4 Lessons of Flexwork

FlexWork is one of the most sought-after solutions for employers and workers, and it’s a program that continues to evolve with strategies and technologies that boost productivity, morale and retention. Thinking about flexing? Here are 4 big things to know.  

1. Telework is a silent revolution

Telework has been around for years. According to data from Stanford scholar Nicholas Bloom, only about 5% of people worked from home before the pandemic. At its onset, more than 61% did. While that percentage has dropped since the height of the crisis, it has held steady at 30% since 2022. This change has prompted the researcher to say, “In some ways, one of the biggest lasting legacies of the pandemic will be the shift to work from home.”

2. FlexWork is not a one size fits all solution

Your business needs are unique and so are the needs of your employees. When developing a FlexWork program, you are balancing business goals, production needs and company culture with the wishes of your employees. As attractive as telework and hybrid arrangements are, they’re not suited for everyone. That’s where other commute options programs and flexible work hours can come into play. For example, instead of working from home, some employees may prefer a more flexible schedule such as working four 10-hour days and having the fifth day of the workweek off, or being able to flex some hours of the work day into evenings to avoid traffic or be present parents. Polling staff on their preferences and holding discussion groups between managers and employees is key to developing a balanced, customized program.   

3. FlexWork is about results, trust and training

Leadership isn’t managing presence anymore but what’s getting done and how — and evaluating whether or not it works. Managers have to consider how they’ll get teams to collaborate when they’re not in the same room, set new communication expectations, and figure out not just how projects are completed but the timing and scheduling of deliverables in a work environment where some are working synchronously and others asynchronously. Setting clear standards (goals, deadlines, priorities and outcomes) and including staff in those discussions is a way to ensure success. 

4. FlexWork is about the ubiquity of technology and communication

During the pandemic we stress-tested our technologies and discovered that not only do they hold up under pressure, they are the backbone of business. A recent survey of over 800 business leaders by productivity and workforce management software developer Hubstaff finds that modern tools have transformed the day-to-day of how teams work, supporting everything from administrative tasks to blue sky brainstorming. They can simplify scheduling, track time, enable collaboration, streamline communication, manage workflows and more, whether at home or in the office.   

Source: Hubstaff 

FUTURE FLEX

FlexWork continues to grow for good reason but it’s not a self-regulating system; it needs to be managed with intentionality. Empowering team leaders to set clear performance measurements, communicate expectations and lean into difficult conversations are solid strategies that can help unlock the full potential of hybrid work.

GCO supports employers with tailored strategies and training. The team has over 30 years of flexible work program development expertise and worked with hundreds of companies — at no cost to employers. GCO meets you where you are to help implement productive habits, facilitate leadership discussions and overcome management objections.