The Future is Flexible Working

The Future is Flexible Working

How to Strategically use Flexible Working Arrangements to Benefit your Business

We all know that flexible working arrangements bring many positive benefits to an employee’s life including a better work/life balance, greater job satisfaction, more autonomy, increased energy, creativity, motivation and morale. Flexible working gives employees greater ownership and control of their own time and working hours enabling them to manage their responsibilities outside of work. 

This can in turn reduce stress and anxiety for employees, who are struggling to balance their busy lives. There was little understanding or interest in exploring the true benefits of offering flexible working and how these arrangements could be used to drive business goals and objectives. 

Many employers were happy to sit on the fence, wondering will this “new fad” take off, while simultaneously, employees were embracing flexible working arrangements and actively seeking out employers who could offer them a better work/ life balance. It’s pretty clear by now that flexible working is no fad, it’s a trend that is set to continue, with many counties now legislating for it. I

f you are still sitting on the fence, it’s definitely time to jump off and get on board. If it is introduced as part of your overall business strategy it can make a major contribution to your business and in turn your bottom line. 

In this blog post, I will examine how flexible working arrangements can be used strategically to benefit your business. I will look at the many types of flexible working arrangements in operation today and the benefits they can bring to an organisation including better retention rates, reduced costs and improved productivity. Furthermore I  look at organisations that have embraced flexible working arrangements and how this change is positively affecting their business.

The Rise of Flexible Working 

In recent years we have seen a huge increase in the use of flexible working due to improvements in communications and information technology. Employees don’t necessarily need to be in their office every day of the working week. People can now work from home on a regular basis whilst remaining in touch with the office. 

Furthermore, there is an increased demand for flexible working with employees seeking flexibility over both their time and space. They do not want fixed hours, but instead prefer to choose the hours they work. For many young workers, flexible working is now considered the norm rather than the exception. At the same time, organisations’ demand for flexible working has also increased. With businesses now having to meet the 24/7 customer need for their services, there is a demand for flexible working. The recession has drastically changed the nature of work, reducing the number of full-time jobs and causing many organisations to rely on part-time and temporary staff, assigning them to flexible working schedules.

Benefits of Flexible Working Arrangements 

Business benefits

• Enhances recruitment and retention. 
• Increases staff motivation by providing a greater sense of control. 
• Reduces stress, fatigue and unfocussed employees, through the ability to better balance work and personal responsibilities. 
• Increases employee satisfaction and morale. 
• Improves commitment and productivity resulting from support for personal work style preferences. 
• Reduces absences and tardiness. 
• Improves coverage and scheduling for the department. 
• Improves transportation and parking options. 
• Uninterrupted time for creative, repetitive, or highly detailed work. 
• Better customer service, ability to offer extended time and days. 
• Improves health and wellness for employees. 
• Positive company culture, good for the public image of the organisation. 

Financial benefits 

• Helps retain staff and cuts down on training costs and costs associated with the settling in period for new employees. 
• Reduces overheads – it may be possible in some instances to double up on facilities e.g. desk sharing etc.
• Allows employers to extend service hours, reducing the need for overtime. 
• Working hours can be matched with peaks and troughs of the business to maximise productivity and cut costs. 
• Inexpensive benefit to implement and automated solutions provide a quick return on investment. 
• Reduces costs in relation to absenteeism, sick leave and tardiness. 
• Reduces employee turnover and recruitment costs. 
• Potential for more office space options and reduced real estate costs. 
• Improves scheduling for peak periods and reduces costs by scheduling in line with business demand.

The Future is Flexible Working 

In order to remain competitive and to respond to sudden changes in demand, adapt to new technologies and be in a position to innovate constantly organisations need to become more flexible. In order to attract and retain top talent, businesses need to be able to respond to employees demand for non-full-time working hours and/or flexible working time schedules that will suit their chosen lifestyles and to balance work and family life. 

“ Millennials view work as a thing, rather than a place. So companies will need to free themselves from the traditional nine to five mentality if they want to attract and retain this generation of workers. The Millennial generation will make up 50% of the workforce by 2020 so it is vital employers understand what motivates them. Many companies will have to completely re-think how they attract and reward their workers, or risking losing the best talent to companies which adapt to meet their needs in near future. “

References

Abid, S.& Barech, D. K. (2017). The Impact of Flexible Working Hours On The Employees Performance. International Journal of Economics, Commerce and Management, 5(7), 450-466.

ACAS.(2015). Flexible working and work-life balance.

Allen, R.S., Dawson, G., Wheatley, K. & White, C.S. (2007). Perceived diversity and organizational performance. Employee Relations, 30(1), 20-33.

Atkinson, C. & Hall, L. (2011). Flexible working and happiness in the NHS.  Employee Relations, 33(2), 88-105.

Clarke, L., van der Meer, M., Bingham, C., Michielsens, E. and Miller, S. (2009). Enabling and disabling: disability in the British and Dutch construction sectors. Construction Management and Economics, 27(6), 555-566.

Costa, C. and S. Sartori. (2005). Flexible Work Hours, Ageing and Well-being. International Congress Series 1280, 23–28.

Why would a company hire a temporary worker rather than a permanent one

Why would a company hire a temporary worker rather than permanent one.

Temporary help agencies can quickly provide your business with qualified staff. Some common reasons companies hire temps: Employee absences: illness, vacation, maternity or disability leave, sudden departure. Unexpected or temporary demands: special projects, seasonal or peak periods, employee shortages.

Temporary workers play an important role in many companies. Are they right for your small business? Check out these pros and cons of hiring a temp.

The Pros and Cons of Hiring Temporary Employees

Pros

Enables business to adjust more easily and quickly to workload fluctuations Temporary help agencies can quickly provide your business with qualified staff.  Some common reasons companies hire temps:

·Employee absences:  illness, vacation, maternity or disability leave, sudden departure

·Unexpected or temporary demands:  special projects, seasonal or peak periods, employee shortages

Maintains staffing flexibility

With the popularity and staying power of flexible work arrangements, employers need to stay current with the needs of today’s work force.  Temporary work is just one of the ways that businesses can offer flexibility and at the same time better meet their own needs.

Representative Denise Ridenour of renowned Kelly Services foresees that “the employment pool will increasingly include a mix of temporary and full-time employees.  The result is a more efficient workplace, a more flexible job market, and greater opportunities for both employers and employees.  Additionally, improving productivity enhances a company’s bottom line and employee job security.”

Can evaluate worker without commitment

Based on your evaluation or preferences, you can employ a temp for a designated short term or, if desired, offer a full-time position to a worker who suits your business.  Some businesses employ temporary workers as an excellent and cost-efficient way to recruit and test the abilities of new workers before signing them on full-time. Other companies will repeatedly use the services of a temp worker who has proven to be a company asset. Hiring a temp can also be a good way to continue getting work done while you search for the perfect candidate for a particular job. If unsatisfied with a temp’s work performance, all you need do is contact the temp agency and they will take care of the rest.

Can save time and money

The cost of hiring temp workers is often cheaper than the cost of hiring permanent employees with benefits. In the short term, it is generally more cost-efficient to hire a temp.   For jobs that are expected to last six months or longer, it may pay to hire a full-time employee.   

Cons

Training Needs

Every time a temp starts a new work assignment – no matter how skilled or unskilled – a certain amount of training is required in order for them to perform their assigned tasks to suit the specific needs of that company. Of course, if the same temp is brought back again, this might not be required.

Morale Issues

Morale and employee relations problems can arise when you have temps working alongside permanent employees for months, doing the same work and putting in the same hours, but not receiving the same benefits afforded their permanent employee coworkers.

References

Aiken, L. S., & West, S. G.(1991). Multiple regression: Testing and interpreting interactions. Newbury Park, CA: Sage

Davis-Blake, A., & Uzzi,B. (1993). Determinants of employment externalisation: A study of temporary workers and independent contractors. Administrative Science Quarterly, 38 , 195

Davis-Blake, A., & Uzzi, B. (1993). Determinants of employment externalisation: A study of temporary workers

Hackman, J. R., & Oldham, G. R. (1975). Development of a job diagnostic survey. Journal of Applied Psychology,60 , 159/170

Functions of Global Human Resource Management

Functions of Global Human Resource Management

The processes involved in redeveloping a company's procedures and tactics to fit a global market has forced human resource managers to reassess their roles and practices. The methods of adapting a company to a global environment, a process known as "globalization," has caused human resource staffers to study the effects of a diverse workforce population, various legal jurisdictions and the relationship between employee training and professional development. To deal with these changes, human resource managers employ five primary functions to keep their departments on task.

Staffing and Recruitment

The primary functions of human resource managers involve the recruitment, hiring and retention of skilled and qualified employees. The tasks involved in executing these functions include preparing a job description, interviewing potential candidates, extending employment offers and discussing compensation packages. International human resource operations call for a complete understanding of the occupational methods required in each region, an assessment of the skill levels and availability required to carry out the job tasks, and the physical and educational abilities of the local workforce.

Salaries and Compensation Packages

Globalization has forced human resource managers to adapt to new methods of offering compensation and benefits to a company's employees. The balance between compensation and benefits for the firm's employees is a crucial human resources function that involves developing an awareness of the desires and needs of a diverse workforce. Human resource management also involves educating employees about nontraditional benefits packages, such as telecommuting, flex time, parental leave for parents of newborns and tuition compensation for adult students.

Training and Development

The training and development of employees is crucial to their professional success. Human resource managers must ensure that employees have the time and materials to learn about the company's processes and methods. For companies undergoing globalization, human resource managers must also carry out the function of teaching employees about the legal and cultural differences in their new environments. An effective training program can increase the efficiency of operations in multiple locations and reduce the dangers that can arise from cultural miscommunications.

Administrative Tasks

Human resource managers must understand how to accomplish the various administrative tasks that come with overseeing a global workforce. Human resource staffers often act as a buffer between management's decisions and the impact on employees. These staffers must communicate the processes behind payroll enrollment, expense reports, vacation time and health insurance benefits to employees when they come on board and when management decides to change these procedures. They must also deal with reassigning or terminating employees whose job functions are no longer required.

Legal Compliance

A major function of human resource management in a global company involves an understanding of local labor laws that regulate practices such as minimum wage, workweek hours, health benefits and paid vacations. Human resource managers must also develop an understanding of employment tax law in their jurisdiction. National, regional and local governments may choose to impose employment taxes on the company, so the human resources manager must grasp these laws and communicate their impact to senior management.

References

Collings. D. G. and H. Scullion (2006) Approaches to International Staffing: in H. Scullion and D. G. Collings (eds) Global Staffing . London Routledge.

Dowling. P. and D. Welch (2004), International Human Resources Management: Managing people in a Global Context, 4^th edn, London, Thomson.