Technology improvements mean that brokers are now better able to work outside of the office, using hours and arrangements that suit them. But with this flexibility comes a range of new problems to tackle.
Technology improvements mean that brokers are now better able to work outside of the office, using hours and arrangements that suit them. But with this flexibility comes a range of new problems to tackle.
Research released by the Australian Institution of Management (AIM) has revealed that a flexible workplace can not only allow workers to better achieve a positive work/life balance, but that these benefits also flow on to the employer through increased productivity, improved client service and cost savings.
Other benefits include enhanced creativity and innovation in the workplace, and a more diversified workforce.
So if it’s so good, why isn’t every broker working ‘flexibly’?
Flexible working practices are increasingly common in work places, and can be a draw card for a brokers looking for the best place to employ their talents - but it’s not a simple case of loading brokers up with technology and telling them to telecommute, says the report.
A team of brokers all working different schedules and from different locations raises issues that a more traditional workplace would not face, and managers need to step up and understand these problems, says AIM.
“The demand for flexibility is evident and building fast. As flexibility becomes part of our operating environment, managing flexibility must become part of our core business.”
AIM identifies four key areas that managers can focus on to make flexible work practices a reality.
Role flexibility
Often a shift in hours can mean a shift in roles too. If some brokers choose to work only on certain days of the week, for example, this may mean that clients will deal with more than one broker if their original contact is absent.
“An obvious up-side for the client is that knowledge about their project, casefile or priorities is no longer concentrated in a single individual.
“This may enhance service levels by ensuring that work continues even if the individual is absent or leaves the organisation, however it may involve a shift in thinking from the client who may be used to dealing exclusively with ‘their’ contact”
How workloads and schedules will be organised need to be discussed openly and regularly between colleagues and with management to be sure that everyone’s roles are clear and that they are remunerated appropriately, says the report.
Workload intensification
Flexible work practices, while intended to allow a better work/life balance, can sometimes function to blur the line between the two, says AIM.
“New technology, while enabling flexible work, also carries the risk of further work intensification. Managed poorly, the use of smart phones and laptops can lead to part-time workers effectively working full-time, or being on call full-time.
“This can be exacerbated if part-time workers are made to feel guilty or “lucky” for working flexibly: they may feel compelled to make themselves available, to demonstrate that the arrangement is working.”
The report suggests that managers need to discuss with their staff the boundaries between work and non-work including:
- When it is reasonable to say no to requests such as late meetings or overnight travel.
- Agreed ‘etiquette’ for the use of emails, texting and so on, including reasonable expectations around response times
- Guidelines for contacting part time staff outside of their agreed hours
Staff supervision
A common concern by managers who allow their teams to work out of the office is the idea that brokers will not work as hard if they’re not physically ‘at work’.
While there may be a level of trust involved, says the report, it is important to remember that “presence does not equal performance”.
“Some types of work require the employee to be ‘on-site’, however even in those circumstances just being at work is insufficient evidence of doing your job.”
While trust is an important element of the equation, says AIM, this doesn’t mean that there shouldn’t be tools and processes in place for supervising off-site staff.
“The manager may set more closely defined objectives for employees on flexible work arrangements to assist with monitoring progress, or may establish more frequent formal updates, in recognition that there is less opportunity for informal supervision and appraisal.
“This may form the basis of weekly supervision or team meetings, against which progress is measured both at an individual and team level.”
Relationships
Introducing flexible practices usually means that certain brokers spend less time in the office, which can mean a huge change in workplace relationships, and some employees may have difficulty adjusting to this, says AIM.
According to the report, colleagues of flexible workers may:
• Feel that a colleague working flexibly is not as committed to the job, or is unreliable.
• Lose contact with them as they are not at the workplace as often.
• Feel jealous, especially if some staff have access to flexible work arrangements while others do not.
• Feel resentful and perceive that their own workload is increased as a result of a colleague working flexibly
AIM suggests that managers take care to implement a culture where these sorts of issues can be raised openly and addressed professionally to help minimise negativity.
Ensuring that it is possible for all staff to apply for flexible working arrangements, instead of being seen as a reward for hard work, may also help to quash jealousy from other staff members.
Managers should also be careful that workloads are adjusted appropriately along with hours, so that full-time employees don’t end up picking up extra work from employees who have reduced their work schedule.
Finally, AIM recommends that creating formal policies around flexible work arrangements will make decision-making easier for managers and prevent feelings of unfairness from colleagues.
Despite this, the report points out that a balance needs to be struck to ensure that “flexible work does not end up being inflexible”.
“The introduction of formal flexibility policies may inadvertently hinder informal flexibility arrangements which may be working very effectively,” says the report.
By making flexibility a core value of your business, says the report, managers open the door to satisfied employees and a more efficient workforce, but the practice needs to be adopted fully and embraced visibly by higher management.
“When workplace flexibility is not an accepted practice, it is easy for people to attribute any problems in the workplace to flexible work arrangements.
“We suggest it is time to view flexible work as a solution rather than a problem, and we believe the time is right to advocate for flexible work to be mainstreamed in Australian workplaces.”
