Flexible working is not just for part-timers. Businesses are introducing flexible working arrangements for everyone because of the business benefits, reflecting the changing needs of both customers and employees.
How would your company benefit?
The main improvements are greater cost-effectiveness and efficiency (such as saving on overheads when employees work from home or less downtime for machinery when 24 hour shifts are worked), an ability to attract a higher level of skills because the business can recruit and retain a more diverse workforce and more job satisfaction and commitment, resulting in increased productivity and lower absenteeism and turnover. Other benefits include a greater continuity amongst the workforce as staff that might otherwise have left, are offered hours they can manage, and general increased customer satisfaction and loyalty because people are happier and this translates into better overall service. Do not underestimate the effect of a depressed, disgruntled worker on customers! If you offer longer opening hours plus more a more experienced, cheerful staff your customer satisfaction rates should rise.
How does flexible working impact on employees?
The main gain for employees is the greater opportunity to fit other commitments and activities in with work and make better use of their free time. It is particularly helpful for people caring for children or other dependents, but if fact, everyone can find flexible working beneficial. People may feel happier with a better balance between life and work, and they may feel more in control of their workload. If start and finish times are staggered, employees can avoid the stress of commuting at peak times. Working from home, can also reduce stress and many employers find that introducing flexible working arrangements reduces their sickness levels. Time off for appointments is also minimized as people balance their work and life in a way that suits them personally.
How do I introduce flexible working in my business?
It does not have to be that difficult. You should plan, implement and monitor its introduction across the business. Of course there are legal implications, for example on the rights of working parents and the legal necessity to treat part-timers on an equally fair basis as their full-time counterparts.
It is good practice to keep employees informed and to consult them before you introduce the policy. Not only does these give employees the time to consider the personal benefits, but also allows them to look at the changes from your business’ perspective as well.
Consider what effect flexible working will have on other systems and procedures. You will probably need to introduce new ways of recording working patterns and monitoring absence. If you need to change existing contracts you must get written agreement from each employee.
If you are contemplating a working from home policy, consider what flexible working arrangements will suit your business, and how applications will be considered. Are there jobs that would be difficult, or impossible, to do from home? How flexible are your IT arrangements, and will it be easy or costly to make the transition to home working? Think about what you will provide for someone working from home. On what basis would office furniture and equipment be provided? Who will pay the cost of Internet and email access and telephone bills for business calls? What arrangements will you make for giving home workers access to training? And do not forget that risk assessments should be carried out on people’s homes before they start work. This can be simple, but someone competent needs to carry it out.
What is the law on flexible working?
Employees with children under six years of age, or fewer than 18 if the child is disabled, can request flexible working. You have to take this seriously. Key points to note include the fact that eligible employees can request a change in hours, times or location of work. The change will be permanent, unless otherwise agreed. If an employee requests flexible working they need to explain, within their application, how the change will affect the business and how that can be accommodated. Download a publication from the DTI website on the right to request flexible working and the set procedure you must follow in dealing with the application. You must call a meeting to discuss the application and inform the employee in writing whether the application has been accepted. If you refuse this can only be justified on a small number of permitted business grounds, and you must give an employee the right to appeal. Again you must call a meeting to discuss the appeal, and notify the employee of the decision after the appeal. If you fail to follow the procedure the employee is entitled to go to industrial tribunal and you may have to pay compensation of up to eight weeks pay.
There are other legal restrictions to bear in mind when considering flexible working. You must avoid discrimination and a claim under sex discrimination is still possible. Be aware that compensation for this is unlimited.
For further information: see separate article on part-time working. Also look at the Acas Tiger website www.tiger.gov.uk and www.acas.org.uk Here you can find information for working parents and view the statutory procedure for flexible working in more detail. There are ‘best practice’ working forms as well as the business grounds for refusing an application for flexible working.
