Maintaining life/work balance - Legacy Bowes Group Articles
Maintaining life/work balance
Posted On Aug 11, Posted by Barbara Bowes Category Working World - Organizational
Flexible schedule could make you happier
When was the last time you thought about how much our workplaces have changed with
respect to when and how we work? If you did a little research, you'd find that a work schedule in
the industrial age was often six days a week and 12 hours a day with no statutory holidays or
scheduled vacation. Child labour was standard practice.
Wow, things have drastically changed! We now have legislation that protects workers in many
different ways and the topic on everyone's mind is how to facilitate life/work balance. Changes
in legislation are continuing even today as evidenced by the recent introduction in Manitoba of
the ability to structure flexible working schedules.
The concept of flexible work schedules has been around since the 1990s. Early programs
offered employees the ability to select a variety of work schedules such as reduced work hours,
early/late attendance and/or compressed work weeks. Flexible scheduling has continued to be
effective for many employees and employers alike. Research has shown flexibility and the
ability to have some control over one's work will positively affect family life and reduce
employee turnover.
On the other hand, some alternative work arrangements have also been pushed to the extreme.
For instance, the U.S.-based company, Best Buy, a consumer electronics retailer, did more than
implement a simple alternative work-arrangement project; they pioneered a radical and
expansive program called ROWE. (results-only work environment). The program allowed
employees to set their own work hours as well as their place of work. The only stipulation in the
program was that work goals must be accomplished.
The Best Buy ROWE program was a major departure from any other flexible work-arrangement
program and has certainly been quite controversial. While internal studies indicated a significant
decline in turnover rates as well as an increase in employee morale, personal productivity and
company savings, other studies raised concerns about the leadership and supervisory style
required to manage such an independent workforce.
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Today, more and more creativity with respect to work schedules and where we work are being
implemented. With the proliferation of computer access, we see more and more employees
working remotely as telecommuters or as home-stay workers who simply communicate with
their employer on a daily basis.
This has worked well for sales professionals who keep a home office. These individuals can
literally operate from a hotel room, a restaurant and/or a client location with no problem. In other
words, for many careers professionals, having access to office or work space is becoming less
important as a key to getting the work done.
This trend has also been a boon to many employers as they have taken advantage of an
opportunity to reduce the size of their physical office space. Some businesses have gone so far
as operating a "hotel" situation where employees have access to a shared office booked by
appointment when the employees wish to come to the work site.
Yet, here we are some 10 years later learning the Best Buy ROWE program, a once radical but
hailed program has now been cancelled.
While readers might attribute the sudden change of heart to Best Buy's financial strain and
business restructuring process, I believe comments from their spokesperson share a more
telling story. This individual suggested the Rowe program led to managers having a difficult time
working with their direct reports. As well, he declared the program was being perceived by
employees as a "right and not a privilege.
Three issues might arise from these statements. First, it suggests supervisors and managers
did not know how to manage in this environment. Second, it suggests the program may not
have prepared workers to take on this level of responsibility. And finally, the situation might
suggest a more competitive business environment requires a different workforce management
model.
Managing in a more self-directed environment requires supervisors/managers to be very
intentional, which means assessing work needs, assigning tasks, setting goals and providing
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followup in a more meaningful manner. Supervisors need to manage performance rather than
trying to manage people's time. This model also requires the recruitment and selection of both
supervisors and employees who can thrive in this environment.
The supervisor, for instance, needs to be self-assured and assertive with strong communication
skills and the ability to be direct. They need to be excellent project managers, organizers and
planners who can set very specific goals for each employee and keep track of projects and job
duties. They must be able to personally follow up on a regular basis, not only to track work, but
to keep employees motivated and connected to the rest of the team.
In my experience, I find trouble begins when an employee no longer feels that sense of
teamwork and begins to feel isolated, which acts as a demotivator. As well, followup is a big
issue.
On the other hand, an employee who is successful as a home-stay worker also has special
skills; especially that of being self-directed and self-motivated, with a strong personal drive to
succeed and excellent time management. The ability to work independently for long periods of
time without the need for frequent feedback from the manager is key.
Success also requires a good job match between the employee and the work. For instance, if a
particular job role is more isolated then an introverted employee would do just fine. On the other
hand, individuals who need a good deal of social stimulation to succeed would not do well in an
environment that isolates them from others. Then again, some jobs are best suited to
face-to-face contact.
The concept of flexible work arrangements has been accepted in society and is seen as a key
means of bringing about life/work balance, especially for families. As well, today's young
workers want flexibility and organizations need to be open to creative arrangements in order to
attract and retain their talent.
While the elimination of an alternative work schedule at Yahoo, and now Best Buy, raises fear
businesses are turning back the clock on flexibility, I believe the concept is here to stay.
The challenge for organizations will be to implement a plan that works for them, and for which
they can continue to provide the supports that ensure success.
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Tags: life/work balance , results-only work environment , ROWE schedules , flexible work
schedules
, ben
efits and drawbacks
,
managing remotely
,
qualities of successful home-stay workers
,
home-stay managers
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