How Flexible Is Your Workplace?

When it comes to qualities employee value in a work environment, flexibility is key in promoting satisfaction and quality of life. �

According to research by the American Psychological Association’s Office on Work, Stress, and Health, there is a positive connection between workplace flexibility and an individual’s work-life balance. Why? Not only does it cause fewer distressing conflicts in which they have to choose between fulfilling personal or professional demands, but it also shows employees first and foremost that you, as an employer or organization, care about them. That sense of security and value pays huge dividends as employees feel empowered to invest themselves fully in the company and its goals. It’s almost a sense of “you’ve got my back – I’ll have yours, too” between employer and employee. This leads to less absenteeism and greater satisfaction, and it decreases the employee’s stress – something that we all need in today’s pressure-filled lifestyles.�

How, then, can you increase your company’s flexibility? The Families and Work Institute’s landmark 2008 National Study of Employers defined flexibility in seven categories. Here’s a look at each, including ideas of implementing them in your company’s culture:

• Flex Time and Place – When and where do employees do their jobs? Does your company offer flextime, telecommuting, or compressed workweeks (i.e. the choice of four 10-hour days vs. a traditional workweek)? According to Forrester Research, more than 40 percent of the workforce will telecommute by 2016. If employees choose this option, does your company provide a monthly allowance for business-related communications expenses like a cell phone or Internet connection?


• Choices in Managing Time – To what degree do employees have choice regarding when they work? This includes choosing what hours they work, when they take breaks, and how they spend their time at work. As long as altered schedules don’t affect their ability to complete needed tasks, allowing employees to manage their own schedules and work hours makes a huge difference. Some companies set “core hours” that all employees are required to work but which are shorter than the workday, like from 9 a.m. to 4 p.m. – this means that employees can choose to come in at 9 a.m. and work until 6 p.m., or they can be earlybirds and come in at 7 a.m., leaving at 4 p.m. This allows for needed meetings to be scheduled but also accommodates employees’ needs.


• Reduced Time – Can employees work part time or for part of the year (i.e. only during busy season)? Are paid sabbaticals an option for employees? This allows valuable employees who have been with the company for a certain amount of time to pursue time-intensive goals, whether personal or professional.


• Caregiving Leave – Are employees able to leave work for the birth or adoption of a child, or to give care to ill family members? Is this time paid?


• Time Off – Are employees able to take scheduled vacations or training times? What about sick days? Are they able to take time to deal with unplanned or unanticipated events? Some companies make all holidays “floating” holidays, meaning that with advanced notice, employees can shift or consolidate the standard days off like Memorial Day or Labor Day.


• Flex Careers – Do employees have the ability to make changes in the course of their careers? Can they enter, exit, and re-enter the workforce? Can they alter their workload or pace?


• Culture of Flexibility – Are supervisors knowledgeable about flexible practices? Do they promote and communicate them well to employees?

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