Attraction and Retention Series
A focus on people and business
Flexible work practices: Assessment proformas
Resource document 5
Issue 1
February 2009
CREATING FLEXIBLE WORKPLACES
Initial Checklist
Please use the following checklist to initially assess organisational and individual needs, to determine if the
implementation of relevant Flexible Work Practices (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 e.g. 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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Employer’s assessment
There is a wide range of strategies employers can use to create greater flexibility in the workplace
to assist and support employees work life balance.
Organisational commitment
Commitment to work life balance is reflected in the organisation’s values and goals.
Incorporate work life balance initiatives into mission statements, strategic plans and operational plans.
Establish activity plans and timeframes for introducing work life balance initiatives in the workplace. Take
into consideration employee and organisational needs, costs, resources, impact on service delivery and
productivity and government and health legislative and policy frameworks.
Promote the organisation as an employer who supports work life balance initiatives. For example, include
work life balance and flexibility details in promotional and educational material for careers in your agency,
advertisements for roles etc
Develop work life balance policy, and other relevant policies and programs that support flexible work and
hours arrangements.
Senior Management commitment
Educate senior management about the importance of and benefits associated with work life balance
strategies for the agency and staff. Recognise work life balance as a key attraction, retention and workforce
planning strategy.
Encourage senior management to actively support work life balance initiatives and ‘walk the talk’ or role
model work life balance.
Encourage managers to be supportive of work life balance initiatives and be proactive in creating flexible
workplaces.
Ensure all managers attend any relevant training to gain the skills necessary to manage work life balance
and effectively implement flexible work practices in the workplace.
Make managers responsible and accountable for implementing flexible work practices, reducing staff
turnover and increasing retention rates. This may be done through annual goal setting and performance
appraisals.
Cultural change
Actively work towards changing the culture within your agency – effective leadership is required to implement
cultural change and create more supportive work environments for staff to balance work and life. Managers
can assist by focusing on outputs as opposed to hours, encouraging employees to access flexible work
practices and valuing all staff regardless of employment status.
Include work life balance principles in training and development programs where relevant e.g. induction
training, management development training, leadership programs and recruitment and selection training.
Communication and awareness raising
Make sure employees are informed of policies that provide flexible work options, and are able to access
options available to them.
Implement a staff communication strategy – increase employee awareness about the agency’s support for
work life balance and better inform them about policies, employment conditions and options available to
them. Communication strategies should be ongoing and may include global emails, conducting seminars for
staff, publicity through posters, brochures, articles in agency newsletters, inclusion in staff induction etc.
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Support local networks/committees to provide employees with an avenue for sharing information about work
life balance initiatives and issues, advocating for work life balance initiatives and encouraging others to get
involved.
Provide education, support and resources for employees to raise their awareness of work life balance
policies and practices, and employee entitlements.
Conduct seminars at the workplace on work life balance and flexible work practices.
Equitable access to flexible work practices
Develop measures that ensure equity in the way policies or programs are accessed by employees.
Develop guidelines for assessment of requests for flexible work practices, including the decision-making
process, negotiation and implementation.
Ensure processes are in place to enable employees aggrieved about a decision affecting their work life
balance to have their concerns addressed.
Implementation
Have you considered if you need working groups/work life balance co-ordinators who can assist managers
and staff in the implementation of work life balance initiatives.
Review any existing programs or services to assess whether they meet the needs of employees or whether
they could be expanded to better meet work and family/personal needs.
Identify existing services and determine whether they are suitable, available and affordable for employees.
Network with other agencies and service providers to share information on existing or proposed work life
balance initiatives, to avoid ‘reinventing the wheel’. Utilise best practice examples and adapt them to meet
your agency and employee needs
Ensure a collaborative approach to introducing flexible work practices involving all key stakeholders, forming
appropriate partnerships and utilising appropriate expertise.
Collect data to support work life balance initiatives. Record, report and monitor uptake of flexible work
practices in order to measure success and recognise/reward positive initiatives, or highlight areas where
improvements are required. This can assist in identifying systemic barriers and putting in place strategies to
overcome them.
Promotion of awards or rewards that recognise innovation and achievement in this area.
Evaluation and review
Ongoing evaluation and review of work life balance policies, programs and initiatives to ensure they remain
current, relevant and response to employee and organisation needs.
Ensure compliance with policy and legislation, and take appropriate action where non-compliance exists, to
rectify problem areas.
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Manager’s Assessment
There is a wide range of strategies managers can use to assist and support employee’s balance
their work and life.
Management commitment
Seek the support and commitment of senior management in your area for work life balance initiatives in the
workplace
Become better informed about work life balance strategies, relevant legislation, government and
organisational policy frameworks and employee’s employment conditions, to enable better understanding
and management of work life balance practices.
Model best practice work life balance initiatives from the top – ‘walk the talk’.
Workplace culture
Promote a workplace culture that supports the needs of all staff to balance work and life.
Promote diversity and flexibility in the workplace – recognising that individuals all have different needs and
those needs change over time and family/personal factors impact on work and productivity.
Be proactive in creating flexible workplaces. Review your current employees profile and existing work
arrangements. Consider current and future service requirements and assess potential future workforce
needs.
Manage resistance and negative attitudes from colleagues regarding flexible work practices of their coworkers.
Discourage work practices or unwritten ‘policies’ that do not support workplace flexibility.
Actively reduce excessive workloads, long working hours and overtime.
Encourage employees and other managers to focus on outcomes as opposed to hours at work.
Value all staff equally regardless of employment status eg part-time employees have equal access to training
and career development opportunities, performance development etc.
Communication and access to information
Educate and inform staff of policies and practices relating to work life balance and flexible work options.
Provide employees with access to information about services, support and resources pertaining to work life
balance.
Empower employees and make them aware of their rights and responsibilities for achieving work life
balance.
Provide staff access to flexible work practices
Provide employees with the opportunity to access flexible work practices.
Ensure equal access and fair treatment of all employees in relation to work life balance initiatives.
Involve staff in the decision making process, especially in relation to introducing flexible work practices.
Fully consider all requests for flexible work practices, and ensure decisions are fair, transparent and capable
of review.
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Implementation of flexible work practices
Identify employee needs – work together with employees to identify their needs:
-
Discuss with employees what alternative work arrangements could assist them balance work and life
needs.
-
Survey staff to identify their needs.
-
Conduct focus groups / forums to openly discuss work life balance needs.
Review work schedules and rosters (if necessary) in collaboration with staff, to determine if more suitable
arrangements can be made to enable staff to better balance work and life.
Be willing to trial or pilot new initiatives to establish more flexible working arrangements.
Implement suitable and practical flexible work and leave arrangements that will assist employees achieve
better work life balance.
Incorporate work life balance into all human resource practices
During periods of organisational change and restructuring, be mindful of employee’s needs and encourage
communication between managers and staff to endeavour to meet employee’s needs.
Survey exiting employees to determine if work life balance issues are a contributing factor to the employee
leaving. Use the information collected to actively improve working arrangements for new or existing
employees, and reduce staff turnover.
Be cognisant of work life balance in day-to-day management of staff e.g. be mindful of employee’s needs
and circumstances when arranging meetings, overtime, staff travel for business purposes and work social
events.
Analyse tasks and jobs in view of suitability for flexible work arrangements. Explore ways in which jobs can
be done under more flexible work arrangements.
Include availability of flexible work options when advertising positions to encourage a broader, more diverse
field of applicants.
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Assessing requests for flexible work practices
Use this checklist to help you appropriately assess and implement employee’s requests for flexible work
practices. This checklist should be read in conjunction with an agency’s policy.
Details of request



Request received
Duration
Trial period
-
Has the request been submitted in writing?
-
Is the request clear and comprehensive, does it provide sufficient
information to enable the manager to make a fair decision?
-
Is this a permanent or temporary arrangement?
-
What is the proposed start and end date (if applicable)?
-
Will there be a trial period? How long will the trial be for?
-
How will the trial be assessed? What criteria will be used to assess if the
trial is successful?

Schedule and
continuity
-
What is the proposed work schedule? How do the proposed hours reflect
the peak activity and demands in your work area? How will work continuity
be maintained?

Flexibility
-
What flexibility does the employee have to alter their work arrangement on
an ad hoc basis to cover peak periods, attendance at meetings, training
courses etc. for example, changes to hours or days of work?

Employee’s
responsibilities
-
It is the employee’s responsibility to consider the impact of the flexible work
practice on their pay, taxation, superannuation, leave provisions and other
entitlements. Do you know if the employee has made enquiries in these
areas?
Assessment of request

Confidentiality
-
Maintain confidentiality, particularly in relation to employee’s personal
circumstances. Where discussion with others is required in order to assess
or review a request, ensure only relevant details are disclosed and
discussion is restricted to relevant parties only.

Individual’s
needs
-
Consider individual employee’s circumstances and reasons for their
request. Are their needs likely to change over time? Does the arrangement
provide sufficient flexibility to alter if the employee’s needs change in the
near future?

Employee’s skills
and suitability
-
Does the proposal address individual strengths and weaknesses of the
employee? Consider employee’s skills and ability to manage their work role
while undertaking a flexible work arrangement. Is specific training or
development required to address skill shortages, for example, time
management skills may need to be developed when an employee reduces
their hours of work.

Position
suitability
-
Is the nature of the work/role conducive to a flexible work arrangement?
What are the issues and how will these be managed?

Supervisory
responsibilities
-
For positions with supervisory responsibilities, consider strategies for
ensuring adequate supervision levels are maintained.

Agency needs
-
Consider the affect the employee’s request will have on the agency.
1. Is the request in line with agency direction?
2. Does the request contribute to the implementation of operational/work
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plans?
3. How will the request affect staffing requirements?
4. Is the flexible work arrangement responsive to changing needs of the
agency?

Operational
requirements
-
Consider operational requirements:
1. The availability of suitable leave cover if required.
2. The cost implications.
3. The impact on client service requirements.

Impact on coworkers
-
How will the new arrangement impact the job role, workload and morale of
other employees? How will this be managed?
-
What are the concerns, objections or barriers? How can these be
addressed?

Employment
conditions
-
Does the employee’s award/agreement contain conditions pertaining to their
request? Ensure the request meets the requirements contained within their
Award and/or Agreement.

Policy
requirements
-
Ensure you are familiar with the agency’s Work Life Balance Policy and its
principles are being upheld?
-
Refer to any agency policy / guidelines that apply to this request, for
example other policies such as Telecommuting. Have you and the
employee both read the applicable policy and understand the requirements.
Is the employee’s request in line with policy requirements?

Identify the
benefits
-
Identify benefits to the employee, work group and organisation associated
with this flexible work practice.

Identify the
disadvantages
-
Identify disadvantages arising out of the flexible work practice. Weigh up
the advantages and disadvantages.
Decision making process

Case by case
-
Assess requests on a case-by-case basis. Also consider other flexible work
arrangements currently in place and how these will interact with one-another
(if applicable) and potential flow-on. Do not deny requests based on the
possibility of potential flow-ons but be conscious of the impact this may have
on other employees.

Decision making
-
Have you involved the employee and other affected parties in your decision
making process?
-
Have you spoken with human resources or other relevant experts to assist
in making a decision?
-
Have you fully and properly considered the request, in a timely manner?
(Do not unnecessarily delay assessment of the request, as this is potentially
unfair to the employee).
-
Is your decision making process fair, transparent and capable of review?
-
Have you documented your decision and factors considered in making your
decision? Are you able to justify the reasons for your decision?
-
Have you advised the employee of the outcome of their request, both
verbally and in writing and included a full explanation for your decision?
-
Where an original request may not be appropriate, negotiate with the
employee alternative arrangements that will suit the needs of all parties

Negotiation
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involved.

Right of review
-
Where requests for flexible work arrangements are denied, the employee
should be made aware of any other procedures available to them in order to
review the decision.
Documentation

Documentation
-
Prepare a suitable agreement to document the conditions associated with
the flexible work arrangement agreed between the parties involved. The
agreement may address the following issues:
1. Parties to the agreement
2. Duration (including start and end date, and trial period)
3. Days/hours of work and rostering details
4. Communication arrangements (including communication with coworkers, supervisor, job share partner if applicable, out-of-hours
contact etc)
5. Changes to job role, duties or functions undertaken
6. Any requirements relating to supervisory responsibilities
7. Any issues related to operational requirements including dealings with
clients
8. Requirements in relation to taking leave e.g. job share partners are
often asked to cover each others periods of leave and therefore
cannot take leave at the same time
9. Assessment and review arrangements and criteria (refer to section on
review for further details)
10. Future of the flexible work arrangement – process for either party to
alter the terms of the arrangement, discontinue the arrangement,
extend the trial or temporary arrangement for a further period or
confirm permanent arrangements
11. Process for managing concerns related to the flexible work
arrangement
Implementation

Notification
-
Notify human resources and other relevant parties, including co-workers
and regular clients about the change in working arrangements
-
Ensure documentation is filed appropriately i.e. on an employee’s personal
file

Best practice
examples
-
Identify other flexible work arrangements that have been successful and
achieved positive outcomes, use these examples as a guide for
implementing this arrangement

Assess risks
-
Address any potential risks involved in implementing the flexible work
practice, for the employee, co-workers and clients
-
Review occupational health and safety requirements to ensure safe working
conditions? For example, a safety inspection of an employee’s home may
be a requirement in order to establish telecommuting?
-
Jobs may need to be redesigned and duties re-assessed to ensure they are
suitable and achievable under the new flexible work arrangement. Where
this occurs, job description forms or position statements may need to be
amended accordingly

Job Redesign
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-
Check workload is appropriate to the new hours of work

Supervision
-
Consider supervision requirements for the employee, particularly if they are
working from home

Equipment/
technology
-
Is any additional equipment, furniture or space required to make the
arrangement possible? For example, laptop or computer / modem for
telecommuting
-
Can technology enhance the effectiveness of flexible work arrangements?
For example, use of mobile phones, computer networking, internet and
email access at home, teleconferencing into meetings from home etc.
Timing of
meetings and
other events
-
Can regular events, such as staff meetings be scheduled to maximise staff
attendance?
-
Ensure part-time employees are able to attend other events, such as,
training, planning days, social events?

Performance
development
-
Ensure employees on flexible work arrangements have equal access to
training and career development opportunities and performance
development processes. Consider how work arrangements impact on the
employee’s ability to achieve the outcomes of their role.

Impact on coworkers
-
Discuss the new arrangement with co-workers. Address any concerns they
may have and develop strategies to ensure other staff are not
disadvantaged from this arrangement. Manage resistance and negative
attitudes from co-workers that may affect the success of the arrangement
-
Ensure workloads are managed and co-workers are not picking up
additional work that they cannot manage
-
Are communication processes sufficient to ensure a smooth flow of
information between employees, co-workers, managers and clients?
-
Put strategies in place to ensure effective communication with employees to
keep them informed of any changes or important issues arising when they
are not present
-
Will the employee be contactable outside of their normal working hours?
How will this be managed?
-
Encourage all staff to raise queries or concerns regarding flexible work
arrangements as they arise and effectively deal with these issues without
delay
-
Ensure staff are aware of any formal procedures available to them if they
feel disadvantaged because of another employee’s flexible work
arrangement



Communication
strategies
Problem solving
Review


Review
procedures
Establish criteria
-
Consider how the arrangement will be reviewed on an ongoing /periodic
basis. When and how will the arrangement be measured? Set time frames
for review.
-
Arrangements may be fine tuned over their lifetime to ensure they adapt to
changing circumstances
-
The flexible work arrangement agreement should include criteria to assess
the outcome of the arrangement against, such as:
1. Impact of the arrangement on clients, co-workers and team
2. Impact of the arrangement on the positions effectiveness and job
outcomes
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3. Impact on supervisory responsibilities
4. The effectiveness of the individuals ability to contribute to the work of
the team
5. The individual’s performance

Assessment
-
Assess the outcome of the trial or temporary arrangement against the
agreed criteria

Discussion
-
Discuss the arrangement with the employee, co-workers and regular clients
(where applicable) to help assess its outcome

Impact of flexible
work
arrangements
-
Consider what impact the flexible work arrangement had on:
1. Attraction and retention of staff
2. Budget
3. Diversity of the workforce
4. Staff morale
5. Staff performance and productivity
6. Employee health and well-being (reduction in absenteeism)
7. Employee’s ability to balance their work and life

Modifications to
arrangements
-
What problems or issues have been raised throughout the duration of the
arrangement? How have these been rectified?
-
What further changes can be made to improve the arrangement for any of
the parties involved or affected by the arrangement?

Support
-
How can arrangements be better supported?

Outcome of the
review
-
Following full evaluation and assessment, the future of the flexible work
arrangement should be discussed between the parties involved and prior to
the expiry of the trial or temporary arrangement a decision made to:
1. Discontinue the arrangement
2. Undertake a further trial period
3. Extend a temporary arrangement or
4. Confirm the arrangement on a permanent basis

On-going
communication
-
Parties to the flexible work arrangement agreement must be notified
(verbally and in writing) of the outcome and given a clear explanation and
reasons for the outcome
-
All parties should be given an opportunity to raise any questions or
concerns and have these addressed
-
Are there opportunities for all staff to express views about balancing work
and life?
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