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Half day open training event held in Hamilton, Ontario.
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Working flexibly
by Toronto Training and HR
September 2013
Page 2
CONTENTS5-6 Definitions7-8 Typical challenges 9-10 Costs and time 11-12 Pluses and minuses13-14 Drill A15-18 Implementing flexible working19-23 Adopting a flexible working strategy24-26 Tips for teleworking27-28 Drill B29-30 Why is flexible working a business imperative?31-33 How can HR get involved?34-35 Contractual considerations36-37 Things to consider38-39 What do employees want?40-41 Impact of flexible working42-43 Total factor productivity44-45 Considerations in 201346-47 How does Canada compare?48-49 Case studies50-51 Conclusion and questions
Page 3
Introduction
Page 4
Introduction to Toronto Training and HR
Toronto Training and HR is a specialist training and human resources consultancy headed by Timothy Holden 10 years in banking10 years in training and human resourcesFreelance practitioner since 2006The core services provided by Toronto Training and HR are:
Training event designTraining event deliveryReducing costs, saving time plus improving employee engagement and moraleServices for job seekers
Page 5
Definitions
Page 6
Definitions• What is flexible working?• Workplace flexibility• Types of flexible working• Factors that contribute to
an interest in flexible working
Page 7
Typical challenges
Typical challenges• Overcoming concerns about
operational pressures and meeting customer requirements
• Line managers’ current ability to manage flexible working effectively
• Line managers’ current attitudes toward flexible working
• The existing organizational culture
• A lack of support at senior levelsPage 8
Page 9
Costs and time
Costs and time• Average time of daily
commute?• Annual total mileage of all
car commutes?• Employees occupy how
much space (m²)?• Average office occupancy?• Average annual office costs
per head?
Page 10
Page 11
Pluses and minuses
Pluses and minuses• Benefits• Drawbacks
Page 12
Page 13
Drill A
Page 14
Drill A
Page 15
Implementing flexible working
Implementing flexible working 1 of 3• Establish a clear process for
how flexible working works in the organization
• Ensure that there are clear roles and responsibilities for employees, line managers and HR
• Assess the current levels of support offered to line managers and ensure it is sufficient
Page 16
Implementing flexible working 2 of 3• Invest in ongoing
communication and awareness raising
• Assess how conducive the organization culture is to flexible working – and take action accordingly
Page 17
Implementing flexible working 3 of 3• Make use of pilots (when
introducing new initiatives) and trial periods (for individual flexible working arrangements) in order to highlight potential problems with flexible working arrangements
• Build in opportunities and mechanisms to monitor and evaluate progress with flexible workingPage 18
Page 19
Adopting a flexible working strategy
Adopting a flexible working strategy 1 of 4
• Understand who would benefit from flexible working and which practices would be most relevant to the organization
• Consider training to help employees understand the uses and benefits of flexible working
Page 20
Adopting a flexible working strategy 2 of 4
• Make sure that you choose a single, robust platform that can be employed across the whole organization-ideally ones that can even be accessed by third parties should the need arise
• Ensure that flexible workers are contactable through a range of methods
Page 21
Adopting a flexible working strategy 3 of 4
• Assess the needs of your employees to understand which devices they require
• It is crucial to feel you can trust employees to be efficient when you are freeing them up to work in a more independent way
• Understand the importance of choosing a scalable solution
Page 22
Adopting a flexible working strategy 4 of 4
• Put systems in place to make it quick and simple for an employee to request flexible working
• Monitor the effectiveness of your flexible working strategy
• Once you have the flexible working strategy in place, shout about it!
Page 23
Page 24
Tips for teleworking
Tips for teleworking 1 of 2
• Start small with a pilot to test fears around teleworking
• Seek feedback at the beginning and end of the pilot to measure the results
• Build in time for spontaneous interaction with team meeting days and social events for remote workers
• Involve the whole team in establishing a program, not just the teleworking employee
Page 25
Tips for teleworking 2 of 2
• Get in the habit of using technology to loop in remote employees for impromptu meetings
• Decide on work objectives for teleworkers and use those to measure performance
• Establish a “telework charter” that spells out the ground rules
Page 26
Page 27
Drill B
Page 28
Drill B
Page 29
Why is flexible working a business imperative?
Why is flexible working a business imperative?
• Employees are happier and healthier
• Employees are more productive and engaged
• Flexible working is a key recruitment and retention tool
• It helps the bottom line
Page 30
Page 31
How can HR get involved?
How can HR get involved? 1 of 2
• Bring top management onboard as flex champions
• Position flexible working as a business strategy, not a perk
• Make the business case, focusing on bottom line ROI
• Also get middle management onboard
• Listen to what your employees say works best for them
Page 32
How can HR get involved? 2 of 2
• Design solutions that work for both the organization and the employees
• Develop written policies that are clear to all
• Devise measurements to show progress
• Provide flexible working training for managers and employees
• Build flexible working into your corporate culture via CEO messagesPage 33
Page 34
Contractual considerations
Contractual considerations• Hours of work• Absence• Place of work• Salary and benefits• Expenses• Right to enter• Discipline and grievance
Page 35
Page 36
Things to consider
Page 37
Things to consider• Data Protection• Termination and
confidentiality• Health & Safety
considerations• Use of equipment• Discrimination
Page 38
What do employees want?
What do employees want?• Variation in hours of the
working day• To be able to work from
home one or two days a week
• Work a compressed working week
Page 39
Page 40
Impact of flexible working
Impact of flexible working• Connected employees• Telecommuting
• Productivity• Work-life balance• Job security• Burnout
Page 41
Page 42
Total factor productivity
Total factor productivity• Output• Reduction in attrition• Fall in capital needed per
employee
Page 43
Page 44
Considerations in 2013
Considerations in 2013• Time famine• Increase in eldercare
responsibilities• Dual-earner issues• More male work-life conflict• Rising stress levels• Diverse and multi-
generational workforce
Page 45
Page 46
How does Canada compare?
How does Canada compare?• US• Mexico• Puerto Rico
• APAC• EMEA
Page 47
Page 48
Case studies
Case studies
Page 49
Page 50
Conclusion and questions
Page 51
Conclusion and questions
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