Embed Size (px)
Citation preview
©SHRM 2014
1
©SHRM 2014
Lisa Horn @SHRMLobbystLisa
Director, Congressional Affairs /
SHRM Workplace Flexibility Initiative
©SHRM 2014
What is Workplace Flexibility? 2
©SHRM 2014
What is Workplace Flexibility?
Way to define how, when and where work gets done
How careers are organized
Effective flexibility works for both employer and
employees
Flex Time & Place
Regular or short-notice flex
time
Compressed workweeks
Telecommuting
Flex Careers
Sabbaticals
Dialing careers up & down
Phased retirement
Reduced Time
Part-time & part-year work
Time Off
Paid vacations & sick leave
Time off for caregiving
Choices in Managing Time
Self-scheduling & shift trading
©SHRM 2014
Agenda
1. What is workflex and why is it so critical today
2. How workflex adds value to the bottom line
3. How to create and maintain workflex in your organization
4. When Work Works and additional resources for creating
flexible and effective workplaces
4
©SHRM 2014
Why workflex?
Why now?
5
©SHRM 2014
The world
is changing...
6
©SHRM 2014
Some right reserved by Infrogmation
©SHRM 2014
©SHRM 2014
©SHRM 2014
©SHRM 2014
Why Workflex is So Critical?
Your workforce is also changing and your workplace has to adapt
11
©SHRM 2014
Demographic Transformations
Employees are increasingly
experiencing a feeling of “time
famine” or “not enough time in the
day”
45% of men report work-life conflict,
compared to 39% of women
1 in 2 employees expects to provide
elder care in next 5 years
Only 17% of American households
have a stay-at-home parent
anymore
Why Workflex is So Critical? 12
©SHRM 2014
Workflex Delivers
Bottom Line Business Results
13
©SHRM 2014
Bottom Line Business Results
Employers save money
Through telecommuting, Aetna has cut 2.7 million square feet of office
space at $29 a square foot, for about $78 million in cost savings a year
including utilities, housekeeping, mail service and document shredding
In February 2010, remote work policies saved over $150 million over the
five snow closures in December 2009 and February 2010
http://www.reuters.com/article/2013/03/01/us-yahoo-telecommuting-aetna-idUSBRE92006820130301
http://www.whitehouse.gov/files/documents/100331-cea-economics-workplace-flexibility.pdf
14
©SHRM 2014
Bottom Line Business Results
Employees are happier and healthier
25% = reduction in stress
28% = increase in
happiness
80% = better work/life fit
76% = put in extra time
more loyal
July 2011, survey by Staples Inc. of telecommuters
15
©SHRM 2014
Bottom Line Business Results
Employees are more productive, engaged
In 2011, Deloitte saved more than $45 million a year by
reducing turnover
From 2000 to 2009 1-800-CONTACTS reduced turnover from
140% to 35%
http://www.nytimes.com/2011/01/08/business/08perks.html?_r=
16
©SHRM 2014
Bottom Line Business Results
Workflex is a key recruitment, retention tool
17
©SHRM 2014
Workflex is a key recruitment, retention tool
45% of workers would be willing to give up some
percentage of their salaries in exchange for more
workflex.
Workers 18 - 35 would give up 14% of their salary for
more flexibility at work!
2013 Workplace Flexibility Survey
Bottom Line Business Results 18
©SHRM 2014
How to Create and Maintain Workflex
in Your Organization 19
©SHRM 2014
Step 1: Build the Business Case
This video explains why workplace flexibility is
essential to ongoing business success.
Available at:
http://www.youtube.com/watch?v=WUz2hH_T1nE
This video makes the business case for flex
in less than three minutes
20
©SHRM 2014
21 Step 1: Build the Business Case
©SHRM 2014
Align Workflex with Current Initiatives
Step 1: Build the Business Case
22
©SHRM 2014
Internal Data
Employee engagement surveys, focus groups
Turnover rates, time to hire, exit interviews
Industry Comparables
Benchmark data
Case studies from relevant organizations
Scholarly Research
Demographics
Impact and benefits of workflex
Elements of a Strong Business Case
Step 1: Build the Business Case 23
©SHRM 2014
Sources of data include:
Asses your offerings-
When Work Works offers free
workflex assessment surveys
of employers and employees
as part of the When Work Works Award
application process
All applicants get free, confidential
reports comparing their responses to
the biennial National Study of
Employers
Winners are offered support gathering
recognition for their workflex efforts by
When Work Works and local community
partners and SHRM affiliates
Be inspired-
The Guide to Bold New Ideas
includes all 2013 Sloan Award
winners and their innovative
strategies for making work “work.”
Step 1: Build the Business Case 24
©SHRM 2014
Step 2: Customize Your Program
What works for your business needs and organizational culture?
25
©SHRM 2014
What workflex arrangements will you offer?
Remember, workflex is more than telecommuting! Flex Time & Place
– Regular or short-notice flex time
– Compressed workweeks
– Telecommuting
Flex Careers
– Sabbaticals
– Dialing careers up & down
– Phased retirement
Reduced Time
– Part-time & part-year work
Time Off
– Paid vacations & sick leave
– Time off for caregiving
Choices in Managing Time
– Self-scheduling & shift trading
Step 2: Customize Your Program 26
©SHRM 2014
Who will be able to flex?
Some rights reserved by Walt Stoneburner & Robert Donovan
Step 2: Customize Your Program 27
©SHRM 2014
How should managers evaluate requests?
Consider:
Needs of the business
Nature of the position
Individual work style
Department restrictions/limitations
Individual performance
Starting with a pilot
Whether you need informal or formal policies
Step 2: Customize Your Program
Make requests be reason-neutral.
Strive for equity, not equality.
28
©SHRM 2014
Incorporate Change
Management Strategies
Overcome resistance to workflex
29
©SHRM 2014
Step 3: Incorporate Change
Management Strategies
It’s about culture change
Image courtesy of digitalart/FreeDigitalPhotos.net
30
©SHRM 2014
8 Components
1. Engage people across functions
2. Design implementation plan
3. Develop communication materials
4. Invest in training
5. Provide support to middle managers
6. Determine metrics to judge success
7. Build in accountability
8. Create continuous feedback loop
Step 3: Incorporate Change
Management Strategies 31
©SHRM 2014
Step 4: Implement for Success
1. Engage people across functions
Legal
Human
Resources
Information
Technology
Facilities
Management
Communi-
cation
Diversity &
Inclusion
Workflex
Initiative
32
©SHRM 2014
2. Build implementation plan and rollout schedule
Some rights reserved by photosteve101
Step 4: Implement for Success 33
©SHRM 2014
3. Build communications strategy and materials
We received
the 2013 Sloan
Award!
Step 4: Implement for Success 34
©SHRM 2014
4. Invest in training
Some rights reserved by Silicon Beach Training
Step 4: Implement for Success 35
©SHRM 2014
5. Provide ongoing middle manager supports and hold them
accountable
Some rights reserved by mariachily
Step 4: Implement for Success 36
©SHRM 2014
6. Determine Individual & Team Metrics (beyond utilization)
Step 4: Implement for Success 37
©SHRM 2014
Step 4: Implement for Success
Step 7. Build in accountability
©SHRM 2014
8. Create continuous feedback loop
Communication
Training
Metrics
Feedback
Launch
Step 4: Implement for Success 39
©SHRM 2014
Opportunity
Be a Workplace Hero
Image courtesy of nokhoog_buchachon /FreeDigitalPhotos.net
40
©SHRM 2014
Resources to Help You
www.shrm.org/workflex www.whenworkworks.org
www.familiesandwork.org
41
©SHRM 2014
Thank you!
Image courtesy of Stuart Miles/FreeDigitalPhotos.net
42
©SHRM 2014
43
(Please note that these slides are copyrighted material and may only be distributed to an audience at
a SHRM speaker presentation. Further distribution is not allowed, except with permission by SHRM.)
Thank you!
Lisa K. Horn
Director, Congressional Affairs
and SHRM’s Workplace
Flexibility Initiative
+1-703-535-6352
1800 Duke Street
Alexandria, VA 22314
Twitter: @SHRMLobbystLisa
