Since the introduction of the Fair Work Act 2009 many employers have embraced the requirement to offer flexible work arrangements to employees with caring responsibilities, disabilities, aging years and certain other qualifying factors.
It’s become relatively standard for employers to formalize the availability of workplace flexibility, with over half of non-public-sector organisations now having formal policies and procedures in place.
Requests to work flexibly have been on a steady and positive incline and organisations like Telstra and Westpac and ANZ and EY, amongst others, have even gone so far as to make all roles flexible.
And through trial and error and tenacity and simple doggedness, many individuals are really beginning to make flexibility work.
But research out today by Bain and Chief Executive Women shows that key challenges remain in making flexible working a standard and successful option for all employees, and men in particular.
It seems that men in particular are finding out the hard way that flexible work and career progression don’t necessarily go hand in hand.
Once clearly the domain of women, flexible work arrangements are now the expectation for almost every cohort of workers: Gen-Y rates flexibility as the number one factor when deciding to work for a potential worker; Millenials expect work-life flexibility to provide the full life they want; workplace flexibility is a key driver of employment decisions for men; and flexibility is paramount to managing the ongoing workforce participation of Australia’s aging population.
And still, the negative connotations prevail amongst managers and leaders. Flexibility, it seems, is still considered by many as code for the mummy track, scaling back and diminished ambition.
Perhaps this is why uptake remains modest: seven years since flexibility was mandated under industrial relations law, only 38% of women and 28% of men use flexible work arrangements today.
Bain’s new report provides data to disprove these assumptions, but it’s going to take a concerted and ongoing campaign to break down the stereotypes.
Men, it seems, can learn a lot from women and our experiences over the past decade. And women, I know, have a lot of insight and learnings they could share. The truth is, this is a real chance for collaboration and knowledge sharing and working together between the genders to deliver a better outcome for everyone.
So here’s the million dollar question: what are the secrets to making flexibility work?
What challenges have you faced – as a worker or a manager – and how did you over come them?
And if you could offer one piece of flexible advice, what would it be?
I would love to receive your thoughts on this.
Flexibly yours,
Noelene Dawes says
There are employers who offer flexible work practices and then there is the flexibility in thinking that’s required to make them work, and work well. Motivated engaged employees add real value to the bottom line.
Jen Dalitz says
Yes I’ve been thinking a lot about the flexible thinking side of things… what makes one capable of being flexible in thinking? What are attributes? How does it motivate staff? Ahhh… so many questions! I’ll have to give it more thought!
Angela says
Never in my entire career has this been more relevant to me. I decided to return to work when my son turned 1 and I could not believe how difficult it was to re-enter the workforce seeking part-time conditions. I had been a contractor prior to having him and never once had a problem with finding work. I was paid well and delivered to high standards. I was surprised at the feedback I got from prospective employers/recruitment agencies on how hard it was to find part-time work as a contractor and that the choices were very limited if not non-existent. I finally managed to find work 3 days a week at two levels lower than what I had been employed at prior to having my son (but delivering at a higher level). I like my job and my workplace that I am contracted to currently but am sad that I had such limited choices and that to a large degree I have been compelled to accept what has been offered to me given the economic climate and lack of flexibility for contractors.
Jen Dalitz says
That is such interesting feedback. New insights for me on the contracting front, thanks so much for sharing. Flexibility is clearly an issue that spans everyone from full time to casual to contractors.
Monika says
Flexibility means so many different things. It doesn’t necessarily mean part time work. It does mean accountability on the part of employees to get things done, the agility and willingness of both employee and employer to create an arrangement that works. It also means – this is the biggy – trust and respect on both sides. Where these happen you can do it. Most places I have worked over the past 7 years have had this. For both men and women. The blokes – and oft times it was the CEO – would go to their kids sporting activities during work hours, take the afternoon to drive down the coast with the family. But they would then do work after hours to get it done – when it worked for them and their people. I also have found that many of the companies with the most flexible practices are the ones that don’t crow about it. Some of the worst are the ones with external awards for employer of choice for women etc. Do a sniff test, ask the employees – that is where you will get a true indication of what an organisation is really like.