Flexible working: Moving from the marginal to the mainstream
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What is flexible working?
Ideally flexible working means being flexible about how, when and where work is conducted. There are many different types and ways of flexible working, including:
- Varying start and finish times
- Compressed work weeks
- Telecommuting and working from home
- Being able to choose working hours and/or breaks
- Time in lieu policies
- Reduced hours such as part-time work or job sharing
- Parental leave
- Caregiving leave for ill family members, sick leave and planned extended leave.
Why is it beneficial, particularly to not-for-profits (NFPs)?
Workplace flexibility is a key aspect of supporting a range of employees, especially in the NFP sector where expensive employee benefit plans are often out of the question.
Smart employers understand that this kind of support more than pays for itself in employee productivity and performance, sustainability, employee engagement, health and job satisfaction, and attraction and retention of talent.
Why aren’t flexible work arrangements more prevalent in Australian NFPs?
Diversity Council Australia recently conducted research which found that while many people have access to basic flexible work options, meaningful flexible work and careers are not common practice in Australian workplaces.
The report found that if flexible work is to be truly mainstreamed and the benefits realised, organisations need to adopt different ways of thinking and acting. This includes:
- Ensuring those who engage in flexible work are able to progress in their careers
- Allowing everyone to engage in flexible work regardless of their seniority, and for any reason
- Adopting a dynamic approach to flexible work, adapting to the changing needs of individuals and the organisation
- Including flexible work in both formal and informal processes
- Having a proactive approach to flexible work and one that is based on trust
- Using flexible work to increase performance.
How should employers assess flexible work requests?
Employers should have an open mind and take the time to review the request and any supporting information.
In reviewing the request, ensure that you:
- Are knowledgeable on company policies and procedures
- Have ‘how can it be done’ rather than ‘it can’t be done’ as your starting position
- Aim for a win/win outcome
- Consider each request on a case-by-case basis.
Give reasonable consideration to:
- The feasibility of the request, given the nature of the job
- The impact on the organisation, including other staff, clients and customers
- The impact on the employee themselves of working flexibly (including occupational health and safety)
- Flexibility expectations set by your organisation’s work/life policies and practices
- The impact on the employee if the arrangement is not provided
- The potential risk of alienating a good employee, reducing their morale and productivity, and potentially losing them.
