FROLITICKS

Satirical commentary on Canadian and American current political issues

Flexible Working Aimed At Improving Work-Life Balance Is Making A Comeback

For the last two decades I have been following workplace trends toward flexible working arrangements offered by employers and the resulting pros and cons.  Now, the issue has once again raised its head as a result of discussions around post-pandemic alternative working conditions, including remote work or various hybrid arrangements.  The Great Recession of 2008 caused a lot of employers to consider alternate and more flexible working arrangements for their employees so as to better retain the most critical members of their workforce.  Struggling to survive the economic downturn, the need for increased productivity became greater than ever, which made it the perfect time for companies to introduce smarter working practices.  In a 2009 survey of 400 employers by the Families and Work Institute in New York found that 81 percent had maintained flexible work arrangements such as telecommuting, compressed workweeks, phased retirement and voluntary reduced hours.  Among companies with 1,000 or more workers, 37 percent used flexible work arrangements to minimize layoffs. 

As one can see, the idea of flexible working arrangements is not a new concept.  If anything, interest in promoting work-life balance has increased as a result of the pandemic’s impact on work and the labour force.  A recent report by the International Labour Organization (ILO) concludes that giving workers flexibility in terms of where and when they work can be win-win for both employees and businesses.  The ILO report further concludes that flexible work schedules can improve workers’ job satisfaction, performance and commitment to an organization — thereby reducing recruitment costs and increasing productivity.

“Flexibility” is now the new magic word for recruiters, and for good rationale as flexibility (or lack thereof) is consistently one of the biggest reasons employees cite for staying or leaving a job.  While pay continues to be paramount for most people, in the current environment companies need to find new ways to distinguish themselves as an employer of choice.  Unfortunately, there are still some employers who fail to see the benefits of offering flexible work arrangements in an era when new technologies better facilitate such opportunities, including remote or hybrid forms of work.  For example, the Canadian federal government recently mandated a policy requiring workers this coming spring to work at least two to three days a week in person, or between 40 to 60 percent of their regular schedule.  This employer is saying that in-person work better supports collaboration, team spirit, innovation and a culture of belonging.  While the federal Treasury Board is arguing that the employer has the right to determine where employees work, several federal unions are going to the courts to argue against the policy.  This has angered thousands of employees who currently have flexible working arrangements, especially as they are currently in contract negotiations.  However, I believe that the primary drive behind this employer’s decision has more to do with management’s continuing distrust in not having in-person accountability and supervision, believing other arrangements negatively affect productivity.

However, most experts agree that, in what continues to be a tough economic climate, empowering employees with the right tools and working environment will have numerous flow-on benefits; including improved customer service, retaining talent, ultimately giving the business a significant competitive advantage.  Most experts would agree that giving workers flexibility in terms of where and when they work can be win-win for both employees and businesses.  The above noted ILO report echoes the findings of many other recent studies and surveys.  While salary, benefits and work security have historically topped the list of sought-after incentives, multiple post-pandemic polls have found workers, especially women, increasingly prioritizing work-life balance.  The main question now is whether or not employers can really afford to not seriously consider promoting work-life balance through greater flexible working conditions?

Leave a comment »

Return to Offices in Post-Pandemic Era

Over two years after the pandemic abruptly forced tens of millions of people to start working from home, disrupting family lives and derailing careers, employers are now getting ready to bring workers back to offices.  However, it appears that workers in North America’s midsize and small cities have returned to the office in far greater numbers than those in the biggest cities.  Offices apparently have filled back up fastest in areas where COVID lockdowns were shortest and where commutes are done by car, rather than by public transit. 

In light of the Omicron variants which are creating other waves, the fact that the COVID pandemic is not over has created a snag in how employers are dealing with remote and in-person work.  In particular, the situation has forced some large and major employers to delay a return to the office.  The pandemic has also pushed employees to look at the health and safety protocols of their jobs and to become more vocal about the level of risk and the hazards they are facing.  Recruiters note that regional differences in office attendance and flexible work are making for a bumpier job market, especially given the increased competition for skilled workers in the current labour market.  In certain cases, some companies are forced to advertise jobs where the work is primarily done remotely.

Back-to-office plans have to take into consideration a number of challenges in order to accommodate workers in a healthy and safety manner.  The era of stuffing people into offices like sardines is over.  The inadequacy and poor quality of many existing office buildings was simply illustrated by the conditions surrounding the pandemic.  Indoor ventilation, air filtration and overcrowding became major concerns given the fact that highly infectious COVID was shown to be primarily spread as an aerosol.  The interior of many office towers today are climate controlled whereby one cannot open the windows in order to increase air quality.  Improving the ventilation and filtration systems has led to increased costs for landlords and tenants alike.  Another cost has been the need to have more stringent and frequent cleaning practices.

With health restrictions lifting, many workers are being called back to the in-person workplace, which can bring up a number of different feelings.  Employers can help ease this transition by having a comprehensive return-to-work plan, and clearly communicating it to workers.  Besides potential physical health hazards, there is also a need to address potential psychological hazards given the anxiety and stress that some returning employees may incur.  A gradual return to the workplace may ease anxiety, possibly by allowing for partial in-person work in the initial stages of the return-to-work plan.  There may also be a degree of anxiety of employees working alongside people who have not been vaccinated for COVID.  The question of mandated vaccination of workers became a highly controversial issue during this pandemic, causing a major schism between the vaccinated and unvaccinated.  Employers will have to address the issue as a policy matter and communicate their policy in a clear and concise manner.  They will also have to acknowledge and follow up on worker concerns or complaints.  They will have to show compassion and understanding that workers, particularly those that are immunocompromised, may be stressed, harassed or feel anxious.

How long will employers remain flexible?  When the pandemic loosens its grip, inevitably bosses could well demand that people file back in, and pronto.  The real question is whether the return-to-office plan will be done in a gradual, effective and controlled manner.  Several serious issues will have to be considered by employers as part of their plan, as highlighted above.  If the plan is not well thought out and effectively communicated, the issue of employee retention will quickly surface.  The situation of each individual employee will have to be taken into account and continuously monitored at the outset.  Flexibility is a key.  Employers may incur additional initial costs but they will be worthwhile in the long run.

Leave a comment »