Clive Sexton asked: The numbers of growth  employees want to work more flexibly to achieve a better balance between their work and the rest of their lives. But while growing numbers of organizations are trying to accommodate their demands? of? of employees, are doing so not by altruism but for good business reasons. The benefits range from increased motivation, performance and retention, a better service to customers and significant reductions in both costs and CO2.However, many employers still resist the strong business case for flexible working. They fear that staff working from home and shirk that customers will lose faith if the interview? t of? cana of what they want exactly when and where they want. Some employers believe that a desire to work flexibly implies a lack of commitment, which is primarily a benefit for working mothers and alleverà resentment among those who the? t of? donâ of work flexibly. But these same attitudes are the biggest barrier to flexible working. Other key elements include the conquest of the purchase of hierarchical leaders who show them how it can benefit the team, the customer, and business, working flexible communications as beneficial to all, not just women, have strong policies and practices, learning to trust the human use, and, basically, checking output, not input. In companies where DSGI, BT, Lloyds TSB and primarily manages, which have been strong pioneers of flexible working, flexibility for front-line staff and the levels of management are directed quite differently. Companies provide an array of options of different flexible working, including term-time or hours of school work, or leveling operations at night, hours flat, rolling movements and operating domestic and attempts to accommodate the needs of frontline staff on as far as possible in planning against the requirements of the market on a weekly, monthly or quarterly. However, when it is back to the office and central support functions, where people work in smaller teams, flexibility is managed more informally. Melissa Godfray, Senior Manager, equality and diversity at Lloyds TSB, says that good line management, reinforcing the training? of? â with a large dose of? of? â sense of it? of? crucial.â of our team, for example, we have a weekly planner position so that all? of? â both internally and externally? of? â knows where everyone else is and when they are available, even if it is on the phone or email. And you should avoid setting meetings diaries to 7:30 in the morning if any of the? t of? the Canadian team does it,? of that? â says. Indeed, some of the largest and most demanding facendi are on a flexible basis. Godfray says: il? of? â our head of business banking expatriate pilot the world continuously, but does a fortnight flattened so that it can pay him the reasonable beautiful pieces of time with his family when? s? in the hea? of? of UK.â similarly, Caroline water, the director, people and policy at BT Group, the plants from the house one or two days a week, another BT senior executive functions flattened one week but another works entirely from the house. ? of? â we have examples at every level,? of? â says Waters.But successfully directing the operation flexible, particularly at the administrative level and above, we are also an aspect of mutual concessions, we specify Godfray. the staff? of? â may need to switch their day off from Friday to Monday, for example, to accommodate an important meeting, or be prepared to take an emergency call when they are in the country? of that? of. â may also need to be flexible if, for some reason, their request for a pattern of operation is turned down. the? but we in? â encourages not just the leaders in hierarchical turn down a genuine request, but to explore the most feasible alternative. Give individuals the time to waste on a compromise solution is also important, because these things can be very emotional? of? â Godfray.In says these companies are on flexible working is communicated as a benefit to all staff, not just working mothers and the outlet is the same among both men and women. the? of? â communicating the successful flexible working is also huge and we take every opportunity montra of men? of? â people and women to the whole? that they do,? of? â levels? â says more flexibly unless the hard working average? t of? of the Godfray.Working doesn; often means just the opposite. The quest for the? s? of BTA indicates that the average performance of a specific operation from the house is 20% higher than when they are out. The development of home working at BT delivers an extra £ 8m on the bottom line every year. And? t of? donâ savings of stops there. Waters says the? of? â since 2000 we have taken £ 500m off our real estate costs. Our return rate after maternity leave is 99% compared with the average for the UK of 40%, which saves them between £ 4m and £ 5m in recruitment costs. In general, our turnover of staff is 3% in an industry where 17-18% is the norm. "People also travel less. "In just one year we have used 12m fewer liters of fuel,  £ 10m of savings and 54,000 tons of flexible working? of? of CO2.â is good for business, but for most organizations require a change in mindset and culture. Previously published in the review of business, resources ManagementFind effect Executives.Human a manager more time interim.      Â
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