Attraction and Retention Series
A focus on people and business
Flexible work practices: framework
Resource document 1
Issue 2
November 2008
Table of contents
Introduction .................................................................................................... 3
Background..................................................................................................................... 3
Strategic Intent of Kit ..................................................................................................... 3
Business Outcome and Project Links .......................................................................... 3
Further Consultation ...................................................................................................... 4
Framework..................................................................................................... 4
Workforce Management Strategy.................................................................................. 4
Enabling Client Service and Balancing Work and Other Life Commitments ............ 4
Human Resource Information and Work Environment Survey Data .......................... 5
Minimum Obligatory Human Resource Information (MOHRI) ................................................... 5
Queensland Public Agency Staff Survey (QPASS) .................................................................. 5
Workforce Planning ........................................................................................................ 5
Option Examples, Descriptions and Indicative Benefits ................................. 6
Telecommuting ............................................................................................................... 6
Job Sharing ..................................................................................................................... 6
Aggregated/ Averaging ordinary hours of work .......................................................... 6
Part-Time Employment Arrangements ......................................................................... 6
Part-Year Employment ................................................................................................... 6
Career Break Schemes / Sabbatical schemes ............................................................. 6
Flexible Shift Arrangements .......................................................................................... 6
Initial Checklist ............................................................................................... 7
WHY ................................................................................................................................. 7
WHEN .............................................................................................................................. 7
WHO ................................................................................................................................. 7
WHAT ............................................................................................................................... 7
HOW ................................................................................................................................. 7
Conclusion ..................................................................................................... 8
Flexible work practices: framework
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Introduction
Flexible Work Practices (FWP) are concerned with how, where and when work is done. As work
and workplaces become more diverse, employers and employees are examining different and
more flexible ways of organising work. The recognition of a need for a FWP framework that links
people management with strategic direction to enable improved business outcomes is paramount
in delivering responsive government services.
FWP foster work environments that support flexibility and accessibility for its workforce.
Background
For a number of years the government has supported the public sector to explore more flexible
ways of undertaking work. FWP are aimed at developing a framework that balances the interests
of organisations, clients and employees requirements, and the ‘government as employer’.
FWP offers departments ways in which to deliver responsive government. A number of options are
available to agencies seeking to provide a more flexible workplace.
These options include:

Telecommuting

Job Sharing

Aggregated / Averaging ordinary hours of work

Part-time employment options

Part-year employment

Career Break Schemes / Sabbatical schemes

Flexible shift arrangements
Development and implementation of suitable flexible work practices is an individual activity in that
each case is different or has different elements to it. Solutions are generally not immediately
obvious and implementing flexible work practices requires management and employees to develop
solutions co-operatively. (Refer to references in Resource Document 4)
Strategic Intent of Kit
The strategic intent of this FWP kit is to facilitate the delivery of excellence in products and
services that delivers responsive government for its current and future communities.
By fostering workplace environments that support flexibility and accessibility, organisations are
better placed to achieve business outcomes that meet changing client expectations through a
capable, diverse and motivated workforce. Such flexibility also assists individual employees to
better balance their work and other life commitments.
Business Outcome and Project Links
FWP are linked to an organisation’s strategic direction through effective leadership, people
management and service excellence. This involves links with business outcomes, projects and
issues such as the effective delivery of services, the attraction and retention of clients and
employees, successful workforce planning, the ability to manage diversity and the ability to provide
accessibility.
Flexible work practices: framework
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Further Consultation
Although organisations are responsible for determining and implementing the FWP that best suit
their needs, the Public Service Commission (PSC) in partnership with other relevant areas of the
public sector will consult with organisations and relevant stakeholders as required on FWP policy,
strategy advice and implementation.
Framework
Workforce Management Strategy
FWP fits within a strategic framework for workforce management that supports effective business
outcomes. This focus involves leadership, capability and the creation of an organisational climate
that enables the provision of excellence in service delivery.
Such a focus involves managing changing expectations, diversity and the creation of a culture of
continuous improvement and a work environment where people feel valued.
Enabling Client Service and Balancing Work and Other Life
Commitments
Attraction, retention, absenteeism, and workforce planning are related issues within the work
environment that are significant to business outcomes. The implementation of various FWP has
the potential to play an important role in this context. Relevant FWP have the potential to enable
excellence in client service, while also enabling individuals to better balance work and other life
commitments in an ever changing and demanding environment.
For example, absenteeism, turnover, knowledge and skills loss may be reduced by the FWP of
telecommuting, job sharing and part-year employment. Such practices may enable people to be
employed or remain in employment from a remote location, balance family commitments rather
than take a full day off, return to work from parental or other leave, or remain in employment for a
longer period than first envisaged prior to retirement.
FWP will not suit all situations, and will not be applicable to everyone in the same way. Different
practices will be required for different organisational requirements, client expectations and
individual employee needs at different times. What may be required for one set of circumstances
will not be necessary for another, therefore, a FWP offered to some will not be suitable for
everyone from either an organisational or individual perspective.
For implementation to be effective, FWP need to be viewed in a holistic manner and seen not only
as employee benefits but also as a management tool that has the potential to deliver benefits for
business and individuals.
In addition, FWP should not be viewed as a right without regard to organisational viability nor
should such practices be regarded as an obligation that can be imposed by an organisation. Any
change to an individual’s established arrangement needs to be discussed and agreed between the
organisation and the employee.
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Human Resource Information and Work Environment Survey Data
When considering FWP options, strategies and implementation plans, human resource information
and workforce survey data is valuable as it enables situational analysis, diagnosis and therefore
informed planning for current and future needs. The whole of government Minimum Obligatory
Human Resource Information (MOHRI) is one system that can provided valuable workforce
information. Systems such as SAP and other internal agency systems also produce workforce
information.
Minimum Obligatory Human Resource Information (MOHRI)
The MOHRI data provides information on the Queensland Public Service (QPS) as a whole and
organisations within the service on an individual basis. For example, workforce statistics gathered
from MOHRI data identifies an ageing workforce where around 29 per cent of the workforce are
over the age of 50, 45 per cent are over the age of 45 and 7 per cent are under the age of 25
(February 2007 MOHRI).
The data above provides context to determining what might be appropriate flexible work practices
to address ageing workforce issues.
Queensland Public Agency Staff Survey (QPASS)
Human resource information is linked to the work environment, staff satisfaction, and relevant
FWP. In 1997, government endorsed the use of QPASS or an alternative tool to measure
organisational climate and morale in the QPS. Such surveys measure aspects of organisational
climate such as morale, leadership, recognition and professional growth.
The PSC worked in collaboration with many QPS organisations to demonstrate the links between
organisational climate and business outcomes, and various strategies have been implemented for
effective change to assist achievement of business outcomes.
The impact of FWP can also be evaluated in part by the analysis and integration of human
resource information and work environment survey data in addition to focus group results and
other measurements. QPASS and other organisational climate tools are still widely used across
the sector.
Workforce Planning
Once initial investigation has provided relevant human resource and work environment data,
workforce planning is important as it enables assessment of requirements in order for suitable
current and longer term solutions to be developed and implemented inclusive of appropriate FWP.
Effective workforce planning and management enables FWP to remain relevant, effective and
responsive to changing business, community and individual needs. For example, loss of
intellectual capital may be brought about through retirement due to an ageing workforce with a
negative impact upon service delivery, particularly when also associated with factors of low
attraction and/or high turnover. The implementation of relevant FWP may assist in such situations
as these practices provide alternative options to traditional, full-time, 9 to 5 employment. For
instance, job sharing, part-year employment and flexible shift arrangements will assist as such
practices enable people to remain in employment longer rather than retire, attract people who may
go elsewhere if flexibility is not available, and encourage retention when work and other
commitments vary.
FWP, therefore, provides alternative options when planning for current and future workforce needs
in a world of changing expectations.
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Option Examples, Descriptions and Indicative Benefits
The following are examples only, other FWP may be relevant at different times (see Resource
Document 2).
Item
Description
Indicative benefits
(community,
organisational, individual)
Telecommuting
Telecommuting is a flexible work practice
encompassing the performance of work outside of
the central workplace using telecommunications to
replace part, or all, of the physical journey to work.
(see ‘Telecommuting Discussion Paper’, ‘Application
and Management Kit’, and ‘FWP Discussion Paper’
distributed in 1998 for issues, implementation and
management strategies)
Job Sharing is a voluntary arrangement whereby
one job is shared between part-time employees.
May assist with a number of
situations such as employment
in a remote location, deadline
achievements and retention of
an employee with a disability.
Job Sharing
Aggregated/
Averaging
ordinary hours of
work
Part-Time
Employment
Arrangements
Average ordinary hours of work over a cycle with
differential daily and weekly hours. For example, in
a 4-week work cycle an employee may work 45
hours in one week and 30 hours the next, provided
that the total standard ordinary hours for the work
cycle are worked. Normal overtime
arrangements/penalty rates only apply for the hours
worked in excess of the agreed hours of duty.
Part-time employment is work that involves less
than the full-time weekly hours of duty prescribed by
the applicable award, industrial agreement or
certified agreement.
Part-Year
Employment
Part-year employment offers employees a number
of weeks/months unpaid leave per year, or extra
leave for proportionate salary may be relevant
depending upon requirements and organisational
viability.
Career Break
Schemes /
Sabbatical
schemes
Employees able to avail themselves of significant
periods of leave. In some cases leave may be
granted without pay or arrangements put in place to
allow employees to receive proportionate salary for
a period of time with the remaining salary paid
during the period of leave.
Involves the consideration of extending, altering
and/or revising current shift arrangements. For
example, extending working hours for a shift,
staggered starts and finish times.
Flexible Shift
Arrangements
Flexible work practices: framework
Enables people to meet work
and other life commitments.
May also facilitate retention
rather than turnover.
Facilitates excellence in service
delivery during peak periods.
Enables individuals to balance
other life commitments such as
family or local community
requirements.
Facilitates attraction and
retention of people if they are
able to work part-time and meet
other commitments such as
study, elder or childcare needs.
Enables continued employment
and service at peak periods
such as on a seasonal basis.
May also reduce loss of
intellectual capital. For
example, part-year employment
as an option to turnover or fulltime retirement.
Retention versus turnover
encouraged by extended
periods of leave for various
reasons such as study, travel,
parental, personal and
professional development etc.
Assists individual and
organisational flexibility, as
client requirements may not
need everyone at work at the
same time.
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Initial Checklist
Please use the following checklist to initially assess organisational and individual needs, to determine if the
implementation of relevant FWP will assist. Workforce analysis and planning will then be required to
diagnose requirements, specific FWP solutions and implementation strategies (see Framework section of
this Kit re Human Resource Information and Work Environment Survey Data).
Yes
No
WHY
To provide pro-active solutions to an environment of shifting demographics and changing client and employee
expectations eg diversity, accessibility.
Ageing workforce
High absenteeism
High turnover
Low attraction
Low retention
Changing client expectations
Changing employee requirements
Need to provide a geographic/timeframe spread of services
WHEN
To effectively implement FWP to better balance organisational requirements and individual needs.
Workforce planning projections suggest practice change
Clients want different services
Clients require delivery changes
Prospective employees seek a variety of work practices
Current employees require greater ability to balance commitments to remain
WHO
To match organisational and individual needs.
Employee may retire early and organisation wants to retain knowledge and skills.
Employee considering resignation due to partner relocation or other life commitments such as community, study
or family responsibilities and organisation wants to retain.
Employee wants to return to work but requires more balance to meet work and other life commitments.
Organisation wants to attract individual’s knowledge and skills but person requires less traditional work
practices.
Individual able to provide services in peak periods and/or in remote locations.
WHAT
To deliver high quality services in situations of peak periods, potential intellectual capital loss, and attraction
competition and to better balance work and other life commitments.
Telecommuting
Job Sharing
Aggregated / Averaging ordinary hours of work
Part-Time Employment
Part-Year Employment
Career Break Schemes / Sabbatical Schemes
Flexible Shift Arrangements
HOW
To effectively analyse and plan implementation to best fit business outcomes.
Assess and link to strategic direction
Link to business planning and business outcomes
Link to changing government requirements, client and employee expectations
Analyse turnover and absenteeism costs Versus attraction and retention savings
Provide project proposal with outcomes focus and milestone plan
TOTAL
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Conclusion
By fostering work environments that support flexibility and accessibility, organisations are better
placed to achieve business outcomes that meet changing client expectations through a capable,
diverse and motivated workforce. FWP are therefore linked to the strategic direction of
organisations through effective leadership, people and diversity management, and service
excellence. Support for such an approach to flexibility is provided in various industrial instruments
such as the core and other certified agreements.
The strategic intent of this FWP kit is to facilitate the delivery of high quality products and services
that support the economic and social development of the state for both its current and future
communities, inclusive of individual employees that need to better balance their work and other life
commitments.
When considering FWP options, strategies, and implementation plans human resource information
and work environment survey data is significant for effective assessment and change
management. Such surveys measure aspects of organisational climate such as leadership and
morale.
Attraction, retention, absenteeism, workforce planning and the work environment are elements
significant to business outcomes that implementation of various FWP are likely to assist. For
example, attraction and retention may be increased and knowledge loss reduced by the
implementation of practices like telecommuting, job sharing and part-year employment as such
options increase both organisational and individual flexibility and accessibility. Such practices will
enable organisations to better balance client expectations and requirements while also enabling
individuals to balance work and other life commitments in an ever changing and demanding
environment.
Assessment of the need for FWP is required (see Initial Checklist section in this kit), which should
be informed through analysis of organisational specific human resource information and work
environment data. Such analysis will enable a more detailed diagnosis of specific needs,
solutions, and strategies. In addition, some evaluation of the impact of FWP is also possible by
analysis of such information and survey data.
The FWP options and strategies detailed in Resource Document 2 are examples only and other
FWP may be relevant at different times depending on the relevant legislation and industrial
instruments such as awards and certified agreements.
Organisations are responsible for determining and implementing the FWP that best suit the
organisation and its employees' needs. However PSC will assist organisations where possible
with the relevant diagnosis, consultation and implementation of FWP.
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