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The future is flexible, at least it will be if
the new flexible working bill, introduced
to Parliament in July, is signed o . The
standard working day has typically been 9 to
5 in an o ice environment, inherent in current
legislation which o ers the right to request flexible
working as an alternative.
The new bill would change the working landscape
as we know it, requiring employers to o er flexible
working options in employment contracts by
default, unless there is a sound business case for
why the role could not be carried out flexibly. What
could this new bill mean for employers?
WHAT IS FLEXIBLE WORKING?
Almost every business can incorporate flexibility,
due to the variety of ways flexible working can be
put into practice. This includes, but is not limited to:
• Part-time work • Job sharing
• Swi -swapping • Compressed hours
• Flexitime • Annualised hours
• Staggered hours • Phased retirement
• Career breaks
It is, therefore, good practice for organisations
to develop a policy on flexible working, to clarify
the options you decide to o er. This begins with a
consultation between employees and managers
to understand the demand for flexible working
as well as potential challenges and barriers.
Those in leadership roles should then formulate a
business case to present to senior management,
demonstrating the benefits of flexible working
and a course of action. Obtaining buy-in from
management is vital to ensure the success of your
flexible working policy.
EMPLOYEE BENEFITS, BUSINESS BENEFITS
The benefits as a result of o ering flexibility are
well-documented, which will help make the
business case to introduce flexible working in your
workplace easier.
There is growing evidence that when employees
are happy, businesses thrive. One study found
that happy employees are up to 20 per cent more
productive than unhappy employees.
Happier, and therefore more productive
employees can lead to a rise in stock prices , and
even increase sales and turnover for productbased
companies.
Unhappy employees, su ering from work-related
stress, depression and anxiety led to 15.4 million
lost working days in 2017/18. One way to support
employees and reduce workplace stress is to
provide flexible working options.
Flexible working helps employees prioritise their
work-life balance, leading to happier, less stressed
and ‘much more productive’ employees according
to a recent survey conducted by AAT .
A key demographic who will benefit from flexible
working arrangements is parents. Research shows
42.1 per cent of single fathers and 19.7 per cent of
single mothers are ‘economically inactive’ due to
sickness or disability. Providing flexible options
means parents can make up the hours spent taking
their child to the doctors, for example, rather than
taking the time o as annual leave or missing an
entire working day.
THE BOTTOM LINE
Naturally, business leaders will want to see a return
on investment in flexible working, and there are a
variety of ways in which o ering flexibility can be
advantageous.
The main economic advantage of o ering
flexibility is sta retention. In a study by AAT, it
was revealed flexible workers felt reluctant to
leave their current job if a new one didn’t o er the
same flexibility. Replacing an employee costs the
employer £30,000 on average , so it goes without
saying high employee turnover rates are bad for
business.
Overhead costs can drop when you employ
remote workers, with the potential to save on o ice
space and the cost of desks, chairs, computers and
other equipment.
Advertising flexible working options during
the recruitment process can also enhance your
company image, helping attract the strongest
talent. According to the CIPD, flexible working
has not increased in the last 10 years , so o ering
flexible solutions can make your company stand out
from the crowd.
PUTTING FLEXIBLE WORKING INTO PRACTICE
O ering flexible working has advantages, but
it can be challenging to introduce new working
arrangements. The first step is to discuss current
barriers and the changes your business would have
to make to create flexible opportunities.
If there is resistance from line managers,
obtaining buy-in from senior management can
demonstrate that flexible working will be taken
seriously. Providing training and support for
line managers is crucial, as these individuals
will be responsible for making flexible working
arrangements day-to-day.
Work scheduling, specific to your industry and
workplace, may be di icult when o ering flexible
working options. In team-orientated departments,
teams still need to meet, which requires a delicate
balance and clear guidelines surrounding flexibility.
Employers will find that there is scope for
flexibility in most roles, but should assess on a caseby
case basis on factors which include:
• Time: is the role full-time or part-time?
• Location: where do the work activities take
place?
• When: what activities must be done when?
There may be further dependencies related to the
role to consider. For example, a supervisory job
may require job sharing or another solution for
someone else to deputise while management is
out of o ice. If the role requires handling sensitive
data, there may be GDPR and confidentiality issues
to overcome.
These considerations will be specific to your
workplace, but the diverse ways in which flexible
working can be achieved means there is a solution
for every potential barrier.
DEFAULT SETTING
The new fl exible working bill intends to make all jobs fl exible by
default. Rachel Whitford, Area Manager, City of London for Express
explains what this could mean for your business
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