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Memo to the C-suite: Flexible working isn’t (just) an HR issue

The pandemic has highlighted the need for more, better, flexible and hybrid working. But it can’t just be an HR issue; without boardroom involvement and leadership, it’s unlikely to stick.

By Melissa Jamieson, CEO, Timewise

flexible and hybrid working

No one would argue that 2020 was a straightforward example of flexible working in action; it was more like a global experiment in how to cope when work and home collide. But nonetheless, the pandemic-led exploration of flexible and hybrid arrangements has overcome some of the perceived barriers, highlighted some of the positives, and taught a few lessons, leaving employers and employees with a better understanding of what’s possible.

As a result, any organisation which prioritises equality, diversity and inclusion, work-life balance, employer brand and talent retention and recruitment, will be seeking to ensure that their flexible working offer is up to scratch. So far, so good. The problem comes when they then assume that it’s a people issue, which can be left to HR alone.

Flexible and hybrid working touch all parts of the business

The fact is, flexible working isn’t a plaster that can be used to fix D&I issues or close recruitment gaps, and nor is it a knee-jerk response to lockdown that will soon revert to ‘normal’. Flexible and hybrid working are here to stay, and need to be considered as part of long-term, post-Covid, organisational planning.

They feed into the people strategy, of course; but they also touch wider company issues, from real estate and management structures to company brand and the bottom line. And, most importantly, they will only thrive within a flexible culture – and that needs to be led from the top, backed by an investment in time and training that will empower teams to deliver.

So, what do leaders need to do to make sure that flexible working is properly embedded in their organisation? Here are some key considerations that need board-level attention.

  • Define and agree the principles you’re working towards

There are a number of questions that business leaders need to ask themselves before getting started. What do we mean by flexible and hybrid working? What are we hoping to achieve by implementing them? How can we ensure a fair approach that matches different needs and circumstances? Are there any limits to what we can or would want to offer? Would we be willing to recruit on a flexible basis? Without top-level consensus on what the objectives are, it will be difficult to persuade anyone else.

  • Explore what your people think, feel and need

Having agreed a set of principles at board level, it’s important to find out the view from the ground. What is the appetite for flexible working among teams, managers, individuals? What are the barriers that different groups anticipate? Leaders need to understand how their principles might be received, and make their implementation a collaborative process, rather than just imposing them company-wide.

  • Bust any prevailing myths head on

If there are negative perceptions about flexible working floating around, ignoring them isn’t the answer; they need to be addressed with actions as well as words. To give just one example, the myth that part-time means less committed can be disproved by giving prominence to part-time role models, or making recruitment opportunities and promotions available on a part-time basis.

  • Agree the behaviours and skills that will make it a success

Successful flexible working is based on a number of behaviours and skills including:

  • a high level of trust between managers and their team members
  • a performance management framework based on outputs rather than inputs
  • an ability to design properly flexible jobs
  • an understanding of how to manage teams in which some or all members work flexibly

Leaders need to identify the critical factors within their organisations, and equip their employees to develop them.

  • Communicate clearly at every stage of the process

Change of this scale can feel daunting for employees, even if they stand to benefit. So, leaders need to make sure that their people understand the principles and their objectives, are clear about the role they will play in embedding them, and know where to go for extra support, or to highlight unforeseen issues. Putting in place a system of feedback and review will help make the process transparent, fair and successful.

  • Be the change you want to see

While show, don’t tell, might sound like an oversimplification, it is true that one of the best ways to drive a flexible culture is to lead by example. During the first lockdown, leaders shared their personal experiences of juggling home and work, which made their employees feel more comfortable about their own challenges, and the reverse is also true; saying one thing and doing another will make it harder for changes to land. So, for example, if working two or three days a week from home becomes company policy, leaders should do it too.

It’s worth remembering, too, that the implications of getting this right or wrong will resonate outside the organisation. It’s becoming increasingly common, for example, for potential clients to ask for D&I credentials as part of the pitch process (and there are suggestions that it may soon be a factor in boardroom bonuses too). And with flexible working high on employee wish lists, job seekers who are in a position to choose will be asking how flexible potential employers are – and bad news travels fast.

So, if you’re in a leadership role, and this hasn’t yet come onto your agenda, or it’s being treated as just an HR issue, it’s time for a rethink. Either way, if you need help with designing and implementing successful flexible or hybrid working practices, we can help.

Published February 2021

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