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Workplace Flexibility: The Next Imperative for Business Success and HR Leadership. Nancy Conway Field Services Director March, 2013. Business Leaders are Now Flex Fans.

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Workplace flexibility the next imperative for business success and hr leadership

Workplace Flexibility: The Next Imperative for Business Success and HR Leadership

Nancy Conway

Field Services Director

March, 2013


Business leaders are now flex fans
Business Leaders are Now Flex Fans

“Perhaps the most important reason that work flexibility is a business imperative is because it produces better business results… specifically, by engaging and retaining the talented people who produce the high-quality work and competitive advantage.”

“So where can we go from here -- we or any business? In my view, just as far as the flexibility of our thinking can take us.”

Sharon L. Allen

2003-2011 Board Chair

Deloitte LLP


Today s agenda
Today’s Agenda

1) What is Workplace Flexibility?

2) Why is it So Critical Today?

Why is it a Business Imperative?

HR Leadership and Flexibility Strategies

Case Studies

6) SHRM/FWI Partnership When Work Works 



What is workplace flexibility1
What is Workplace Flexibility?

Workplace flexibility is a way to define how, when and where work gets done and how careers are organized. It is essential that flexibility work for both the employer and the employees to be effective.


Effective workplaces
Effective Workplaces

Workflex = PerkWorkflex = Effective Workplace


Why is it so critical today
Why is it So Critical Today?

Work-Life Fit is Complicated

  • Time Famine

  • Increasing eldercare responsibilities

  • Dual-earner families

  • More male work-life conflict

  • Diverse, multi-generational workforce


Why is it so critical today1
Why is it So Critical Today?

Challenge: Time famine

According to FWI and Princeton University research, employees are increasingly experiencing a feeling of “time famine” or “not enough hours in the day”

75%

63%

60%


Why is it so critical today2
Why is it So Critical Today?

Challenge: Increasing eldercare responsibilities

2011 Metlife Study

20% US adults provide care to a parent

Lost wages, pension, and Social Security benefits

Average losses

$324,000 - women

$284,000 - men

Care givers aged 50+

“fair” or “poor” health


Why is it so critical today3
Why is it So Critical Today?

Challenge: More dual-earner couples

  • Dual-earner couples

  • 79% in 2008

  • 66% in 1977

  • US Workforce

  • 50% female

  • Mothers primary breadwinners:

  • 4 in 10 families

  • 2006

  • women earned 58% bachelor’s degrees

  • 60% of all master’s degrees


Why is it so critical today4
Why is it So Critical Today?

Challenge: More work-life conflict among fathers

Percentage of fathers and mothers in dual-earner

couples reporting work-life conflict (1977-2008)

Sources: 1977 QES, 2008 NSCW, FWI


Why is it so critical today5
Why is it So Critical Today?

Challenge: Diverse, multi-generational workforce

US workforce aging 40+

68% in 2008

39% in 1977

4 generations:

Traditionalists

Baby Boomers

Generation X

Generation Y (Millennials)

??? million Baby Boomers reached 65

Workforce entrants lack basic skills


Why is it a business imperative
Why is it a Business Imperative?

1) Employees are Happier, Healthier

25% reduction in stress

28% increase in happiness

80% = better work/life balance

76% = put in extra time + more loyal

July 2011, survey by Staples Inc. of telecommuters


Why is it a business imperative1
Why is it a Business Imperative?

2) Employees are more productive, engaged

67% = impacted job satisfaction and engagement

32% = increased employee productivity

42% = absenteeism decreased

SHRM 2009 survey of HR professionals


Why is it a business imperative2
Why is it a Business Imperative?

2) Employees are more productive, engaged


Why is it a business imperative3
Why is it a Business Imperative?

2) Employees are more productive, engaged


Why is it a business imperative4
Why is it a Business Imperative?

August, 2010, SHRM-EIU survey:

C-suite executives - two biggest challenges in next ten years: 1. Retaining and rewarding the best people2. Attracting the best people

3) It is a key recruitment, retention tool

Best strategy to address this challenge:

60% = “creating flexible workplaces”


Why is it a business imperative5
Why is it a Business Imperative?

3) It is a key recruitment, retention tool


Why is it a business imperative6
Why is it a Business Imperative?

Cost of hiring/training new employees:

1.5 times employee’s salary

Reducing turnover by 200 employees:

$30 million in savings

4) It helps the bottom line


Hr leadership and strategies
HR Leadership and Strategies

HR must take the lead on flexibility

"Flexibility is not an accommodation or favor, it's the linchpin. People have two things to give: their talent and their time. Flexibility is the equalizer that allows the talent we develop to deliver superior performance. HR is in a position to provide the advice that will help leaders to win.“

-- Ted Childs, Principal of Ted Childs LLC


Hr strategies and leadership
HR Strategies and Leadership

FWI 2012 National Study of Employers:

Organizations increased options for when and where employees may work

Employers reduced options on how much time employees may work

Flex time with changing starting and quitting times rose = 66% in 2005 to 77% in 2012

Employees allowed to return to work gradually after childbirth or adoption decreased =

86% in 2005 to 73% in 2012

Access study at: www.familiesandwork.org


Hr leadership and strategies1
HR Leadership and Strategies

Challenge: Resistance to flexibility


Hr leadership and strategies2
HR Leadership and Strategies

10 HR Strategies for Success

Recruit top management as flex champions

Position flexibility as a business strategy

Make the business case, focusing on ROI

Develop flexibility for all

Build management support


Hr leadership and strategies3
HR Leadership and Strategies

10 HR Strategies for Success

Listen to what employees say works best

Develop clear guidelines

Incent managers to support workflex

Track metrics

Communicate


Case study 1 gdiapers
Case Study #1 – gDiapers

Direct-to-Consumer Retail Diaper Business

Portland, OR – 18 employees

www.gdiapers.com Twitter: @gDiapers


Case study 2 turck inc
Case Study #2 – TURCK Inc.

Manufacturing and Product Development

Twin Cities, MN – 167 employees

www.turck.com Twitter: @TurckInc

For Hourly Jobs, White-Collar Perks

Factories and Other Employers Seek to Offer Workers More Control of Schedules

Wall Street Journal Oct. 3, 2011

T.C. Worley for The Wall Street Journal


Case study 3 bon secours
Case Study #3 – Bon Secours

Medical Services

Richmond, VA -- 12,000 Employees in the U.S.

www.bonsecours.com


Shrm fwi partnership
SHRM / FWI Partnership

www.whenworkworks.org

  • Program to educate employers locally about business benefits of flex through community partners

  • Share research and employer best practices

  • Recognize exemplary employers through the Sloan Award for Excellence in Workplace Effectiveness and Flexibility


When work works

  • Joint guide with best practices by winners of the Sloan Awards for Excellence in Workplace Effectiveness and Flexibility

  • Features 262 unique employers (450 worksites) of all sizes and industries

  • Available through the SHRMStoreat http://shrmstore.shrm.org/

  • Use promo code WFP-12 to get 10% off the price of the Guide

When Work Works

Guide to Bold New Ideas


Shrm workplace flexibility resources
SHRM Workplace Flexibility Resources Awards for Excellence in Workplace Effectiveness and Flexibility

Workplace Flexibility Resource Page at www.shrm.org


Summary and take aways
Summary and Take- Awards for Excellence in Workplace Effectiveness and Flexibilityaways

  • Workplace flexibility is a way to define how, when and where work gets done and how careers are organized

  • Flexibility is more critical today because of complicated work/life fit and other new challenges

  • Flexible workplaces are a business imperative because they help the bottom line by promoting happier, healthier, more engaged, and more productive employees

  • Follow ten key HR strategies to develop and implement successful flexibility programs

  • Learn from best practices cases studies

  • Take advantage of SHRM and SHRM/FWI flexible workplace support resources 


Final message
Final Message Awards for Excellence in Workplace Effectiveness and Flexibility

“All of us want and need engaged employees – the ones who have an understanding of what must be done to add value to an organization. Workplace psychologists assure us that such engagement doesn’t come from a need to comply. It grows from a freedom to choose.”

“That spells what’s next – a flexible workplace. Together with FWI, we’ll help you get there.”

--Hank Jackson, SHRM President & CEO

March, 2011 issue of HR Magazine


Workplace flexibility the next imperative for business success and hr leadership

Continue the Conversation Awards for Excellence in Workplace Effectiveness and Flexibility

Continue the Conversation

#workflex

@SHRMNancyConway

#SHRM


Questions
Questions? Awards for Excellence in Workplace Effectiveness and Flexibility

Nancy Conway, SPHR

North Central

Field Services Director

(IA, MN, ND, NE, SD, WI)

nancy.conway@shrm.org

703-535-6455

3900 Old Cheney Rd, #201-313

Lincoln, NE 68516

Twitter: @SHRMNancyConway