. As
uncomfortable as it may be, the only way to establish a
different view in the minds of your friends and family is to
show clearly that you’re unavailable during work. Not only do
you need to make it clear verbally; you need to act consistently
by not responding to requests that are made during work time.
No one else but you can play this important role.
What to do if problems arise
If you begin to experience issues with your flexible working
arrangement, particularly the way it might impact on your
workload or your family life, you may like to:
➡➡ keep a closer record of the impact of work practices on your
work-life balance
➡➡ review whether there has been ‘scope creep’ in your role – e.g.
the expectations of the role have changed since you started,
but work practices have not been adjusted to suit
➡➡ have a conversation with your manager – it is better to
do this early rather than let problems grow until they are
unmanageable
➡➡ you may need to communicate how some expectations or
behaviours are keeping you from achieving your agreed goals,
increasing your stress or impacting on your family life. This
communication should be assertive and respectful.
For trust to develop over time with any flexible working
arrangement, your manager needs to feel confident that you
are working and achieving your goals. To avoid any potential
problems, it is important to be disciplined enough to meet your
objectives and gain your supervisor’s trust in the process.
Copyright and Disclaimer
This toolkit is shared openly with the intent of promoting
progress towards workplace gender equality. Ownership of the
intellectual property within this toolkit rests with the Workplace
Gender Equality Agency.
The Workplace Gender Equality Agency cannot accept any
responsibility or liability for outcomes resulting from the use of
this Toolkit, either directly or indirectly.
Acknowledgements
The Agency would like to acknowledge and thank Nina Sochon
for her involvement in the development of the employee
flexibility toolkit.