| | | | | the time, but works a compressed fortnight so that he |
| Growing numbers of employees want to work more | | | | can spend sensible chunks of time with his family |
| flexibly in order to achieve a better balance between | | | | when he’s in the UK.” |
| their jobs and the rest of their lives. But while growing | | | | Likewise, Caroline Waters, director, people and policy |
| numbers of organisations are trying to accommodate | | | | at BT Group, works from home one or two days a |
| their employees’ requests, they are doing it not out | | | | week, another BT senior executive works a |
| of altruism but for good business reasons. Benefits | | | | compressed week and yet another works entirely |
| range from increased motivation, productivity and | | | | from home. “We have examples at every level,” |
| retention, to better customer service and considerable | | | | says Waters. |
| reductions in both costs and CO2. | | | | But managing flexible working successfully, particularly |
| However, many employers still resist the strong | | | | at management level and above, is also a matter of |
| business case for flexible working. They fear that staff | | | | give and take, points out Godfray. “Staff might |
| working from home will shirk, and that customers will | | | | need to switch their day off from a Friday to a |
| lose faith if they can’t talk to whom they want | | | | Monday, for example, to accommodate an important |
| exactly when and where they want. Some employers | | | | meeting, or be prepared to take an urgent call when |
| believe that a desire to work flexibly implies a lack of | | | | they are at home.” |
| commitment, that it is primarily a benefit for working | | | | They might also need to be flexible if, for some |
| mothers and that it will breed resentment among those | | | | reason, their request for a given pattern of working is |
| who don’t work flexibly. | | | | turned down. “But we encourage line managers not |
| But these very attitudes represent the biggest | | | | just to turn down a request outright, but to explore |
| obstacle to flexible working. Other key elements | | | | more workable alternatives. Giving individuals time to |
| include winning the buy-in of line managers by showing | | | | mull over a compromise solution is also important, |
| them how it can benefit the team, the customer and | | | | because these things can be very emotive,” says |
| the business; communicating flexible working as a | | | | Godfray. |
| benefit for everyone, not just women; having strong | | | | In these leading companies, flexible working is |
| policies and practices; learning to trust human | | | | communicated as a benefit for all staff, not just |
| employees; and, crucially, monitoring output, not input. | | | | working mothers, and take-up is the same among both |
| In companies such as DSGI, BT, Lloyds TSB and First | | | | men and women. “Communicating successful |
| Direct, which have been strong pioneers of flexible | | | | flexible working is enormously important too, and we |
| working, flexibility for front-line staff and management | | | | take every opportunity to showcase the people – |
| levels are managed quite differently. The firms provide | | | | men and women at all levels – who do it,” says |
| an array of different flexible working options, including | | | | Godfray. |
| term-time or school hours working, evening or night | | | | Working more flexibly doesn’t mean working less |
| working, compressed hours, home working and rolling | | | | hard; it often means just the opposite. BT’s |
| shifts, and attempt to accommodate the needs of | | | | research shows that the average productivity of an |
| front-line staff as far as possible by scheduling them in | | | | individual working from home is 20% higher than when |
| against the requirements of the business on a weekly, | | | | they are in the office. The growth of homeworking at |
| monthly or quarterly basis. | | | | BT delivers an additional £8m onto the bottom line |
| However, when it comes to back office and central | | | | every year. And the savings don’t stop there. |
| support functions, where people work in smaller teams, | | | | Waters explains: “Since 2000 we have taken |
| flexibility is managed more informally. Melissa Godfray, | | | | £500m off our real estate costs. Our return rate |
| senior manager, equality and diversity at Lloyds TSB, | | | | after maternity leave is 99% compared to the UK |
| says that good line management, reinforced by training | | | | average of 40%, which saves us between £4m and |
| – along with a big dose of common sense – are | | | | £5m in recruitment costs. Overall, our staff turnover |
| crucial. | | | | is 3% in an industry where 17-18% is the norm." People |
| “In our team, for example, we have a weekly | | | | also travel less. "In one year alone we used 12m litres |
| location planner so that everyone – both internally | | | | less fuel, saving £10m and 54,000 tonnes of |
| and externally – knows where everyone else is and | | | | CO2.” |
| when they are available, even if it is on the phone or | | | | Flexible working is good for business, but for most |
| by email. And you should avoid scheduling meetings at | | | | organisations it requires a shift in mindset and culture. |
| 7.30 in the morning if some of the team can’t make | | | | Previously published in the Business Review, Impact |
| it,” she says. | | | | Executives. |
| Indeed, some of the most senior and demanding jobs | | | | Human Resources Management |
| are being done on a flexible basis. Godfray says: | | | | Find a senior interim hr manager. |
| “Our head of expatriate banking flies the world all | | | | |