The COVID-19 pandemic has forced employers to embrace increased flexibility at work to help employees remain resilient in the face of closures of offices, schools and other social support systems. The results have been surprising for many, with over 90% of organizations saying productivity has remained the same or even increased during this remote working period. As a result, most employers say they will increase flexible working at a greater scale post pandemic, to deliver value such as sustained engagement and productivity increases, an enhanced employee value proposition, and increased access to expanded talent pools, among others.

 

All jobs can flex in some way, and it is critical that flexible working strategies are inclusive to all employees. Determining the right strategy involves addressing three critical questions within the organization: What’s possible, what’s desirable and what’s sustainable? Once these questions are addressed, a thoughtful, well-designed strategy can emerge that will ensure inclusive flexibility and deliver long-term value and competitive advantage for the business.

What flexibility is possible?

Assess jobs across the five dimensions of flexible work

What flexibility is desirable?

Understand leader and employee attitudes and preferences

What flexibility is sustainable?

Assess need to change policies, programs and infrastructure

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