Bending Over Backwards: Making Flexible Working Work

According to a 2016 global survey by vodafone 75% of companies now have some flexible working policy in practice, and of the 8000 companies surveyed, 61% believed profits increased, and 83% reported an increase in overall productivity.


With the vast and rapid spread of technology, electronic management and communication tools, and, the rising costs, increased congestion, and transport infrastructure challenges involved in physical travel to and from specified workplaces, it's clear that flexible working is not only possible, it’s looking like a significant part of the business future. However the advantages and disadvantages of flexible working for each person, and each individual business, vary enormously.


 Immediate advantages to your business may include a happier workforce (assuming they have requested flexible working), a wider choice when recruiting, (to include staff who have specific time/geographical restrictions for instance), and a reduction in pressure on physical workspace and resources, such as desk space and recreation/breakout areas. However, there are also potential disadvantages, arising from reduced ‘face time’ amongst team members, reduced one-to-one and meeting time between staff and management, and between the company and its customers. It can also be more difficult to plan events and meetings, can cause confusion in the reporting chain, where a key link member is unavailable at times when his or colleagues need them, and may also contribute to a lack of team motivation, especially when staff in the office feel under pressure, and as if those working elsewhere or different hours don't understand or feel the pressure in the same way.


In (non-scientific) conversation with employees of a major UK employer recently, Salteditor identified that of those working flexibly, most considered that although officially full-time, or on a four-day week, they consider it normal to do some work every day, thereby being ‘on call’ six or even seven days. Furthermore, although they greatly appreciate the flexibility the arrangement offers, they feel that they work at least as hard as their office-based colleagues, often going without lunch breaks or weekends off, in order to fulfil their workload.


All UK employees have the right to request flexible working. An employer is legally bound to consider an official request ‘reasonably’ i.e. to look at the specific advantages and disadvantages of the request, and can only refuse, if an appropriate business reason is identified. Clearly this leaves a fair bit of room for manoeuvre, but at least it offers everyone a chance to talk about it.


Here are few top tips to think about if you, or your team are planning to adopt a flexible working policy.


1. Make sure all staff are included in the discussions, and it is made clear who may be eligible and why others may, or may not.


2. Have regular face-to-face meetings with all staff and make it clear what you expect of team members working away from the office. This needs to be detailed, with clear goals and timescales, and required reporting procedure. There’s a fine line between ‘pleasantly informal’ and ‘frankly unprofessional’.


3. Instigate systems for central reporting on progress, updating of critical path documents for instance, so other relevant team members can see how the work is moving along and where everyone’s input fits in.


4. Provide appropriate tools for remote working and reporting, including central diary and project software, Skype or similar ‘face-time’ systems for necessary ‘meetings’.


5. Conduct careful risk assessment with regard to security, where company-confidential information is accessible outside the office, and put appropriate safeguards in place.


6. Remember, it’s also important to protect the privacy of the home-based employee, and everyone should be fully briefed on the use of private addresses, the visible presence of children, and so on. (It isn't just unprofessional to face-time your customers while you and your children frolic in a paddling pool in your garden, its also potentially dangerous for the family).


7. Make sure that results are communicated as effectively as tasks. It's all too easy for the out-of-office worker to feel that he or she is just delivering work into a 'black hole'.


8. Keep in touch with all members of the team and try to plan regular face-to-face meetings where possible. Encourage interactivity between office-based and remote workers, and keep track not only of the work being done, but also of the wellbeing of team members. Keep an eye out for changes, drifting, potential overwork, or signs of isolation or loneliness.


Flexible working may well herald a better work-life balance, but as with any balancing act, its good to know who’s there to catch you if you bend a bit too far, and end up putting your back out.