11 min read | 28 September, 2021 By Aimée O'Callaghan
Flexible working is a hot topic that's steadily seeping into the SME market. From proposed changes to employment legislation would allow employees to request flexibility in their contracts, together with TUC's study; it's clear that there's still a long way to go.
From TUC's research, it appears that most British companies have yet to make the switch. Not only do their findings show that a third of all flexible-working requests are denied, but more worryingly, 58% of our corporate workforce aren't even offered the option of flexible hours (this figure soars to 64% for working-class occupations).
And what with 28% of respondents admitting that they'd look for a new job in search of more convenient hours, the pressure on HR and SME managers to decide if flexible working can work for their business is mounting.
So, if you're an HR manager who's currently perched on the flexible-working fence and not sure which side to take; read on.
The office is running smoothly, your employees are in at 9 and leave at 5:30. It’s seems productive and you’re happy. But then Sally in accounts asks to work at home one day a week, David from sales wants to go part-time and Denise puts in a request to start later on certain days. But can it really work? Here's what we found.
Managers who sway towards the more agile mindset are finding that flexible working hours and locations can help towards managing external work-life stressors.
As more companies attempt to adapt to the increasing demands of mobile and agile workforces, HR managers and SME business owners are left wondering whether flexible working can work for their business. Let's delve in.
An alternative to traditional-working hours, flexible working includes working from home or flexible start and finish times. Whether it's part-time working, job sharing, early finishes, late starts, working from home or away, logging on at cafés, hot desking or even picking your own hours, flexible working helps to put your people first.
By tailoring working-hours and locations to suit your employees and business you can help save valuable time and stress across the workplace.
Employees have a right to ask for flexible working. We believe it's best to view the switch as an opportunity for your business to develop and test out some of the components of agile working.
Flexible and remote working has increased in popularity by over 91% during the last decade, which is equal to a 159% rise since 2005.
Thanks to clever HR software and advances in technology, flexible working is now easier to manage. What with the advance in video conferencing, storing documents in the cloud and readily available mobile WiFi, it’s not always necessary for staff to complete their jobs by being physically present in an office.
There are many different ways of working flexibly. These include:
Before the law changed, the rules in the working world were much more rigid. This change in law intended to encourage a much wider range of applicants to submit requests to their employers.
One of the biggest misconceptions about flexible working is that it's only fit for parents, guardians or carers. That's no longer the case.
Flexible working is particularly well-suited for SMEs due to company size and logistics. As a small business, incorporating those ideals into your company can seem counterproductive initially but not only are you likely to increase your staff retention rates, have a happier workforce and improved productivity, you’ll also have a wider pool of talent to choose from when it comes to recruiting.
And then there's the benefits for employees. They speak for themselves. It can help staff feel less watched and micromanaged, and encourage independent thinking and problem solving.
The benefits of flexible working are widely noted. According to a survey of 8,000 global employers and employees, 83% reported productivity improvements from flexible working. A further 61% believe it's increased company profits.
Happy workers make productive workers, which means you can enjoy greater growth and a healthier bottom line. Flexible working is a great way to achieve this because it shows you care about your staff’s wellbeing and are actively nurturing your company culture.
It can also help to empower staff by encouraging autonomy, trust and personal investment in the company. Think: 'you scratch my back, I'll scratch yours'.
Offering flexible working when you’re recruiting can also increase the number of potential candidates – some of those might be exceptionally talented and a real asset to your organisation but might not have applied if flexible working wasn’t on offer.
It’s not just recruitment flexible working is good for – it can help staff retention too. As well as creating an overall impression that you’re a fair and flexible employer, it can also be used to keep talented existing staff whose personal circumstances might have changed and would leave if they couldn’t move to a more flexible working pattern.
Employees benefit from flexible working because it allows them to fit in around family and personal commitments. For example, an employee who has to start caring for an elderly parent could still carry out their job effectively when working from home two days a week. This relieves added stress while allowing them to juggle both private and work responsibilities successfully.
It also gives employees greater control over their own working schedule and can help reduce commute times. Recent train strikes have been a nightmare for workers commuting to London but being able to work remotely has meant work can still be done.
Go one step further and start managing people, not paper, with Breathe's cloud-based, automated HR software. Take the pressure off employee admin by letting them check and request holiday, note sickness, track performance reviews and much more.
It would be nice to say flexible working was perfect in every way but as with all business policies it does have its drawbacks for both employers and employees.
As an employer or manager, you might find certain members of staff take advantage of flexible working a little too much – slacking off or heading out with friends when they should be working for you. Flexible working isn’t great for customer-facing roles either such as for staff working in a shop or assistants in a nursing home. It can also make it much harder to make sure your company’s processes are still carried out as they should be.
However, it's not always the best idea for staff motivation and morale. The less time in the office, the more chance that they'll miss out on integrating into office culture and your team. Try to mitigate this by organising work socials and encouraging integration from the top.
Flexible working can impact an employee's home-life routine, blurring the lines between work and personal. If they are constantly checking emails or answering calls regardless what time it is, it can be difficult to switch off and they could be at risk of burnout.
Nip this in the bud before it begins by encouraging your employees to prioritise workloads and set boundaries.
Being a people-first business, it felt like natural progression for us to allow our teams to have more autonomy in their working lives.
Everyone has a statutory right to request a flexible working arrangement under the Flexible Working Regulations 2014, but we wanted a more agile scheme that is readily available, offers continuous flexibility and does not require a contractual change.
We started by researching different options around flexible working and speaking to other organisations in our network about their experiences.
We then designed a scheme which we believed would work well for our business. We named this 'Breathe-Flex'.
We considered how the scheme might affect different teams, especially those that are customer-facing.
The next stage was to gain buy-in from the leadership and management teams, which is key for any scheme to be successful.
As part of this process we had meetings to discuss the scheme proposal, expected benefits and to iron out any concerns that were raised. We were open to feedback and made changes to the scheme as a result.
We created a policy - as although we wanted the scheme to be as flexible as possible and avoid too many rules - we also needed to set some defined boundaries for people to work within.
Lastly, the best part was being able to present this exciting new initiative to the rest of the company.
We understood that people have different needs and preferences when it comes to flexible working, so we designed a scheme with multiple aspects so that everyone could benefit in some way.
The scheme is based on a weekly hours concept. This means that people still work their contracted hours, but with flexibility over start and finish times, duration of lunch breaks and the choice to have some shorter and longer days.
We also initially added the option to work from home for up to one day per week (Now, post-pandemic, this has increased). Core hours of 10am until 3.30pm apply to provide some structure to the working day.
The success of the scheme very much depends on teams working well together. We encouraged people to be considerate, creative and open to new ways of working.
One of the 'non-negotiables' of the scheme is that the availability and level of service should not be affected, so teams need to communicate well to ensure this is maintained.
We staggered the implementation of the scheme so that the change would be gradual and we could learn and adapt as we went along.
We had one team join at a time. When all teams were onboard, we started a 6 month trial.
Despite these points, though, the benefits of the scheme far outweigh the challenges we came across.
Flexible working is great for so many employees and, in turn, businesses. For some though, it's simply not worth the stretch. That's why it's vital to evaluate both your team and organisation's strengths, weaknesses and obligations.
For example, do you manage a business that easily lends itself to flexible and remote working, i.e. can your people complete their job away from the office?
If you need employees to be hands on and physically present to carry out their job, then it can prove trickier to implement.
Research has shown staff often value work/life balance more than they do remuneration. By offering flexibility from the get-go you're more likely to attract a more diverse talent pool, improve productivity and manage happier, engaged staff.