Attraction and Retention Series
A focus on people and business
Workforce Management Practices: Assessment proformas
Issue 1
March 2009
Table of Contents
Workforce Planning ............................................................................................................. 3
Recruitment ......................................................................................................................... 5
Succession .......................................................................................................................... 7
Retention ............................................................................................................................. 9
Managing an Ageing workforce ......................................................................................... 11
Phased Retirement ............................................................................................................ 13
Creating flexible workplaces .............................................................................................. 14
Initial Checklist ............................................................................................................... 14
Why ................................................................................................................................ 14
When .............................................................................................................................. 14
Who ................................................................................................................................ 14
What ............................................................................................................................... 14
How ................................................................................................................................ 15
Employer’s assessment ................................................................................................. 16
Manager’s Assessment .................................................................................................. 18
Assessing requests for flexible work practices ............................................................... 20
Flexible Work Practices - Assessment
2
Workforce Planning
Drivers and expectations - Understanding what is driving the need for workforce planning
Define what workforce planning is for your agency
 Develop a common understanding
 Outline what the agency expects to achieve from workforce planning (eg increased business
performance, increased staff capability)
Identify the strategic direction and business drivers now and for the future
 Use corporate planning documents, mission statement, business plans
 Seek input from senior managers
Project planning - Conducting workforce planning
Assess what is needed




What will be targeted and where
Will forecasting be based on general trends or detailed statistics
Spend time on analysis and planning
Develop workforce planning skills across the agency
Identify key stakeholders and their roles and expectations
 Where is the level of influence and support for each key stakeholder
Obtain visible senior leadership support
 Involve senior and line managers in the process (refer to Workforce Planning Considerations –
questions for managers)
Embed workforce planning into broader organisational planning
 Integrate workforce planning with business and strategic planning processes
Identify difficulties/ challenges/blockages
 Plan processes to address the difficulties/challenges/blockages
Establish evaluation processes
 Evaluate the planning process at regular intervals
Workforce analysis - The staffing implications of business change
Operating environment
 Environmental factors – external and internal
 What approach will you use to scenario planning
Supply
 Information versus data – determine the critical/core data required for focussed analysis
 Where and what sources of workforce information are available to you
Demand
 Know your business and the skills and capabilities you require to deliver your business now and in
the future
What is the ‘gap’
 Identify the gap between supply and demand
Planning and direction setting - Ensuring an available, capable, adaptive, effective workforce
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Identify levers to maximise agency performance
 Select the right strategy by balancing your agencies context, budget, risk etc.
Select both short and long-term strategies
 Use an integrated approach – the impact of one strategy may influence the design of other
strategies
Negotiate appropriate resources for the implementation of workforce planning processes and
strategies
 Developing a communication, implementation and evaluation strategy are appropriate steps in the
workforce planning process
Documenting the way forward - Presenting your workforce strategy
Develop appropriate plans for relevant audiences
 There is no ideal template, agencies should design a format which suits their needs
 A formal workforce plan may include all of the elements above (operating environment, possible
scenarios, analysis of supply and demand, short and long-term strategies etc)
Implementation and integration - Supporting workforce planning within your agency
Identify and align existing processes that support workforce planning strategy
 What implications are their on other initiatives as a result of workforce planning strategy
Address anticipated and unforeseen challenges / difficulties / blockages
 Consider conducting a SWOT analysis
Ensure a shared understanding of workforce planning including roles and responsibilities
 Provide ongoing coaching to relevant staff
Support stakeholder understanding and involvement of workforce planning as an integrated
continuous process
 Continue to consult with stakeholders on a regular basis
Evaluation - Ongoing implementation of workforce planning within your agency
Continue to monitor strategies, external and internal changes, workforce planning processes
 Check progress against performance measures
 Plan for future reviews
Flexible Work Practices - Assessment
4
Recruitment
Answering these questions will help you review your recruitment practices to ensure you recruit staff based
on competence and fit. If you answer no to any of these questions or are unsure you may need to take
further action.
Strategy/Tactics
Yes
No
Unsure
Plan
Have you examined the need for the role

restructure, retain or review? - consider job skill requirements, staffing
profile, existing and future work requirements, alternative workforce
structure
Have you considered the type of appointment required

permanent, temporary, contract, casual
Have you looked at possible flexible working arrangements

part-time, job-share, telecommuting
Have you determined your applicant search strategy

identify how to communicate the job opportunity to the appropriate
segment(s) of the labour market
Search - sourcing suitable applicants
Have you checked agency and sector-wide deployees

provides an opportunity to retain/import experience and knowledge
Have you considered applicants from recent recruitment
processes/activities

previous recruitment activity, either internal or external to the work area,
can provide a good source of applicants
Have you thought about transferring/seconding an existing employee

import the required skills and knowledge for the necessary period
Can you make a direct appointment

consider the suitability of the incumbent/current employees
Have you considered Recruitment consultants, panel arrangements
(SOA)


obtain assistance for recruiting difficult to source applicants
SOA can be used to quickly fill entry level jobs and source temp staff
Have you used advertising online and/or press

use additional media to access target labour segment
Have you sourced professional organisations and networks

useful and cost-effective to source people from specialist professions
Select - recommending suitable applicants
Have you organised the selection panel

commence planning and scheduling members of the Selection Panel as
early as possible
Have you determined the selection / assessment strategy
Flexible Work Practices - Assessment
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
determine process and have in place as early as possible
Have you decided upon the most suitable assessment activities

proceed in a timely manner
Have you made your recommendation and sought approval for
recommended applicant/s
Engage - new employees and unsuccessful applicants
Have you informed successful applicants

include a feedback mechanism
Have you provided feedback and counselling to unsuccessful
applicants

arrange for unsuccessful applicants to be advised of the selection
decision. Timely feedback should be offered to existing employees
What strategy will you use to induct new employee(s)


consider the needs of the new employee
address expectations fostered by the agency
Review
Have you reviewed the outcomes of the recruitment process

review process to ensure that planned outcomes were achieved and to
ensure a culture of continuous improvement
Flexible Work Practices - Assessment
6
Succession
Answering these questions will help you review your succession practices to ensure your organisation is
receptive to a succession culture and to ensure you have the leadership strength to deliver business
outcomes. If you answer no to any of these questions or are unsure you may need to take further action.
Refer to the Succession Management toolkit for further information.
Strategy/Tactics
Yes
No
Unsure
Plan
Have you sought the involvement and support of your senior
management team
Have you considered the type of development opportunities you offer
in terms of succession planning for the future
Have you a focus on your attraction strategies

what skills does the agency require to fulfil business needs
Have you determined how your performance management is linked
to your business outcomes
Have you considered sector-wide opportunities to create learning
experiences for your staff
 provides an opportunity to retain/import experience and knowledge
where you have gaps
Have you decided on the leadership capabilities you require in your
current and future leaders
Have you thought about how you might secure the scarce skills
which are hard to attract

transferring/seconding an existing employee

import the required skills and knowledge for the necessary period
Have you considered where your high risk positions are located in
your agency

commence analysing and planning for future changes in your workforce
eg key departures, retirements, trends in separations
Have you determined the selection / assessment strategy you will
use to

select possible replacements
Have you established what will make your succession strategy a
success
Have you developed a communication and marketing strategy
Flexible Work Practices - Assessment
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Have you considered who else you may need to talk to across the
organisation
Review
Have you reviewed the outcomes of the succession strategy

review process to ensure that planned outcomes were achieved and to
ensure a culture of continuous improvement
Flexible Work Practices - Assessment
8
Retention
Answering these questions will help you identify strategies to address your retention challenges. If you
answer no to any of the questions or are unsure, you may need to take further action.
Strategies/Tactics
Yes
No
Unsure
Have you identified where you will focus to retain a skilled workforce?




Perceptions of lifestyle and community
Jobs and career opportunities
Education and training
Social / cultural / professional infrastructure
Have you developed an action / strategic plan?
Have you got organisational commitment?
Have you a sponsor to support your strategy?
Have you sought assistance from HR services / PSC?
Have you an up-to-date workforce plan?
Have you analysed your workforce information - separation, turnover,
etc?
Have you undertaken exit interviews to understand why people leave?
Have you asked staff ‘what is good about working here’ to inform your
future strategies?
Have you surveyed staff to understand their expectations of the
organisation?
Have you assessed the knowledge and experience of your staff to better
understand your workforce and plan for the future?
Have you recognised the experience and knowledge of your workforce?
Have you considered job re-design as an option to reflect the diversity of
skills and capabilities required?
Have you offered staff flexible work practices as alternative options to
leaving?
Have you offered staff enhanced/alternate career paths through internal
skills development as an alternative to leaving?
Have you provided access to training and professional development
opportunities?
Have you identified alignment or adjustment difficulties for new starters to
manage expectations?
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Have you considered an alumni of retired staff who have the knowledge
and skills to work in emergency/peak/seasonal periods?
Have you a culture which makes your agency attractive to both current
and future employees?
Have you considered any specific organisational health and safety
issues?
Have you established what your measures of success will be for your
retention strategies?
Have you put your success measures in place?
Flexible Work Practices - Assessment
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Managing an Ageing workforce
The ageing and shrinking of the workforce calls for new approaches to managing our ageing workforce.
As our labour shortages continue the challenge will be to recruit, retain and retrain our older workers.
Answering these questions will help you assess what you should consider when managing your
workforce.
Strategy/Tactic
Yes
No
Unsure
Do you put work and life balance on the agenda
-
Stimulate discussions at regular staff meetings about strategies that can be
adopted
Do you provide access to information and services
-
Assist staff to become aware of all their employment conditions and leave
entitlements and eligibility, such as parental and special leave, leave without
pay, variable working hours
Do you take a fresh look at work arrangements
-
Schedule work meetings at times which accommodate those staff working
flexibly
Do you think about other ways the work can be done
-
Consider whether positions are full-time, or whether the work can be done on
a part-time basis, job-share, part-year to accommodate peaks and troughs;
job-redesign
Do you make the best use of existing employment conditions
Do you take family responsibilities into account in workplace change
Do you monitor the workplace for changes in trends – absenteeism; turnover;
workers compensation
Do you provide learning and development opportunities to staff which may
include:
-
coaching and mentoring other staff
-
variety of job assignments including action learning projects
work shadowing opportunities
relieving opportunities, including job rotation, higher duties and special
projects
encourage mature age workers to role model their learning and development
experiences and knowledge to other staff
Do you provide flexible or phased retirement options.
retirement options are available including:
-
A range of flexible
Part-time work
Part-year employment
Job sharing
Special leave (including purchased leave)
Flexible use of long service leave
Voluntarily working at a lower classification level
Working from home (telecommuting)
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Strategy/Tactic
Yes
No
Unsure
Do you develop ways to ensure transfer of valuable knowledge and skills of
older workers
-
develop specific systems and processes for capturing knowledge and passing
knowledge from experienced workers to other employees
use job re-design to create roles that value and reward formalised knowledge
and skills transfer
encouraging job sharing between employees who may be staying and those
who are intending to leave the agency
actively encouraging coaching, work shadowing and mentoring
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Phased Retirement
Have you considered:
Yes
No
Working arrangements
Flexible or set working hours:
-
-
flexible working hours – varying the start and finish time each day
flexible working days – varying which days are worked each week
set working days – setting which days are worked each week
flexible rosters – changing shifts or be consulted in the setting of rosters
fixed rosters – working the same agreed pattern of shifts each week
Part-time work:
-
-
-
part-time work – reducing the hours and/or days of work each week
job sharing – two people sharing the one role, with each working part-time hours OR
two people sharing a single full-time equivalent role but with each having a discrete
part-time role
job sharing / mentoring – a mature age employee mentors a less experienced
employee in the same role, in a job sharing arrangements, possibly covering each
other’s leave
graduated reduction of hours of work over an agreed period of time (months or
years)
Using leave to reduce working hours:
-
-
-
accessing one or more days of accrued annual or long service leave each week to
work a shorter week without a reduction in pay – using days off for rest, recreation
or family responsibilities
entering into a purchased leave arrangement to purchase additional leave at a
reduced average annual rate of pay
accessing annual or long service leave at half pay for double the period to increase
the duration of leave available
part-year work – using purchased leave or leave without pay (LWOP) (LWOP is only
available provided all other leave credits are exhausted) to work for part of the year,
for example, working for 6 months and having 6 months off, or work for 8 months
and having 4 months off (particularly useful where workload is seasonal eg end of
the financial year, or peak seasons in regional centres)
Flexible modes of employment:
-
telecommuting/home based work – the capacity to do some work from home
Alternative job opportunities:
-
-
-
a similar role in a different location (eg closer to home)
a sideways move to a different role and/or a different location
voluntary regression to a lower classified role, for example, stepping down from a
supervisory role to a practitioner’s role (to enable a mature age employee to step
down with dignity, consideration should be given to establishing a mentoring
arrangement with less experienced staff or a transfer to a different work site, where
practicable)
training or mentoring roles to facilitate succession planning and to pass on valuable
knowledge and skills
contract, casual or seasonal work as needed after retirement
Flexible Work Practices - Assessment
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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 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
Flexible Work Practices - Assessment
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Yes
No
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 focussing 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 eg 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.
Flexible Work Practices - Assessment
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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 adhoc 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?
Flexible Work Practices - Assessment
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2. Does the request contribute to the implementation of operational/work
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 eg 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 ie 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
Flexible Work Practices - Assessment
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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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