It is no secret that our lives are becoming increasingly busy

It is no secret that our lives are becoming increasingly busy with activities both in and out of the workplace. As we add to our responsibilities with work, family, and personal commitments, making time for it all can seem like a daunting task. 312.236.7170 Fortunately, many employers have implemented some version of flexible scheduling or flextime for their employees, allowing associates to remain active in all aspects of life. The job satisfaction outcomes are astounding, and these flexible arrangements can also reap great benefits for employers with respect to recruitment, engagement, and retention of employees. Flexible scheduling can include alternate arrival and departure times for a standard eight-hour work day, compressed work weeks in which employees work longer hours throughout the week allowing for additional days off, and telecommutingóworking from an alternate location (often a home office). An employee may opt for one of these flextime options for a variety of reasonsóperhaps a childís school and activity schedule, enrollment in continuing education classes, aging parents requiring extra care, or a challenging commute to the office. With the aging population, busy kids, busy lives, and ever-increasing gas prices, it is clear why more employees require such flexibility at the workplace. Employers are responding: a recent study by SHRM (Society for Human Resource Management) indicates that 56% of employers are offering some sort of flextime to employees.

The benefits to employees are similar, regardless of which version of flextime is used. In addition to, and perhaps as a result of allowing time for oneís outside commitments, employees display consistently higher levels of job satisfaction, company loyalty, productivity, and overall employee engagement. Additionally, oneís commute is often more pleasurable, as the ërush hoursí can be avoided by working alternate hours or working from home. HR Solutions Principal Consultant Jennifer Rand says, ìEmployees perceive flexible scheduling as a benefit that ëboosts moraleí. Employees are appreciative of having an alternative work schedule that allows them to take care of personal matters (errands, doctorís appointments, etc.) and spend additional time with their families/friends.î

Of particular importance is allowing flexible schedules for those of the Baby Boomer generation. This is the group with elderly parents and children often requiring additional attention such as medical appointments and extracurricular and school activities, and Boomers are expressing a need to assist with these family commitments. This is also a group with a good sense of work-life balance, finding it important to spend time for themselves outside of work. To that end, a marketing firm in Somerville, Mass. allows one Boomer to leave early once per week to play in a golf league. This is not uncommon; employers are making a conscious effort to assist employees with maintaining a work-life balance that increases employee retention and productivity.

Perhaps even more striking are the advantages of flextime to the employers that provide it. Organizations experience improved customer service and extended working hours, as flextime allows associates in the office outside of the traditional 8-to-5 window. HR Solutions Senior Consultant Andy Foote notes, ìI find that employees regularly request more flexible working hour schedules, and not only from a selfish perspective of going to the bank or cleaners; many flextime suggestions are made with the intention of bringing more productivity and efficiency to their work day, for example, a West coast sales force wishing to start at 4am to work with the East coast market.î

Recruiting efforts are greatly affected, as more job hunters are adding flextime as a ëmust-haveí benefit for a new job. In fact, employers have found that providing a flexible scheduling benefit is a great tactic to recruit and retain exemplary employees. Massachusetts-based Cubist Pharmaceuticals Employee Opinion Survey administered by HR Solutions, Inc. in 2005 supported this assertion. Nearly all work groups within Cubist responded 90% favorably when asked the question, ìIt is important to me that this organization consider and support flexible scheduling arrangements or flexible work options where possible.î

Significant business outcomes result from this increased employee engagement. For instance, according to a study by the Washington State University Cooperative Extension Energy Program, Uniguard Insurance Group implements a version of flextime in which over 60% of its employees take part. Turnover has decreased 5%, and overtime has decreased 5%, with no loss in productivity at the organization. As turnover and overtime costs are lofty for many organizations, these statistics are no small matter. The same study found that KCTS, a public television station in Seattle utilizing a combination of flextime, compressed work weeks, and telecommuting, experienced 70% less turnover than the industry average, a decrease in sick leave for employees, and increased job performance and satisfaction.

As with any program, risks must be considered with benefits. Keeping minimal operations covered at crucial times and scheduling meetings between individuals with different flextime schedules are challenges that organizations must keep in mind when implementing or revising a flexible scheduling benefit. While isolated, the opportunity for abuse by employees (i.e. claiming a 7:00am arrival time, only to consistently arrive later) also exists. Alert managers can curtail this problem with effective monitoring systems.

Acknowledging and responding to employee needs considering time management and work-life balance is proving to be an effective means of positively influencing employee satisfaction and workplace productivity. Implementing such a program, while having its share of risks, also promises to provide great business outcomes for organizations.

1. Gannon, Joyce. ìTime benders: Study says flextime boots morale while reducing turnover.î Pittsburgh Post-Gazette 8 November 2005. 26 June 2006, http://post-gazette.com/pg/05312/602358.stm

2. Rosenberg, Joyce M. ìKeeping Boomers on the job with a few concessions.î Chicago Tribune 3 July 2006. 10 July 2006, http://www.chicagotribune.com/business

3. Washington State University Cooperative Extension Program and the Commuter Challenge. ìRecent Case Studies.î 20 July 2006, http://www.teleworkarizona.com/pdf/wficasestudy.pdf