Flexible working has become an established part of employment discussions, with many employees placing considerable value on arrangements that help them balance their work and personal commitments.
For employers, however, flexibility needs to work alongside customer expectations, business performance expectations, operational requirements, and the needs of the wider team.
While some positions lend themselves readily to working from home or flexible hours, others require employees to be physically present or available at particular times.
Finding an arrangement that works for everyone can take some thought, particularly in smaller businesses where each team member plays an important part in day-to-day operations.
Flexibility Means Different Things to Different People
Working from home often dominates conversations about flexible working, but it’s only one option.
Flexibility might involve adjusting start and finish times, working fewer days, changing the distribution of hours across the week or accommodating particular commitments on an ad hoc basis.
For some employees, being able to start earlier and finish earlier is far more valuable than working remotely. Others may prefer a consistent part-time arrangement or the occasional ability to adjust their hours.
Understanding what an employee is actually seeking can open up options that might otherwise be overlooked.
Start With the Requirements of the Role
A flexible arrangement that works well for one role may not suit another. Before agreeing to an arrangement, decisions should always be based on the role’s actual requirements.
- Does the employee need to be available during particular hours?
- Are there customers, colleagues or suppliers who rely on their presence?
- Can the work be completed independently, or does it require regular collaboration?
Fairness Doesn’t Always Mean Identical Arrangements
One of the challenges for managers is maintaining a sense of fairness when employees have different opportunities for flexibility.
If one team member can work from home while another must be on-site, it can create frustration, particularly if the reasons haven’t been explained.
Fairness doesn’t necessarily mean offering everyone exactly the same arrangement. There may be other forms of flexibility available to employees whose roles require them to be on-site.
- Make decisions consistently
- Consider requests properly
- Be transparent about the operational factors involved
Consider the Impact on the Wider Team
Flexible arrangements need to be workable for colleagues as well as the individual employee.
Clear expectations around availability, communication, workload and handovers help prevent misunderstandings.
It’s also worth reviewing arrangements periodically, particularly when staffing levels, responsibilities or business requirements change.
Be Willing to Review What Works
It’s important to remember that employees in New Zealand have the right to request flexible working arrangements, and employers have obligations around considering and responding to those requests. Employment New Zealand provides guidance on the process and the grounds on which requests may be declined.
An arrangement that looks good on paper may need adjusting once it’s operating in practice.
Where appropriate, agreeing to a trial period of the flexible arrangement can provide an opportunity for both parties to assess whether the arrangement is meeting expectations.
The review should consider work outcomes, customer service, team communication and any practical difficulties, rather than simply whether an employee is physically visible.
Finding a Practical Balance
Flexible working can be valuable for attracting and retaining employees, supporting productivity and accommodating different circumstances.
For smaller businesses, the key is to approach requests with an open mind while being realistic about what the business can support.
Clear expectations, consistent decision-making and a willingness to review arrangements can help create flexibility that works for employees, their colleagues and the business.
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