How
Troubleshooting - or what do I do if it’s not working?
The reality is that sometimes flexible work arrangements break down. The breakdown can be caused by a number of factors — perhaps the arrangement wasn’t set up in the most effective way in the first place, expectations were not communicated clearly, a supportive workplace had not been established, or the manager or the employee did not have the necessary skills.
The reason for the breakdown needs to be clearly identified so that an appropriate solution can be found. On occasion it may become clear that the flexible work arrangement does not meet business needs, whatever supports are put in place, and in those circumstances a manager can comfortably decide to terminate the arrangement.
Consider whether the following strategies can resolve issues about internal resistance (eg from the team, or the manager’s manager) or the arrangement itself.
1. Some members of the team are unsupportive of a team member working flexibly
A supportive team environment is critical to making a flexible work arrangement successful. Resentment towards staff working flexibly can build up if team members perceive that some members have greater flexibility than others, or if one team member (for example who is working full-time) believes they are carrying an extra load for another person working who is working flexibly, and is absent because they are working part-time. There are four key strategies here:
- Flexibility is for everyone. Ensure that all staff have access to the flexibility they need. Not everyone wants to work part-time, or in a job-share or from home, but they might want to swap shifts from time to time, or change the start and finish times of the day. Getting staff to see that flexibility is for everyone will help create a workplace in which flexibility is seen as the “way work is done”.
- Stay on top of issues . Deal with specific issues between team members as they arise. Sometimes team members are uncomfortable with change, or may have some personal reasons as to why they are against flexibility. As the manager you may need to demonstrate public leadership and support for flexibility.
- Value team members who support flexibility . Sometimes resentment can build up if one team member, who is working full-time, perceives that they have a higher workload because they are picking work up for a team member who is working flexibly, for example doing work that would normally be done by a part-timer, but it is their day off. Research shows that team members are more likely to support their peers working flexibly if any extra wor
- Consult with the team . If a manager consults with other team members about the initial set-up of the flexible work arrangement, seeks regular feedback, and consults with the team on solutions to problems, the team is more likely to feel included in decision making. This will help the team have a sense of ownership and commitment to the success of the arrangement.
2. A manager won’t accept someone working flexibly
Sometimes a manager may be supportive of flexibility, but the manager’s manager may not be. In this circumstance, it is important for the manager to support the arrangements by:
- identifying the organisation’s supportive policies, and, if possible, where the arrangement has worked well within the company and other retailers
- clearly arguing the business case for the flexible work arrangement (knowing the costs and benefits)
- demonstrating how the arrangement will work in practice (showing that everyday and emergency situations have been thought through)
- identifying the expectations and Key Performance Indicators and the review process.
If the manager’s manager is not confident of the arrangement, the manager may suggest a safe test drive by introducing the flexible work arrangement as a pilot.
3. Managing arrangement difficulties
The Key Performance Indicators are not being met
If the Key Performance Indicators are not being met for a person working flexibly, for example, a manager working part-time is not delivering work in a timely manner, or is unfriendly to customers and staff, or is making mistakes balancing the till, then the manager’s manager may want to terminate the flexible work arrangement. Before that is done however:
- Consider whether the arrangement has been set up in the most effective way. Each of the indicators mentioned above (timeliness, attitude and errors) may point to work overload—for example, the manager working part-time may have been given the workload of a full-time manager.
- Consider whether the manager needs a higher level of support. Perhaps the manager has role overload, and has taken on too many low-level tasks, some of which could be done by other staff.
- Consider whether the manager has the appropriate technology. Perhaps the manager has approval to work from home, but the internet access is slow.
- Consider whether the manager has the necessary skills to manage employees working flexibly or working flexibly themselves. A manager who is working part-time may need to delegate more, and having good communication skills is critical to delegation. If there is a gap in the manager’s skills, consider appropriate training.
- Consider whether employees working flexibly have a career path. A common concern of staff working flexibly is that they have no career opportunities, which is demotivating. One solution is to identify the available career and development options for a person working flexibly.
Finally, consult with the manager and the team about solutions to improve the operation of the flexible work practice, pilot the solutions and review their implementation. If, after all of these things have been considered and solutions tried, the arrangement is not working, then the investigation process should be documented and reasons why a decision was made to terminate the arrangement.
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