| | DECEMBER 2023MANAGEHRMAGAZINE.COM9to support peak periods, allowing teams to run leaner when demand is low. By understanding customer and business behaviour, the levers are clearer to ensure continuity of service or product delivery. The ability to balance multiple needs for great business outcomes: Some leaders are concerned that flexibility means forgoing the needs of the business in favour of the employee, but optimised flexibility actually supports a balance between team, business/customer, and individual needs. This requires the ability to lean into conversations and challenge existing and potentially outdated ways of working. It demands a move away from a `one-size-fits-all' approach and consideration to how multiple needs can be balanced. This may mean multiple individual arrangements and the comfort that this is okay. (And it is.)Supporting systems and processes: Good intentions need to be backed by the rights systems and processes to provide clarity and ease to access flexible work, provide the guardrails of what is and isn't possible, and help set the expectations of arrangements for both leader and employee. This includes clear understanding on what to do if the arrangement isn't working.People centred design: In a truly people-centred organisation, design thinking enables flexible working arrangements by ensuring that there is synergy between human behaviour, space (facilities) and enablers, like digital and information, to create a seamless experience for the end user. Understanding the people journey creates an opportunity to build in efficiency while also creating signature experiences. What about the frontline?A common concern regarding flexible work is impact on the frontline. Obviously manual roles may not be able to be performed from home, however, alternative options may include: flexible rosters or breaks, control over schedules, rostered days off, time off in lieu, compressed work weeks, purchased leave, etc. Do teams need to travel back to site at the end of day? Can they choose who they work with, what site they work at, or which roster they work on? Can administrative work be completed at home? When we stop talking about flexibility as a hybrid arrangement, we create more options that suit a variety of roles, including the frontline.The key to introducing more flexible options is for businesses to do less telling and more listening. When options are mandated, there will always be groups that are impacted more than others. Instead, be open to having the conversations about what is and isn't possible and to trialling initiatives with individuals or teams. Changing human behaviour, including that of leaders and customers, isn't easy and may take a few adjustments to be successful. By being open and connected to your people and knowing your business, you open the possibility to be more productive, have better business outcomes, and drive employee and customer satisfaction and retention. That's good business. When we focus on equity over equality, the ability to flex to meet these needs supports a more diverse, inclusive, and equitable workplace
< Page 8 | Page 10 >