Two thirds of companies not flexible enough

Companies are missing out on the commercial benefits of flexible working, as new research among HR professionals by employment experts Croner reveals two thirds do not actively encourage their employees to work flexibly.



Nearly as many (59 percent) say they do not have a formal policy on flexible working in place.

Flexible working covers any working time arrangement other than what is thought of as a standard working week, such as part-time and term-time working, job sharing, homeworking, flexitime, annualised hours and compressed hours.

Croner, part of Wolters Kluwer UK, says that while government legislation currently exists to allow those with young or dependent children to work flexibly, companies looking to set themselves apart from competitors in the war for talent should be seriously considering going past this minimum requirement and offering it to the rest of the workforce.

Flexible working is not only beneficial to employees who need to take care of young children. Employees with children of all ages sometimes need flexibility, as do those caring for elderly relatives, or pursuing further education or interests.

By implementing flexible working however, the benefits stretch beyond improved work/life balance for employees. It can lead to reduced absence rates, higher productivity and employee morale, and improved recruitment and retention of staff. Valuable business savings can also be made due to lower wage bills through being able to synchronise fluctuating business demand with workforce deployment.

Richard Smith, Employment Services Director says: Our research highlights that managers are not doing enough to reap the potential benefits of flexible working. However, this is unlikely to be due to them being unsupportive of employeesí flexibility needs, and more to do with not having enough information to hand to make a business case for flexible working beyond minimum legal compliance.

Many businesses have actually implemented flexible working for years for commercial reasons, rather than legislative pressure. The traditional 9 to 5 working day is not always the best option for both employers and employees. Taking a more flexible approach to working hours could better meet customer requirements, such as round the clock service, while also accommodating the needs of employees, ultimately helping them to feel more committed to the company.


Smith says: Our research indicates that all employers should be brushing up on flexible working legislation. But best practice employers should be taking this a step further and consulting with their workforce and customers about how working patterns can best fit their needs.

Croner is offering the following advice on getting the most out of flexible working:

Lead from the top. Senior management should work flexibly themselves, as well as encouraging the rest of the workforce to do so.

Manage the line. Explain the benefits of flexible working to line managers and ensure that they implement the policy fairly.

Involve staff. Involve staff in agreeing working patterns in line with the ebb and flow of business.

Measure results. Establish benchmarks for recruitment, retention and absence, and measure these regularly to establish the effect flexible working has had.

Count the cost. Estimate the cost of implementing flexible working. Although this is unlikely to be substantial, it is important to recover the investment.

Improve recruitment processes. Ensure that recruiters emphasise the opportunities for flexible working.

Retain more staff. Retain staff by offering them more convenient working patterns.

Be open-minded. Be open-minded about adopting any flexible working arrangement.

Review. Review how flexible working operates to ensure that operations are not compromised, all staff have an equal opportunity to work flexibly, and that expected business improvements have materialised.