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News Release from: Johnson Controls | Subject: Flexible Working
Edited by the Buildingtalk Editorial
Team on 21 October 2003
Flexible Working - Making It Work
Flexible working legislation grants all parents with children under the age of six, or of disabled children under the age of 18 the right to apply for flexible working hours.
But what steps should workplace managers be putting in to place in order for both employer and employee to benefit? Business benefits are obviously the bottom line when considering an employees application for a more flexible type of working Yet what managers often fail to realise is that agreeing flexible working arrangement with an employee, for example after maternity leave, is not simply a mutual exchange of professional loyalty, but rather a business arrangement which promotes more motivated, less stressed employees which consequently enhances enjoyment and increases productivity
This article was originally published on Buildingtalk on 14 Oct 2003 at 8.00am (UK)
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Business benefits, however, will only be realised if a flexible working strategy is put in to place, by the corporate, which not only supports employees who are distanced from the workplace, but also has complete co-operation and organisation between management, IT, FM and general administration.
A new report by the University of West of England (UWE) and Johnson Controls on the impact of flexible working by businesses in the UK found that 80% of managers were comfortable with more flexible ways of working, but that 75% did not have a good understanding of why their employees worked remotely.
The survey also found that flexible working can be successful if trust is built up and that can only come from having detailed knowledge of working conditions.
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It is clear that many corporates have moved forward and taken the responsible approach to their employees changing demands for different ways of working, but evidence shows that some organisations are not necessarily adhering to the new legislation for the right reasons.
Communication and a level of understanding of their employees' individual working situation are key elements for workplace managers to seriously take on board.
The UWE and Johnson Controls report also highlighted the high degree of complacency amongst managers about the problems faced by flexible workers.
The survey also found little in the way of specialist training for managers of home or mobile workers, along with employees being unclear about the level of support they can expect from their managers.
Marie-C?cile Puybaraud, who ran the research project at the UWE said, "The role of managers and employers in supporting the development and implementation of the flexible working structure is paramount according to our findings.
The survey highlights the essential role managers need to play in developing a successful flexible working approach, with the emphasis primarily being on setting clear policies for their employees and with the objective of adding value to their business." So what steps should managers be putting in to place? A communication strategy should be the basis of the flexible working policy, with the emphasis being on face-to-face contact between parties.
Organisations need to realise the importance of this type of communication and that all other forms should be limited - there needs to be a positive action to mitigate the quantity of communication via technology.
Organisations must also have HR policies that define the boundaries of both managers and flexible workers responsibilities.
The UWE and JC survey supports the view that as organisations become more flexible and networked, the infrastructure required to support the work needs an integrated approach.
It is paramount that managers adopt an approach that incorporates IT services, HR and environmental concerns as well as traditional FM support.
It is clear that organisations need a more strategic approach that gears workplace provision and working processes to meet the needs of the business in order to gain better commercial results rather than just appearing to be a responsible employer.
This can only be achieved from an informed view of the needs of flexible workers.
Clear policies should be implemented which set out boundaries of management responsibility for flexible workers and their expectations.
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