Flexibility -Not Just About Part Time Schedules

Flexibility??  ...Been there done that?  or  That wont work here...our customers and clients are too demanding?  Do these comments sound familiar?  Read on to learn how flexibility may not be what you think.

Building flexibility into a work culture impacts so much more then your employees intention to stay and contribute their very best to the organization.  While it does do that,  it also has the power to enhance your business.  Flexibility has the power to contribute to:  
-Employee Attraction and Retention
-Improved Productivity
-Improved Customer Service and Satisfaction
-Effective Operational Management

For detailed information on each of these potential benefits from flexibility  read the whitepaper published on the AICPA website.  Link below.
(Flexibility Business Case- How Flexibility Can Actually Improve Your Business http://www.aicpa.org/career/womenintheprofession/downloadabledocuments/2010%20mary%20bennett%20flexibility-the%20business%20case.pdf )


In addition to the above benefits, flexibility is not just about changing work schedules.  Frequently there is an assumption made that if an employee wants to take advantage of flexibility it means that they want to reduce their total hours .In your organization does this also mean they are consciously or unconsciously labeled as "less committed", "less worthy of investment, attention, promotion"? Does this also sound familiar?
 
Flexibility is actually about treating your employees as professionals for the benefit of the firm as much as for the benefit of the individual.  Most of us arel aware of the flexibility required to deliver the value propostion expected of a professional in industries such as accounting and law.  The success of the firm depends on talented individuals being flexible and adaptable to anticipate and meet client needs.  This flexibility is similar to the adaptability required by the organization to allow individuals some freedom to meet their personal needs.  Consider Chris.

Chris is at the mid management level and is currently struggling to build a successful career and a successul family life simultaneously. The firm offers a flexible work arrangement program that allows one to cut back their hours and travel schedule to meet family needs.  It is common knowledge that this program will limit advancement even if the individual works full time plus hours during the most intense deadline periods of the year.  Chris feels compelled to take this option even though it is not exactly what is needed.  What Chris really needs is just a little bit more control over the schedule and approach to meeting firm and client needs. If less judgement and more acceptance were displayed by senior leaders when Chris departed from traditional face time expectations, there might be a chance to stay with this firm.  Chris actually has less desire to reduce hours and more desire to meet his responsibilities with some flexibility.  Chris feels that if this were possible, long term career options would most definitely include staying at this firm.  As it stands now, with part time as the only option to get some control weighed against the loss of income and advancement potential- a long term path here is not in the plan.

Flexibility is not just about part time.  Whether it does or does not include changes in total hours the core of building a flexible culture is clarity in expectations.  If a professional is clear on the expectations, accountabilities and how to create value at each level , flexibility becomes much easier.  Our top talent will exceed expectations if they understand what these expectations are.  Top talent will have the motivation, energy, enthusiasm to bring greater value if they feel they are treated as a professional- which includes allowing them to determine when, where and how to best meet their responsibilities. Like any developmental skill, meeting priorities is something that requires coaching. This is true regardless of the flexibility of the culture.  With targeted efforts to clarify expectations, there is less ambiguity for all.

The above discussion is not theory. After ten years experience leading a unit with a flexible culture, I have seen the theory in action.  Leading 50 people who were  all taking advantage of some type of " formal flexibility" - which included part time and full time schedules- I have seen first hand how flexibility can directly support the business goals of an organization.   Looking for employee engagement, commitment, retention and answers to work-life challenges that will  impact clients- building a flexible culture is your answer.  It comes with many side benefits.