By incorporating flexible working options, businesses can extract optimum working patterns from employees and also retain them for longer. No longer regarded as a luxury for large companies, flexible working is fast becoming a necessity for everyone in business. Employees can choose between the range of options on offer, whether it’s mobile working, flexi-time, paternity leave, job sharing or part-time working.

Flexible working arrangements are now recognised as powerful methods of attracting and retaining the best-quality staff. In addition, they can also increase productivity and employee morale, while allowing the business to put office space to better use.

Invariably, businesses lauded as being the best companies to work for will have structured flexible working options. That said employers make sure the arrangements work for them, for example, by asking does the specific job lend itself to part-time work. At the same time, however, the options must work on an individual basis, such as saving time for the employee, reducing stress and so on.

The employer needs to also look at how flexible working arrangements affect employees not availing of them — for example, ensuring people are present for ‘core’ hours so other colleagues are not disrupted.

A report by the Economic Social and Research Institute on behalf of the Equality Authority in 2005 found that flexible working arrangements increase the levels of equality in the workplace. Indeed, flexible working can bring balance to workplaces that are gender biased.

This year has seen renewed efforts by the Eurochambres Women’s Network to encourage gender equality in local development through the promotion of female entrepreneurship. Chambers Ireland has been involved in the Women on Board in Local Development initiative, a project aimed at assisting women reach a higher share in local economic development. One of the key initiatives throughout 2007 has been to bring about a reconciliation of work and family life. Chambers Ireland forms part of the ‘Linking Local Actors’ programme, which is doing just that.

Employers must remember that flexible working and work-life balance initiatives should not be confined to women and parents, however.

Mobile working is a critical component of the flexible working process. Research by Amárach Consulting last year found that mobile working could cumulatively contribute €11bn in productivity to Ireland’s economic growth up to 2010.

Mobile working is best suited to outcome-based, measurable roles. Human resources managers should create policies to manage their staff who work remotely. It is essential that employees are equipped with all the necessary tools. The standard of the technology at home should be up to date — but, besides the devices themselves, employers need to consider how to access IT infrastructure and how the management of data, security and support will happen.

Working with Eurochambres, Chambers Ireland is conducting research into work-life balance arrangements in Ireland and identifying examples of best practice. The information gathered will be compiled in a report and fed back to the other European project partners. This will allow a Europe-wide exchange of information, ideas and best practices. Based on this information sharing, a definitive guide on best practice in work-life balance in the European Union will be produced.

With the support of the European Community Programme relating to the Community framework strategy on gender equality, Chambers Ireland is taking an active role in this issue and is involved in a Europe-wide work-life balance project. Sponsored by the European Commission, the Women On Board project has a particular focus on how local stakeholders can play in promoting a better work-life balance.

Flexible Working: The Criteria
1. Flexible Alignment
Remember one size does not fit all. What might work for one person may not work for another. Analyse the needs of your organisation and of your employees.

2. Freedom to Flourish
Don’t babysit employees or micromanage. Flexible working arrangements shouldn’t be prohibitive.

3. Open to All
Don’t confine flexible working arrangements to parents — they should be all-inclusive.

4. Putting the Correct Infrastructure in Place
Ensure employees are equipped with the necessary tools if they are working remotely.

5. Set Guidelines and Review Performances
Set clearly defined roles and objectives for employees and have regular performance management reviews.

6. In the Loop
Don’t forget about your employees who work remotely. Hold regular meetings to ensure they are not feeling isolated.

Case Study: Vodafone
Ruth Barry, business marketing manager at Vodafone, has reaped the benefits of flexible working arrangements at her firm.

Married with two children under the age of three, Barry started working with Vodafone in 2000. At the time she was single and worked long hours at the office. Today, her life is different, but — thanks to flexible working — Barry has found that all important work-life balance.

“Vodafone is proactive in its promotion of flexible working,” she says. “I’ve got a mobile phone, email on my phone and I work at least a day a week from my home.

“I think it makes me more productive to be able to log on when I get home. I want to justify the fact that I’m at home, working, and want to make sure it works for both my manager and me.”

Barry says picking her daughters up from crèche early in the day and then logging on when they go to bed, gives her the “ultimate work-life balance”.

“I’m more loyal to my company as a result, I’m more positive and happier in my job. Flexible working is a great retention tool.”

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