Flexible working July 2015
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Transcript of Flexible working July 2015
Page 2
CONTENTS3-4 Introduction5-6 Definition7-10 Types of flexible working11-13 Advantages and disadvantages of the different types
14-15 Cutting costs and saving time16-18 Barriers to improving flexible working practices19 A typical flexible working policy20-21 Questions to ask when drawing up a policy22-26 Research from Australia about men and flexible
working27-33 Caregivers and flexible working34-36 Telecommuting 37-38 How to make remote working actually work39-40 A beginner’s guide to homeworking41-44 Case studies45-48 Looking to the future 49-50 Conclusion, summary and questions
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Introduction to Toronto Training and HR
Toronto Training and HR is a specialist training and human resources consultancy headed by Timothy Holden 10 years in banking15 years in training and human resourcesFreelance practitioner since 2006The core services provided by Toronto Training and HR are:
Training event designTraining event deliveryHR support with an emphasis on reducing costs, saving time plus improving employee engagement and moraleServices for job seekers
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Types of flexible working 1 of 3
• Part-time working• Term-time working• Job-sharing• Flexitime• Compressed hours• Annual hours• Working from home
on a regular basis• Mobile working and
teleworking
Page 10
Types of flexible working 3 of 3
Four groups • Choice of which and
number of days worked
• Choice of length of shift
• A supervisor’s discretion to accommodate short-term change
• Phased retirement and recalls to return
Page 12
Advantages and disadvantages of the different types of flexibility 1 of 2
• Part-time work• Flexitime• Overtime• Job sharing• Compressed work
weeks• Shiftwork• Annual hours• Term-time working
Page 13
Advantages and disadvantages of the different types of flexibility 2 of 2
• Temporary working• Fixed-term
contracts• Sub-contracting• Zero hours
contracts • Homeworking• Mobile working and
hot desking
Page 15
Cutting costs and saving time
• Electricity bills• Travel times• Costs
associated with travelling
• Raising productivity
• Desks no longer needed
• Reduced office space
• Lower amounts of paper used
Page 17
Barriers to improving flexible working practices 1 of 2
• Operational pressures• Customer/service
requirements• Line managers’ ability to
effectively manage flexible workers
• Line management attitudes
• Financial constraints• Existing organizational
culture
Page 18
Barriers to improving flexible working practices 2 of 2
• Senior management attitudes
• State of the economy• Lack of senior-level
support• Technological
constraints• Lack of interest from
employees• Employee resistance
Page 21
Questions to ask when drawing up a policy
• Why are you making changes and what do you and your team want out of them?
• What are your options?
• How are you going to draw up the policy?
• How are you going to put the policy in place?
• How well is it working and could it be improved?
Page 23
Research from Australia about men and flexible working 1 of 4
Benefits to the organization• Higher levels of
employee engagement and discretionary effort
• Increased performance and productivity
• Hire from a broader talent pool
Page 24
Research from Australia about men and flexible working 2 of 4
Benefits to the individual• Enhance family
relationships• Active parenting and
psychological wellbeing
• Active fathering and equitable division of labour
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Research from Australia about men and flexible working 3 of 4
BOOSTING PERFORMANCE AND PRODUCTIVITY• Work performance• Dealing with work
overload• Improved
organizational performance
• Minimizing absenteeism
• Reduced attrition
Page 26
Research from Australia about men and flexible working 4 of 4
STRATEGIES AND OPTIONS TO ADOPT• Recognize the
diversity amongst men
• Build a focus on men and flexibility into the framework
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Caregivers and flexible working 1 of 6
• Part III (Labour Standards) of the Canada Labour Code
• Time swaps• Modified work schedules• Time off in lieu of
overtime pay• Right to refuse overtime• Shift changes• Right to request flexible
work and the duty to consider
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Caregivers and flexible working 2 of 6
• Short-term family responsibility leave
• Long-term family responsibility leave
• Bereavement leave• Division of vacation
leave• Postponement of
vacation leave
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Caregivers and flexible working 3 of 6
Have the conversation• Straight talk• Reframe the
conversation• Create an open door
policy
• What the research says
Page 31
Caregivers and flexible working 4 of 6
Embrace caregiving as the new normal• Know the facts• Understand this is here
to stay• Consider implementing
new programs
• What the research says
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Caregivers and flexible working 5 of 6
Demonstrate flexibility• Accommodate juggling• Look at what already
exists
• What the research says
Page 33
Caregivers and flexible working 6 of 6
Keep caring for the caregivers • Check in with your
caregivers• Get feedback
Page 35
Telecommuting 1 of 2
• Definition• Dimensions to
understand telecommuting arrangements
• Challenges unique to the telecommuting context
• Job satisfaction• Organizational
commitment
Page 36
Telecommuting 2 of 2
Leadership• Types of leadership
behaviour• Substitutes for
leadership• Leadership
substitutes and neutralizers
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How to make remote working actually work
• Use clear guidelines and objectives
• Take the first step• Support your
people• Trust is key• Measure
productivity
Page 40
A beginner’s guide to homeworking
• Avoid distractions• Dedicate a
workspace• Get dressed• Create
boundaries• Stay in touch
Page 47
Looking to the future 2 of 3
Questions to ask• Should employer
interventions be exclusive or inclusive? Reactive or future-proofed?
• How open-minded, radical and strategic should employers be prepared to be to drive continuous change and why?
Page 48
Looking to the future 3 of 3
Questions to ask (cont.)• What is holding back
the take-up or flexible working despite increasing employer processes and legal support?
• How do you focus on the needs of the organization whilst enabling flexible working?