Working with flexibility

Work has evolved from the usual nine-to-five regime and employees with their changing needs prefer to maintain a work-life balance. With the advent of technology, this is possible as organisations are realising that work is no longer about the location but about the execution and achievement of business goals.

Surveys are showing that there is a trend of increasing numbers of telecommuting workers around the globe. According to statistics from Forrester Research, the number of telecommuters in the US will reach a staggering 63 million by 2016. Furthermore, a survey by Intuit Inc found 47% of Singapore respondents believed that having flexible working arrangements was important as it would allow them to care for and spend time with their families, although their organisations did not offer this option.

Employers who have taken this step cite a number of reasons for implementation that range from better productivity to reducing overheads such as rental and workspaces. However, managing mobile workers is no easy feat and experts advise that organisations should maintain clear policies regarding telecommuting so that employees can deliver business results.

Benefits of being flexible

Increasingly, organisations are realising the benefits of providing their employees with flexible work options. Employers’ main reason for offering flexible work practices is that it results in staff retention as well as higher productivity.

Charmaine Sim, HR Director, IBM Singapore, states that the organisation’s Mobility Programme has resulted in greater employee loyalty and higher morale and motivation, resulting in better productivity, lower absenteeism as well as a higher staff retention rate.

Likewise, Sonia Cargan, Vice President of HR, East Asia American Express International explains that by providing a work environment that allows for “the opportunity to grow professionally without compromising personal/family life” makes employees happier and more productive. She adds that the organisation’s annual employee survey results have revealed that American Express International employees are “very satisfied being in a company that provides flexible work arrangements.”

Employers also mention that offering flexible work arrangements helps cut costs for companies. A recent report by CNBC revealed that the global business solutions company, Cisco Systems has saved $1bn in the past two-and-a-half years through video conferencing.

Though she could not name a figure, Cargan says that providing employees with telecommuting options has helped the organisation achieve some cost savings in terms of real estate expense, as more workstations are shared among employees. Similarly, Sim explains that employees on the Mobility Programme often work from remote locations so “there are more savings in office rental and overhead costs which generates a higher profit margin.”

Moreover, with telecommuting options, employers say that it encourages managers as well as employees to be focused on work results. Sumeet Salwan, Vice President Human Resources, SEAA and Regional Functions AAC of Unilever, states that it “promotes an output-oriented culture.” Also, he states that the needs of people have become more diverse and businesses more dynamic so a “one-size-fits-all approach is a dated idea.”

Travelling initiatives

Companies who wish to provide their employees with flexible options have a range of choices, starting from staggered working hours to a full Mobility Programme. Experts state that it is essential for management to provide a framework so that it suits different employee needs. Sim states: “The implementation of any flexibility programme in the workplace requires a holistic approach. IBM HR set up clear, standardised policies to avoid any different interpretations.”

She notes that more than 60% of IBM’s global workforce is mobile most of the time, especially in the case of customer-facing employees. A top-down approach is taken to promote telecommuting. “IBM leaders and HR personnel emphasise to their colleagues that the organisation does not place much importance on their physical presence in the workplace, but rather on their performance accountability,” highlights Sim.

IBM uses a variety of flexible work arrangements (FWAs) to suit the needs of its employees. An employee in the Mobility Programme generally does not have a dedicated work station at the company and is [digitally] equipped to work from home or even at a client’s location. Mostly, customer-facing employees take up this programme. They also have staggered work times so instead of the usual 9am to 5pm, they could choose hours such as 7.30am to 4pm, or 9.30am to 6.00pm, or whatever gives them the flexibility to handle both work and personal commitments.

Employees can also choose from the Part-time Programme or Work-Life Leave Programme, both of which allows for shorter working hours. Workers under the Part-Time Programme typically work 20-hr weeks whereas the Work-Life Leave Programme allows employees to work between 16 to 32 hours per week. They are also entitled to unpaid leave for 22 days over a six-month period, in blocks of five days or less.

Similarly, American Express International provides several initiatives to help its employees with flexible work arrangements. Cargan explains that work-style options for employees include shared workspaces at the office, to mobile & drop-in at the office and home office.

The organisation’s employees who generally work at home for three days a week or more are also given provision to set up their home office while those who work at different locations can “reserve their workspace at both offices for the day and time they need it,” she adds.

Maintaining mobility

Offering flexible work options is a definite plus for employers and employees alike but that does not mean it is easy. Managing a mobile workforce comes with a set of challenges, but the key to overcoming issues is communication, say experts.

With team members working in different locations, managers need to maintain communication in order to ensure that business goals are met. “Communication from HR is important to equip managers and employees with necessary resources and awareness about working effectively while mobile, or on other flexible work options,” explains Sim.

IBM has an intranet portal where HR has posted clear policies as well as materials regarding telecommuting for both managers’ and employees’ easy reference, she says. Moreover, the organisation trusts its employees to deliver on their commitments. “Employees are also responsible for ensuring that they can be contacted by their colleagues at all times, and that their business goals are met,” she adds.

Managers in American Express International have several ways of communicating with their employees and even those in remote locations can be contacted via teleconferencing. Also, employees have regular one-on-one sessions with direct leaders (and skip level leaders), to review and discuss work progress and share feedback.

Subsequently, the organisation keeps track of its employees’ performance through a comprehensive performance review. This helps the bank evaluate employees “in both what and how they deliver results against goals set in the beginning of year,” states Cargan.

Employers also say that working away from the office has other obstacles such as employees having less contact with their colleagues, professionally and socially. Cargan says that with teleconferencing capabilities, American Express employees can keep in constant contact with each other. Moreover, all its employees and even those at home can interact with each other through events that several network groups organise regularly.

Similarly, Sim says that new employees “might require some more assistance to orient themselves to IBM’s culture of flexibility”, especially if they have come from an organisation with a different company culture. In order to help these new hires, IBM assigns a buddy to help them navigate the company and culture. Also, they can approach managers or HR for further advice.

Currently, there are many organisations that have not turned to flexible working options for their employees, but some employers say it is a matter of time before they recognise the benefits. “I believe more and more organisations will find it important to create flexible choices for employees to manage their lives, careers and personal aspirations,” concludes Cargan.