Deborah Cooper contributes to Business Money
In September's issue of Business Money, Warren Partners Director, Deborah Cooper, examined the personal and business benefits of flexible working.
"e;A recent survey of the FTSE top 100 companies found that those assessed as 'very good' in terms of family friendly working practices far outperformed other companies in share performance. On average, their shares rose by 141 per cent over a five-year period, compared to the FTSE average of 78 per cent.
"e;Since April 2003, every parent of a child under six has had the legal right to request more flexibility in their working week. Since then, 19 per cent of the female workforce and 10 per cent of men have asked about changing their hours, according to figures from the TUC.
"e;But while organisations are duty-bound to consider each request on its own merits, they are not currently obliged to grant such demands. Indeed, 10 per cent of female employees and 14 per cent of men have had their requests turned down, indicating not only a gender bias among employers' attitudes to flexible working but also a prevailing lack of understanding of the business benefits.
"e;At Warren Partners, all senior members of the business are given the option of working a flexible full-time role, regardless of their parenting situation. Some choose to leave the office early in the afternoon and resume their work later in the evening, whereas others simply reduce their lunch hour so they can use the time elsewhere.
"e;Home working is made possible by effectively harnessing new technologies, and each director has a virtual private network in their home to allow remote access to the IT system. Our mobile phones and Blackberries also have email capability, meaning that we can provide a seamless service to clients and candidates even when away from the office.
"e;Very few recruitment organisations work this way, with many worrying that increased flexibility will result in a drop in productivity. In fact, the level of flexibility enjoyed at Warren Partners is only possible due to the culture of trust within the business. We are measured on our output rather than our visibility in the office, and the company recognises that a good work-life balance creates a happier, more effective workforce.
"e;This is not to deny the need to spend a certain amount of time in the office developing strong relationships with your colleagues. And while it is becoming more culturally acceptable for executives to commute long distances to work, those who live further away often struggle to become firmly embedded in the culture of the organisation.
"e;Indeed, true flexibility is about more than simply reducing the number of hours spent in the office. With experienced senior executives in high demand, organisations are increasingly being forced to compete for talent on a geographical level. And with proximity to the office reducing unnecessary strain on the family, sophisticated relocation packages are becoming a recognised method of attracting the best people.
"e;Of course, the level of role will determine the type of flexible benefits that companies are prepared to offer and, traditionally, executives are more likely to consider relocating for a promotion rather than a lateral hire. Many are also understandably reticent to uproot their families and may request that the company provides rented accommodation while they settle in to the role.
"e;Those who live in the south, where house prices are higher, also tend to be apprehensive about selling up and relocating. They, too, often request rented accommodation as part of a package, and some organisations have even begun to offer to purchase candidates' properties to avoid unnecessary complications in the selling process.
"e;Companies that refuse to flex their relocation policies can struggle to attract the best people. And with redundancies and restructuring of organisations on the increase, the danger is that many senior executives will drop out of the employment market all together if they cannot find companies that will adapt to suit their needs.
"e;At Warren Partners, we are seeing an increasing number of executives adopting a more lateral approach to their careers. With many tired of the travelling and long office hours involved in working for rigid, inflexible companies, sabbaticals are on the rise and there is a growing trend for people to look at independent working as a viable alternative.
"e;From a personal perspective, after being made redundant while on maternity leave several years ago, I opted to set up my own business rather than throw myself back into the long hours culture. It was only when I began to miss the collaborative nature of working for a larger organisation that I looked into other opportunities. And after experiencing the flexibility of working for myself, I was only prepared to consider companies that would offer me the same opportunity.
"e;Ultimately, employees need to be able to balance their work and home lives to fit in with the changing economic and cultural climate. Organisations must, therefore, adapt to ensure they are attracting the best employees in the market. Those that continue to resist introducing flexible working practices will undoubtedly lose out in the long term."
September 2007
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