Tim Kemp builds a solid argument in UK Construction
In October 2007, Tim Kemp, Director at Warren Partners, discussed flexible working in his monthly column in UK Construction:
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.
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.
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.
Home working is made possible in most organisations by effectively harnessing new technologies to allow remote access to the businesses' IT systems. Mobile phones and Blackberries also allow email capability, meaning that employees can provide a seamless service to clients and candidates even when away from the office.
Of course, the concern is that increased flexibility will result in a drop in productivity and the level of flexibility enjoyed by more enlightened organisations is only possible due to a culture of trust within the business. Employees must be measured on output rather than visibility in the office, with the company recognising that a good work-life balance creates a happier, more effective workforce.
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.
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.
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.
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.
Very few construction firms have successfully introduced flexible working practices, with the nature of work in the sector restricting their widespread implementation. On-time delivery has significant cost implications and, as a result, the DTI's second work-life balance study found construction to be the least flexible sector of the UK economy. In fact, just five per cent of sites offer reduced hours compared to 11 per cent in the second lowest sector of agriculture, fishing and mining.
And while it will always be difficult to offer flexibility to the majority, there is some scope for an imaginative approach in the way that organisations roster. For example, by working longer hours in the summer months or at peak periods, employees could be allowed more free time during the winter and when the business is quieter.
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.
October 2007
| Back to Articles | Next Article |
