Part-time or reduced hours, if used effectively, can be an important part of an organization's overall flexible work strategy. It can attract and retain valuable talent that is unable or no longer wants to work full-time.
But the effective use of part-time or reduced hours brings unique challenges, especially in an economic environment where everyone is being asked to do more with less.
With telework and flexible hours, people work differently, not less. The time available to get the job done is the same; whereas, with part-time or a reduced schedule, work responsibilities must be redistributed.
These challenges, although real, don't have to keep an organization from offering reduced schedules as an option, as long as the formal flexibility process addresses how to:
- Reduce the workload and redistribute it fairly to already overburdened colleagues.
- Communicate effectively to ensure work gets done.
- Handle issues related to compensation, benefits, head count and FTEs.
- Continue to advance along a realistic career path, albeit at a slower pace.
- Deal with transitioning employees back to full-time, when circumstances change.
- Go the extra mile when needed, and be flexible with the flexibility.
Related Articles from FSG/WLF:
- The 10 Keys to Building the Flexible Workplace of the Future
- Flexible Rightsizing as a Cost-Effective Alternative to Layoffs
- Don't Let "Flex Just Doesn't Work for Me" Mean "I Don't Care If You Leave"...Because It Will
- Conundrum--One Person's Flex Job is Another's Underemployment
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