Work life Balance Policies (like Flexitime) : Challenges & Benefits associated with Implementing Flexitime

Challenges

1. Individual Challenges associated with using Flexitime

2. General Challenges associated with using Flexitime

Requirements for the effective use of flexitime.

Benefits

Having to maintain productivity or performance

Disengaging form work

Infrastructure of alternative
work locations

Managing and maintaining a
balance between personal life
and work

Time management

achieving deadlines and outputs

• maintaining performance or productivity equal
to those who work regular hours and do not
use flexitime

• maintaining productivity whilst using flexitime

• not being able to compare or compete with the productivity of those who do not use flexitime

• having difficulty disengaging mentally from work when participating in nonwork activities (like working or thinking about work when at home or participating in nonwork activities)

• constantly working

• working longer and more hours

• a lack of critical resources at home (like no connectivity)

• an unsupportive work environment at home
(like difficulty in working with children present)

• finding it difficult to balance children or babies with work or career responsibilities

• mothers who want to be at home and pursue a career

• maintaining or pursuing personal life and career goals

• Employees struggle to plan, juggle and meet
work and nonwork demands and responsibilities
successfully when they are participating in both
domains at the same time (like difficulties with
meeting deadlines and tending to personal
responsibilities, like children, all in one day)

Inconsistent understanding or
knowledge of flexitime

Possible misuse of flexitime

Managing perceptions

Unstructured and informal
policies

Managing the productivity or
outputs of employees

Availability of employees

Ineffective communication
between employees

Differences in the nature of
work

• poor communication and information on what is
meant by flexitime in the organisation

• unclear information about how employees
should use flexitime

• unclear information about who qualifies for
flexitim

• poor and inconsistent information about
managing employees’ flexitime

• misconceptions and misunderstandings about
employees’ use of flexitime

• no disciplinary procedure for employees who
abuse or misuse flexitime

• misuse of flexitime because of employees’ poor
discipline

• perceptions that junior staff tend to misuse
flexitime

• assumptions or beliefs that one must be seen
working to be working

misconceptions about who should use flexitime
(there is a perception that only women with
children should use flexitime)

• an unstructured and informal policy makes
it difficult to monitor and control how some
employees use it

• controlling and managing employees’
productivity when they are not at their desks or
in the office

• difficulties about knowing whether employees
are working or not

• controlling teams and team productivity

• trust in employees’ commitment when they are
not present

• infrequent access to employees

• expectations of face-to-face availability

• employees not always available for urgent
matters

non-availability of employees for consultation
with clients

• poor and inconsistent communication between
managers, employees and colleagues

• employees not always present or contactable to
discuss working schedules

• location and task progress or completion

• departments and positions with specific
expectations and requirements for face-to-face
availability limit employees’ ability to work from
home or alternative locations

Individual benefits

Critical resources

• resources, like 3G and cellphones, are needed
to ensure connectivity and access to employees
at all times

Individual planning and
management

Effective communication

Professional discipline

Job performance

Supportive relationships

Employee availability

Control and measurement

Informed awareness and
understanding

• support staff is needed to assist all employees.

• employees should plan and manage their
working times, schedules and days to manage
work and nonwork responsibilities (by using,
for example, a personal diary or organiser to
manage time and ensure they meet objectives)

• continuous and advanced communication
between employees, clients, colleagues and
teams is necessary

• continuous and advanced management of
working schedules or hours, work locations,
work progress, expected dates for completion of
work and availability of employees is necessary

• employees should show accountability,
responsibility, maturity and motivation towards
the organisation and their work as well as in
how they use flexitime

• employees should be committed to achieving
deadlines, completing the required work,
working the correct number of hours as well as
satisfying client needs and expectations

• good and trusting relationships between
employees, managers and colleagues are
necessary

• guidance to employees about scheduling
working times and arrangements are necessary

• guidelines for managing the use of flexitime
and for disciplining employees immediately and
effectively for misuse are necessary

• colleagues, managers and clients require
employees to be available and visible for
mentoring and transferring knowledge in the
organisation

• measurements of outcomes or outputs and
productivity to control misuse are necessary

• a planning or scheduling board to communicate,
measure and record the use of flexitime is
necessary

• employees to substitute for unavailable
employees are necessary

• employees at all levels should be aware of
how the organisation implements flexitime to
promote access

• there should be an understanding of employees’
working preferences or differences and how
they use flexitime

• expectations of how employees are to use
flexitime should be known and understood

Organizational benefits

Ability to manage
responsibilities in personal life

Ability to control work

Experience work–life balance

Traffic management

Psychological benefits

• reduced anxiety and stress

• increased happiness, passion, energy, enjoyment
and gratitude

• time for relaxation, exercise, study, family and
domestic responsibilities and social activities

• structure and management of working hours to
suit employees’ responsibilities, preferences,
workloads and deadlines

• employees’ freedom to attend to and manage
personal responsibilities, commitments and
appointments

• ability to avoid peak traffic periods

• less time spent or wasted in traffic

Attraction and retention

Productivity

Employee concentration

Employee loyalty, commitment
and motivation

• attracting talent and retaining employees

• flexitime’s potential to attract employees

• less likelihood of employees leaving and then
returning to the organisation because of
flexitime policy

• increased output resulting from using time
efficiently

• using flexitime to work later, to work longer
hours to meet outcomes, to meet client
deadlines and to make up for lost time

• improved focus because of preferred working
times (morning or afternoon)

• improved focus because employees work in
quieter environments (home)

• fewer distractions or interruptions (like emails
and telephone calls) because of quieter working
environments

• better concentration

หัวข้อ 5.2 Work life balance : นางศิริวรรณ อักษรครบุรี
ชื่อบทความ : Work life Balance Policies : Challenges & Benefits associated with Implementing Flexitime

• improved employees’ commitment, loyalty and
support for an organisation that cares for their
well-being

• increased motivation and willingness to ‘go the
extra mile

• employees’ satisfaction about working overtime
to complete work on time