Flexible working myths
Work and lifestyle measures only benefit employees with dependent children
Work and lifestyle measures can assist all people, not just those with dependent children. This can include people who are responsible for the care of elderly parents, people who have study, volunteering or cultural commitments, older employees who simply want to ease themselves into retirement or people with other personal and lifestyle commitments. Family life is a continuum and, with the ageing of our community, care of the elderly will have a significant impact on people’s lives.
Give people an inch and they will take a mile
A high degree of trust and cooperation between all staff will lead to improved staff morale, commitment and increased productivity. Employers of choice are finding an open and cooperative approach can give them a competitive edge. The key here is about cultivating a constructive workplace culture of high performance, strong communication and commitment to outcomes. Unethical misuse of flexibility is a performance issue and is a separate matter for managers.
Being physically at work equals commitment and performance
Some employers believe workers perform effectively only under direct supervision, and that time spent at work shows the level of the worker’s commitment. These command and control attitudes create obstacles to developing more flexible work options and lead to false assumptions about the commitment of people who for a range of reasons access flexible work options.
Working long hours is an indication of high productivity
Supervisors and co-workers who equate the number of hours spent in the workplace with productivity might penalise efficient workers who complete tasks in a shorter time.
Performance should be assessed on the outputs, outcomes, nature and quality of the work, not just time served.
Balancing work and lifestyle gives some workers an advantage over others
Some employees may feel unfair concessions are being made which do not affect them but which they may have to ‘cover for’.
However, employees’ family and lifestyle commitments will vary in form and degree over time and the productivity of the work unit is maximised when everyone has equitable opportunity. Increased flexibility does not lead to diminished performance, but offers a different way of achieving the same or enhanced outcomes for the job.
Managers must ensure all staff have access to balanced work and lifestyle practices, particularly as individual situations change, and that use of those practices do not disadvantage any individual in the work area.
Balancing work and lifestyle is not for senior staff
Managers may feel more pressure to compromise their own lifestyles because of the way their work is organised. Balanced work and lifestyle practices should be available to all and accessible by all. High performing organisations support and encourage managers to access these same opportunities. Similarly, it is important that managers role model a healthy work-life blend.
From 1 March 2017, all employees can request flexible work arrangements, regardless of classification level. Senior staff who work flexibly are modelling best practice to their teams – and demonstrate the importance of work-life balance.
This is just a women’s issue
Both men and women have personal commitments. It is unreasonable and unrealistic to assume one partner will automatically assume the major responsibility for family care, or only women have responsibility for a carer’s role or other lifestyle commitments. A University of South Australia study (PDF) showed of men who say they want to work fewer hours, only 1 in 4 ask for it, and only 1 in 5 women will ask.
We can only know outcomes when someone is at work
A worker's outcomes cannot be measured by the length of time they spend at work, although for some positions presence in the workplace may be an important consideration, for example in a customer service role.
A more accurate picture of outcomes can be gained from looking at the extent to which project deadlines are met, quality of work produced, results of service delivery, and so on. Not only is this a more valid way of measuring productivity, it also takes into account the myriad of working styles and arrangements that could be used to achieve work outcomes.
Working flexibly just means accessing flex time, working part-time or telecommuting
Although these are all examples of flexible work practices, the concept covers the broad arrangements that relate to how, where and when we work such as leave at half pay, hot desks, compressed hours and deferred salary schemes.
There will be nobody left to do the work
Business imperatives will always be a key consideration, though chances are when the focus is on the outcomes required other ways of meeting the business needs can be discovered. It is unlikely everyone will be wanting the same type of flexibility at the same time.
Teams sometimes establish particular ways of working that meets their needs, such as everyone is available every Wednesday for team meetings, or calendars are shared among the team. The increased use of mobile technology means employees working flexibly can use skype for meetings or phone in, and have landlines diverted to mobiles. Being clear about these expectations are an important part of the agreement.
Things are fine the way they are
Workplaces and societal expectations and norms are changing all the time and are certainly different from a decade ago. Managing virtual teams and embracing flexibility is a key feature of a modern workforce.
Flexibility is the new norm and should be a mainstream approach rather than a bonus for a select few.