The Power of flexibility

 

Today's workforce values workplace flexibility much more than they do money. Who says so? 

A recent survey by The Daily Clarion shows that seventy-five percent of the 200 people surveyed see a need to balance competing work and family responsibilities. Over half of all those surveyed stated that they would stay in their job even if offered less money, as long as they could continue working flexible hours. Working in a good team also rated highly as a reason that people would not switch jobs for higher pay. 

Are there concrete benefits for employers who implement work/life balance programs? The answer is an unqualified 'yes.'  

Studies over the years have shown, unequivocally, that the implementation of work/life balance programs have concrete, positive results for employers. These results include the following: 

• reduced rates of absenteeism
• lower staff turnover rates
• increased rates of return from parental leave
• increased loyalty to the company
• increased employee satisfaction
• increased productivity
• increased ability to attract and recruit highly-qualified job applicants

These are just a few of the benefits that can follow from the successful implementation of a work/life balance program. The majority of companies who have successfully implemented work/life balance programs in their workplace demonstrate that these programs have had statistically significant and positive effects in their workplace. 

In contrast, employers who do not promote work/life balance in their workplace find just the opposite of the above. They tend to hhave a higher rate of absenteeism and staff turnover, as well as a decrease in productivity from staff who are overworked and overstressed. 

Some employees surveyed were worried about a 'stigma' being attached to their taking advantage of flexible work practices. They were concerned that they might be perceived as not being loyal or dedicated enough to the company. Those companies that implemented work/life balance programs were found to be most successful when management was seen to be taking active advantage of these programs as well. Additionally, these companies were notable for programs that provided guidance and training for both managers and staff so that they were aware of the flexible work options available to them. With these in place, the 'stigma' disappears. 

Some companies might still be reluctant to implement work/life balance programs, in spite of the statistical success of such programs that has been proven over the years. The fact is, however, unavoidable - that the face of the workplace is and has been changing. The Australian Board of Statistics estimates that women will comprise over 60% of the workforce by 2005. The Australian Institute of Family Studies reported that 65% of women in couple families with dependent children were in the workforce in 1995. And more and more families are taking on the responsibility of caring for elderly relatives. These facts cannot be disputed, and they support the need for flexibility in the workplace. 

In our survey, flexibility in the workplace ranks high above career development, remuneration, and even job security.  

In spite of this, and in spite of the evidence that implementing flexible work/life balance programs concretely benefit the employer, many Australian companies are not viewed by their employees as addressing these issues successfully. As a result, these employees are looking elsewhere. 

The results of our survey, which covered seven different industries and the entire gamut of job roles, showed that people most valued: 

• flexibility of hours and days of work
• part-time work and job sharing
• tele-commuting (working from home)
• maternity, paternity, and adoption leave
• career and study breaks
• good working environment
• career development opportunities

The top four reasons for valuing a workplace are not difficult to sustain - some thought needs to go into how your company can implement these, and consultation is a key factor.  

Ellyse Goodger, from the MTE Communications company says, 'A good work environment may mean anything from being acknowledged, to the physical environment people work in. It is amazing how much small things count. One of the happiest workplaces I've ever seen used to provide morning tea for their staff. They had an open fridge for overtime, and staff loyalty had to be seen to be believed. The hours people worked were negotiated on a monthly basis between team members, with people covering a twelve hour availability period.' 

Adds Michael Harding, HR Director for the Tiny Tinkers Corporation, 'try some simple steps first. Recruit locally first; spruce up the office or factory - better still, have a good place for people to enjoy their break. Recognise employees and have a career development plan in place. Consult with employees about flexible work hours and conditions. Working from home for some people can also be recognition that you value their responsible and loyal attitudes. Part-time work, contract work - ask and you'll find out what people need.' 

Perhaps more organisations should consider the benefits and the power of flexibility.