By Melissa Jamieson, CEO, Timewise
Back when flexible working was less widespread, one of the most common objections was that it wasn’t compatible with client facing roles. There was a sense that anyone who had direct dealings with a client had to be ready and available at all times to respond to their every wish. Part-time, in particular, was seen as a no-no; how on earth could you tell a client that they had to wait a day?
And while I’d like to think that things, and minds, have changed (not least as a result of the shift in attitudes towards flex as a result of the pandemic), there is a lingering sense that making client-facing roles work on a part-time basis is more trouble than it’s worth.
Why it’s more important than ever to offer part-time
It’s only fair to recognise that part-time can appear more challenging to implement than other forms of flexible working across all sectors. And having spent a number of years in advertising, I’m only too aware of the balancing act service companies have to play between clients’ and employees’ needs. But as we come out of the pandemic into an economic recovery, and we start developing and refining hybrid ways of working, it’s vital that part-time doesn’t get forgotten.
As I’ve explained elsewhere, offering part-time roles can support a range of business imperatives, from diversity and the gender pay gap to talent attraction and retention. It can boost your employer brand and show you are in tune with the growing number of people who are re-evaluating their priorities and seeking to work less. There’s a societal angle too, as it widens access for key groups who are unable to work full-time.
And, specifically for client-facing companies, where your product is a service, your people are your business. So looking after them, and giving them what they need to succeed, is nothing short of critical, not to mention a pivotal part of your ESG strategy.
The barriers – and solutions – for part-time client-facing roles
I’d like to help reset the narrative on part-time for client-facing companies. So let’s explore some of the specific challenges – and some insights into how to overcome them.
The barriers to part-time which are particularly relevant to client-facing companies include:
- The need to service the client’s expectations – which may be rooted in the client’s own, potentially inflexible culture.
- A typically lean structure – with the need to make a profit, deliver to clients and win a procurement process leaving little flexibility in headcount.
- The pace and unpredictability of work – with demanding turnaround times that require people to be available to act immediately.
- An approach to headcount based on the ratio of staff to income – which counts each person as one ‘head’, even if they work less than full time.
- The culture of presenteeism – which stems from all the above.
But the good news is, none of these issues are insurmountable. Leaders of client-facing companies who want to open up access to part-time can do so. Here’s how.
- Create a culture which embraces part-time. Set a tone from the top that part-time does not mean part committed. Schedule meetings around attendees’ work patterns, and check whether anyone has to leave at a specific time. Encourage the creation of part-time roles at all levels (which means using job design, rather than lopping a day off the working week and hoping that will do). Champion those who are already working in this way, and succession plan so that others can follow in their footsteps. Train managers in how to manage and support part-time employees and mixed teams.
- Hire on a part-time basis. Extend all the principles above to new roles as well as existing ones. You’re likely to see an uplift in candidates as a result; a study by Zurich found that job adverts which used gender neutral language and openly mentioned flexibility attracted 20% more women (as well as more men). And be as explicit as you can about how many days per week the role has been designed for.
- Educate existing clients and set clear expectations. Be brave; explain that you are supporting your staff to work part-time and set out why you believe it’s the right thing for your team. Highlight the positive knock-on effects for them, such as noting that being an employer of choice means you’ll get the best people, who will produce the best work. Clarify what it will mean on a day-to-day basis and again, help them understand the positives (for example, having more than one person covering a role or responsibilities is helpful when it comes to sickness or annual leave).
- Be open about priorities within the procurement process. Build in the same kind of courage when you’re pitching for new busines. Price in the right number of people and time (including people who don’t work full-time) rather than trying to do more for less to reduce fees. And think about making the process of creating the pitch more inclusive by running it in shifts, rather than only including the people who can stay late.
- Explain to your staff that compromise is a two-way street. It’s not a perfect world, and sometimes emergencies happen outside people’s working patterns. So part-time staff do need to understand that flex works both ways, and that they may have to take the odd call on their days off, whilst also feeling confident that you have set client expectations to avoid it being an everyday occurrence.
Clearly, making a client-facing company part-time friendly won’t happen overnight; but for all the reasons noted above, it’s well worth the investment of your time. If you need any support, we’d be happy to provide it, whether through workshops and training or a more bespoke solution. To find out more or discuss your needs, please contact info@timewise.co.uk.
Published May 2021
