Line managers need the will and the skill to implement successful flexible working practices

Line managersí attitudes are key to effective flexible working and managers must bring policies to life if organisations are to reap the benefits, according to a practical new guide from the Chartered Institute of Personnel and Development (CIPD). The CIPDís new guide, ëFlexible working: the implementation challengeí has been designed to help employers and line managers effectively implement flexible working to benefit both the business and employees.

Almost half (45%) of line managers reported difficulties in implementing flexible working practices, according to a recent CIPD survey. The factors most likely to cause problems were demonstrating fairness between employees, communicating with their team and controlling workflow.

Rebecca Clake, CIPD Organisation and Resourcing Adviser, said:

ìThe real challenge for employers is how to implement and operate flexible working in practice, in order to create the positive culture and secure the improved performance they desire. The guide suggests that the role of the manager goes beyond their understanding of policy and process, it is their mindset and attitudes as well as their ability to handle the management issues associated with a more flexible workforce that is crucial.

ìCIPD research shows there are clear business benefits to be achieved from introducing effective flexible working policies, three-quarters of employers say flexible working practices have a positive effect on staff retention, and 70% say that flexible working has had a positive effect on staff motivation. Organisations who only half-heartedly introduce policies or fail to effectively implement good policies could lose out on the possible benefits.î

Gerry Sutcliffe, Minister for Employment Relations and Consumer Affairs, DTI, adds,

ìThe Government is committed to the growth of flexible working. It is good for business, employees and their families. I welcome the CIPD’s guide. It is based on the experience and best practice of a wide variety of organisations and should help many more employers and employees enjoy the benefits that flexible working provides.

Challenges of implementation
The guide highlights aspects of implementation which organisations may find challenging:

Management attitudes and skills ñ managers need to have the ëwillí as well as the ëskillí to manage flexible working effectively. The guide also pointed to core competencies which came under the spotlight when introducing flexible working:

- Performance management

- Communication

- Resource planning

Monitoring and evaluation ñ Only a quarter of organisations formally monitor the take-up of flexible working and one-fifth evaluated the effectiveness of one or more of their flexible working practices in the previous year.
Organisational culture ñ key aspects to enable flexible working to become ëbusiness as usualí in an organisations culture were:

- Trust

- Fairness and consistency

- Cultural acceptability

Communicating and engaging ñ organisations need to improve awareness of flexible working arrangements.

Case studies
Research for the Guide involved a series of case study interviews with a range of organisations from the public and private sectors. Some of these have been used to give examples on managing flexible working in practice. Organisations featured in the guide include:

- Ernst & Young
- The Scottish Legal Aid Board
- Telewest
- St. Mungo’s homelessness charity
- Centrica