Flexible work will benefit your business and your people if it is part of your organization's cultural DNA. But that won't happen if:
- Telework, flexible hours, compressed workweeks and reduced schedules are stand-alone, uncoordinated "programs."
- HR develops flexible work policies and the technology group rolls out products in isolation.
- "Flexibility" refers to the toolkit on the HR website that no one knows about or how to use.
- Work flexibility is not part of an employee's everyday or potential long-term career path.
This is the traditional, top-down, programmatic approach to work flexibility many organizations continue to follow.
It’s a good start and doesn’t require a lot of people, time or money; however, it won't make telework, flexible hours, compressed workweek, or reduced schedules part of your corporate culture.
To create a culture of flexibility, leaders, managers and employees need to be involved at all stages. Together they define the business case behind a more strategic approach to flexible work. They determine how people at all levels will have to do their jobs differently.
This change management and work innovation--based approach builds broad and deep buy-in that helps an organization:
- Discover the current state of flexible work in your business
- Create a shared vision of what flexibility will look like for people and the business
- Develop a tailored strategy that gets you from your current state to your vision
- Build readiness across the organization to embrace strategic flexibility
- Conduct “how to” orientation/learning sessions across many platforms
- Evaluate and improve your flexibility strategy after initial implementation.
Related Articles from FSG/WLF:
- The 10 Keys to Building the Flexible Workplace of the Future
- 6 Ways to Promote Work Flexibility Culture Change
- 3 Steps to Make Work+Life Flexibility Really Succeed for Your Business and Your People
- Making Flexibility Real Takes More than a Policy, Toolkit and Training
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