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Work life Balance Policies (like Flexitime) : Challenges & Benefits…

- - - - 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)
  - - - • 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
- - - - • employees’ freedom to attend to and manage
        personal responsibilities, commitments and
        appointments
    - - • structure and management of working hours to
        suit employees’ responsibilities, preferences,
        workloads and deadlines
    - - • time for relaxation, exercise, study, family and
        domestic responsibilities and social activities
    - - • ability to avoid peak traffic periods
      - • less time spent or wasted in traffic
    - - • reduced anxiety and stress
      - • increased happiness, passion, energy, enjoyment
        and gratitude
  - - - • 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
    - - • 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