What does flexible working mean to you?

This is a great question as the definition of flexible working can involve not just where people work but when and how much. That might include part-time hours or term-time, compressed or annualised hours. It extends to job shares too for example.

Covid has prompted a lot around flexible working – predominately this has been focused on WHERE people work. During the pandemic there was greater understanding of how and when people worked but this has been lost somewhat.

I think what I might consider flexible working is not, in the main, others understanding of flexible working. This is how operated in my corporate life before I became a coach, too. For me, flexible working is based on productivity rather than hours. It is based on outcomes rather than output. 

For example, a team member might work 9-5am one day, 11-3 the next and 5-7pm the next– they don’t have set hours in terms of numbers or timing of those hours but they have do have set tasks and objectives. For me, as long as those are fulfilled then how, where, when they work is completely down to them. Flexible working for the staff involved and the managers that agree to it, also means a focus on trust, contribution, collaboration.

Importantly, flexible working is for EVERYONE. This applies to men, too. Sadly, and even in spite of covid, things haven’t shifted enough yet for men to automatically consider flexible working in my opinion. However, New government legislation, announced in December, means that any worker will have the right to request flexible working from day one of employment. This is great news as it will hopefully make flexible working more mainstream and employees will feel more empowered to ask for this.

Why is flexible working good for a business?

It can provide significant benefits for both employers and employees, including increased productivity, improved work-life balance, access to a wider talent pool, and increased employee satisfaction & retention.

For businesses, flexible working arrangements allow individuals to work in a way that suits their individual needs and preferences, which can lead to increased productivity. By offering flexible working, it will help attract and retain a wider pool of talented individuals who may have other commitments or preferences that prevent them from working traditional hours or in a traditional office setting. And, when employees are able to work in a way that suits their individual needs, they are often more satisfied with their job and more likely to stay with their employer in the long term. 

Employees not only feel increased job satisfaction but when they are in control of how, when and where they work, they can better balance their work and personal responsibilities. This can lead to reduced stress and better mental health. Again, good for businesses as this will ultimately result in a more motivated and engaged workforce.

What are the expectations between employees and their employers?

There are some really obvious ones and some more nuanced differences with flexible working. An obvious difference might be around expectations around time spent in the office. Employers may fear losing control over their workforce and aren’t able to monitor their employees effectively. They might believe that remote workers will be less productive. On the other hand, employees who feel trusted feel that they can be just as productive working from home or outside the office. Research has shown that employees prefer a hybrid working structure and it has increased productivity.

A more nuanced difference is around communication and collaboration for example. Employers may be concerned about this and the impact flexible working might have on the team connection. Equally it can create more work around scheduling meetings. However, with careful organisation and the use of messaging platforms that are so commonplace at work now, these in-person or remote interactions can be successfully orchestrated. However, thanks to Covid, many employees are just as comfortable with digital communication tools and feel that they can collaborate effectively regardless of location.

Overall, while there are some differences in expectations, it's important for both parties to find a balance that works for everyone.

How can you manage flexible working expectations?

For me, the critical but simplest of things is communication. Open, clear, and consistent communication of those expectations.

Regular communication between employers and employees is crucial to ensure that both parties are on the same page. Employers should make sure that they are clear about their expectations and limitations around flexible working arrangements, while employees should be open about their needs and limitations. This can help to establish a common ground and build trust between both parties.

To facilitate this, I run group workshops for leaders to understand the different issues each side faces, talk candidly about their challenges and help develop clear policies around flexible working arrangements. Clear policies that include guidelines for working hours, communication and performance expectations can help to establish boundaries and reduce concerns about reduced productivity and communication difficulties 

I also recommend and run team coaching to assist in raising awareness as well as diving deeper into the needs and motivations of members. This is a great way to identify and establish individuals’ boundaries, and preferred ways of working as well as build trust and loyalty.

Employers can also invest in technology that facilitates remote communication and collaboration. This can include video conferencing tools, project management software, and other communication tools. By making it easier for remote workers to collaborate and communicate effectively, employers can reduce concerns about reduced productivity and communication difficulties.

Overall, it is important that  with all this, employers maintain flexibility and by working together, employers and employees can find a balance that works for everyone.

What is next for flexible working?

Well, as might have become clear- I’m all about measuring productivity rather than hours, so personally I’d like to see a 4-day week.

Results from a 2022 UK 6-month trial testing a four-day week showed increased revenue of 8.14% within the trial timeframe. Furthermore, revenue was 37.5% higher than the same period in the previous year. In fact, just this week it was announced in the news that the companies are continuing the four-day arrangement week post trial.

I would hope that employers welcome true flexible working arrangements, so as I said before,  it’s not just about where you work but when and how.  It will be important for employers to consider the potential downsides and develop strategies to ensure that these arrangements are sustainable and effective for both employees and the company but I’m confident they can be.