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#FLEXTIME ARTICLES TRIAL#

Create feedback mechanisms to evaluate the quality of submitted work and your leadership of the new arrangement.Remember, employees like clarity around objectives, and tracking helps them as well (as long as it’s not onerous). Or request that the employee produce a daily or weekly report-whatever works best for you. For instance, ask for an e-mail or voicemail once a week with updates on pending projects. Delegate the tracking of progress to the employee.You want to make sure that your customer base is receiving the same level of access and service they have come to expect. Ask about obstacles and let the employee know you’re going to contact customers that the employee services. Verify that the deliverable you set is still at the top of the list.You don’t want flextime employees to think you’re sneaking up on them. Let the employee know that you’re going to randomly check in, just like when you stop by their desk on location. Your employees just need to find a new routine. In fact, with the use of basic technology, communication can be more focused and frequent. I’ve found that communication doesn’t go away. Many small-business owners believe that interactions will break down when flextime employees aren’t in the daily flow. Establish methods of employee participation.This process will force you to be a little more buttoned-up, but that’s essential for being a good leader and manager, anyway. Be clear about what you want and by when. An employee needs to know from the start that flextime’s duration is based on customer feedback and business results, and that performance will drive sustainability of the program.

#FLEXTIME ARTICLES TRIAL#

Agree on a trial period as well as a review when the trial period ends-and periodically thereafter.If an employee’s track record shows a history of not delivering, flextime is a not good option right now. Also, be realistic about the tasks assigned, given the person’s new schedule and capacity. Scope the employee’s abilities before granting flextime.They felt greater loyalty knowing that a flextime program existed because that signaled a strong commitment to employee needs and provided options should they need them down the road.Ī flextime program’s success depends largely on trust, commitment and how well it’s managed: These full-time employees became more positive about the workplace.

Second: The biggest impact was on those who didn’t participate in these flexible arrangements.

Most employees preferred to work at the office.

First: There wasn’t a run on the bank, so to speak, by other employees rushing for the same flextime deal.

When I first began granting flextime to employees here at American Express, I found that two myths were quickly dispelled: When valued employees quit, time and money are needed to recruit and train new hires. For example, the 2009 Shriver report found that 86 percent of women who left a workplace cited a lack of flexibility as a key reason for their departure. What do these small business owners know? That denying flextime requests can backfire. To address their balancing issues, a growing number of businesses with fewer than 100 employees offer as many as six different flextime options, according to the Survey on Workplace Flexibility. We know that family demands today place enormous stress on employees. Many small business owners who reject employees’ requests for flextime believe that such an arrangement will be inefficient and too costly for a company of their size.īut let me tell you from experience that a carefully managed flextime program will not only help you retain key employees, but also can hold down costs and boost workplace morale and company loyalty.