PIHRA Scope - Spring 2008 - (Page 8) Redefining Flexibility: The Flex Revolution By Karol Rose and Dr. Sandy Burud FlexPaths THE WINDS OF CHANGE Workplace flexibility isn’t new. For almost two decades most large companies have allowed at least some employees the opportunity to work on a flexible work schedule or to telecommute. But the shape that flexibility is taking is changing dramatically. Until recently, flexibility was largely 1) all about formal arrangements, and 2) an accommodation made to individual employees. The ‘formal arrangements’ were agreed upon and fixed in advance—typically either allowing a different work schedule or the ability to work from home. As an accommodation, these options were granted in response to the demands of talent—often as the talent prepared to walk out the door—in order to hold on to a precious resource. This approach raised concerns about fairness between the ‘haves’ and ‘have-nots,’ frustrated managers and employees, and, from a business perspective, were seen as a necessary evil—something done for certain employees, but not for the business. All that has changed. schedule for one year. There are usually guidelines to support managers and employees implementing a formal arrangement. A flexible career allows for time out or slowing down without derailing advancement. Informal flex allows just-in-time changes in a work schedule or location as the need arises, coupled with accountability and clarity of expectations. It’s all about meeting business needs while personalizing, rather than standardizing how, when, and where people work. It’s part of a culture that expects the work to get done and for individuals to meet their personal responsibilities. IT’S ABOUT BOTH, NOT EITHER/OR Taken together these three flex options—formal arrangements, flexible careers and informal flex—provide both the individual and the organization with the maximum benefit of true flexibility. This dynamic threesome of flex fits with the new paradigm—the importance for both companies and individuals to have the ability to adapt to existing realities, to customize, and be mobile and nimble in order to meet the demands of constantly changing 21st century business and personal situations. Today, organizations are moving from offering programs for flexibility to creating a culture of flexibility. Why? Because their businesses cannot survive otherwise. Flexibility is the lifeblood of successful organizations today, whether their focus is on getting and keeping the talent, or on shareholder value, which of course are totally related. Consider this fact: Companies that show more flexibility are able to capture the skills and knowledge of a wider range of talent, and it pays off in a 3.5 percent increase in (shareholder) value. (Watson Wyatt, Human Capital Index, 2001-2002). FLEX FOR THE 21ST CENTURY What we’ve learned is that neither formal arrangements alone, nor an approach that accommodates a few special folks, are what either the talent or the business needs. It’s time for a new approach. A new definition for flex and a new way to make it really work for both business and the talent—one that includes not just formal arrangements, but also options for flexible careers as well as informal flex. Formal arrangements are implemented when the flex option is going to continue for a period of time, i.e., working from home three days a week or starting and stopping work on a revised 8 PIHRAScope Spring 2008 FEATURE
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