Successful Flexible Work Arrangements – An Employer's Guide

Let’s GetFlexible!

SUCCESSFUL FLEXIBLE WORK ARRANGEMENTS:AN EMPLOYER’S GUIDE

Published by the Work-Life Unit, Family Development DivisionMinistry of Community Development and Sports512 Thomson Road, MCDS Building, Singapore 298136Tel: 6355 8030 Fax: 6354 3976 Email: [email protected] website: www.mcds.gov.sg

Date of publication: Mar 2002ISBN 981-04-5880-0All rights reserved. No part of this publication may be reproducedfor commercial use. Non-commercial users must acknowledgethe Ministry of Community Development and Sports as sourceand keep the Work-Life Unit, Family Development Division of theMinistry informed prior to publication.

Designed and printed by Kaleido Marketing Communications

Ministry of CommunityDevelopment and Sports

MCDS

Successful Flexible Work ArrangementsAn Employer’s Guide

A guide researched and produced by theWork-Life Unit,Family Development Division,Ministry of Community Development and Sports.

Enquiries can be directed to:

Work-Life UnitFamily Development DivisionMinistry of Community Development and SportsMCDS Building512 Thomson RoadSingapore 298136

Tel: 6355 8030E-mail: [email protected]

Printed in Singapore, Mar 2002

Information correct at time of print

ISBN 981-04-5880-0

Contents

pg 41 >>> Conclusion

APPENDICESpg 42 >>> Appendix A

Steps to Cost-Benefit Analysis

pg 43 >>> Appendix BSample of a Company Guide toFlexible Work Arrangements

pg 44 >>> Appendix CSample Format for FlexibleWork Arrangement Proposal

pg 47 >>> Appendix DChecklist for Flexible WorkArrangement

pg 48 >>> Appendix ESample TelecommutingAgreement

pg 50 >>> Appendix FUseful Websites on FlexibleWork Arrangements

pg 52 >>> Appendix GList of Useful Contacts

pg 53 >>> Appendix HList of Available Work-LifeResources

pg 54 >>> Appendix IBibliography

pg 55 >>> Appendix JFeedback Form

pg 2 >>> Introduction

pg 5 >>> CHAPTER 1 - Benefits ofFlexible Work Arrangements- Organizational Benefits- Benefits for Employees

pg 11 >>> CHAPTER 2 - General Stepsfor Implementation

pg 21 >>> CHAPTER 3 - Flexi-time- Definitions- Suitable Jobs For Flexi-Time- Suitability of Employee- Guidelines for HR Managers- Guidelines for Employees- Case Examples

pg 29 >>> CHAPTER 4 - Flexi-place(Teleworking/Telecommuting)- Definition- Types of Telecommuting- What Jobs are Suitable For

Telecommuting- Attributes of a Successful

Telecommuter- Challenges to Telecommuting- Setting Up The Home Office- Guidelines for Managers- Guidelines for Employees- Case Examples

pg 40 >>> Key Success Factors inImplementing a Flexible WorkArrangement

Introduction

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* Flexibility and work-life support are fastbecoming the key drivers of employee commitment.

The new knowledge-based economy demands a

transformation of workplace practices. Workplaces must be

prepared to respond rapidly to changing needs of businesses and

demands of a new generation of knowledge workers. In

developed countries, flexible work arrangements are leading

to fundamental changes in the workplace, challenging the

way we think about where, when and how work is done.

Singapore has to realign its workplace practices to

catch up with the competition.

Flexible work arrangements are fast becoming a

competitive necessity. It is one of the key

programmes of a growing class of work-life

strategies. Whereas flexi-work has become an

established work pattern in some developed

countries, Singapore employers have been slow to

catch on with only 0.3% of our workers adopting

flexi-place as a flexible work arrangement compared

to 3.3% in US and 4.1% in UK. Part-time workers

make up only 4.7% as compared to 24% in the UK,

23% in Japan and 17% in the US. Less than

1.5% are on flexi-time compared to 28% in

the US, 12% in UK and 8.7% in Japan.1

Employers and employees alike have reasons

for using flexible working patterns which

work to each other’s advantage.

Organizations may decide to implement

flexible work arrangements either because they

see these as a means to help solve an existing

problem such as high absenteeism, or simply

because they recognize the strategic importance of

helping staff balance their work and personal life.

Work flexibility is also used as a key talent attraction

tool. Companies that embark on flexi-work practices will

achieve a win-win outcome for themselves and their employees. In

the near future, flexi-work practices will be viewed as an integral

part of workplaces.

This booklet is aimed at helping human resource professionals

understand the varied forms of flexi-work and provide a succinct

guide to implementing and evaluating the use of flexi-work in their

companies. It is hoped that this guide will help companies to

approach flexi-work as a means of gaining competitive advantage

and to help their employees be effective in their work and personal

lives. Now is the time for Singapore to align its workplace practices

and culture to the new demands for flexibility.

3

1 Report on Flexible Work Arrangements, Manpower Research and Statistics Deptof the Ministry of Manpower, Singapore.1999

Both employers and employees benefit immenselyfrom adopting flexible work arrangements. Overseas and local research has consistently found that they improve business results

and the bottom-line whilst helping employees to enhance their workperformance and quality of life.

The competition for talent is nolonger confined to our local shores.The demand for multi-national talent(MNT) is global and their short supplyenables them to look for jobs thatallow them to enjoy a good qualityof life. In this regard, flexi-work is aprerequisite for attracting andretaining skilled staff. Employerswho provide it will have a competitiveedge in the search for talent.

Tapping a WiderManpower PoolSingapore’s workforce is small andour declining birth rates and agingpopulation aggravate this. In 1999,7% of Singapore’s population was 65years and above. By 2030, this agegroup would rise to 19%.2 We alsohave a large proportion of untapped

Benefits of FlexibleWork Arrangements

*Customer ServiceIn response to the 24-7 economy, flexi-work arrangements help provideround-the-clock customer service forbanking and financial services,computer support, news, entertainmentprogrammes, and late-night shopping.By providing longer hours of service,flexi-work therefore meets diversecustomer needs and improves customerservice and customer retention.

Retention & RecruitmentRetention of employees is a majorreason behind workplace flexibility.Studies have shown that the workforceis increasingly placing a premium onachieving good work-life balance.Employees want the flexibility tomanage their schedules to fulfill bothwork and personal responsibilities.

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Chapter 1

2 Report of the Inter-Ministerial Committee on the Ageing Population, Nov 1999, Ministry of CommunityDevelopment and Sports.

O R G A N I Z A T I O N A L B E N E F I T S

female labour.3 Employers whoprovide flexi-work will be able to tapthe experience and expertise of seniorcitizens and female labour force whomay not be able to take traditionalworking hours. It is also useful wherework (such as project work) requiresless than a full-time position.

ProductivityEmployers have found flexi-workeffective in reducing absenteeism asit provides more time for employeesto handle personal demands withoutmissing a whole day’s work. Researchshows that telecommuters are 20%more productive on average whenthey work offsite as they can focus

on their work without interruption.

In the event of major disruptions (eg.hand-foot mouth disease outbreaks),flexi-workers are also positioned tocontinue serving clients and completingassignments. Employers cantherefore maintain productivity levelsand circumvent losses linked to this.

MoraleEmployees go the extra mile foremployers who care for them andperceive them as whole personsrather than mere workers. Employerswho respond to employee needs forflexibility will boost morale andcultivate loyalty to the firm.

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3 In 1999, the female labor force participation rate was only 52.7%. The main reason for women droppingout of the workforce was the difficulty of balancing work and domestic duties. Of those inactive persons whointend to seek work, half preferred to work part-time. Labor Force Survey, Jun 1998, Ministry of Manpower.

Cost SavingsFlexible work practices enable companies to match work demandswith the availability of employees. They are therefore able toprovide longer operating hours without incurring overtime costs.

Flexi-work options like telecommuting will reduce overheads suchas rental costs, as well as the costs tied to employee absenteeism,lateness and sick leave. Employees can also schedule theirworkday outside normal business hours and hence reduce thecosts of computer usage during peak hours.

Retention of employees would also address the concern ofturnover thus resulting in substantial savings that wouldotherwise have been incurred in recruiting, training anddeveloping new hires.

Adjusting to Economic SituationsFlexi-work helps companies to better match the peaks andtroughs of their business activities without incurring significantincreases in manpower costs.

For instance, during difficult times, flexible work arrangementscan give employers another method of adjusting cost by reducingthe number of hours worked rather than terminatingemployment. Retrenchment is avoided or minimised because theflexibility of switching to job-sharing or part-time arrangementshelps the organisation reduce costs yet retain the overall staffnumbers. The original full-time arrangements can be reinstatedwhen the economy improves.

Environmentally FriendlyWith the environmental concerns of global warming, flexi-work isa strategy that encourages companies to help save theenvironment as not only is congestion reduced during peak hours,travelling time and pollution are also lowered.

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*

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Work-Life BalanceSocial and demographic changes have led to the rising trend of small, dualincome families and the consequent need to juggle work and familyresponsibilities. Workforce expectations are moving towards greater work-lifebalance and quality of life. Organizations can use flexi-work to respond toemployees’ desire for more wholesome lives.

Health and WellnessWorkplaces have a role to play in reducing the high levels of stress andworkload, its attendant ill effects on health and fertility, and its implications oncommunity involvement. Flexi-work practices serve to help people thrive in theirmultiple roles as employees, spouses, children and volunteers. The positiveresults will ripple through families, community and the Singapore society.

Morale, Commitment and Job SatisfactionThese positive attributes are developed when energy levels and

motivation are optimal, made possible by flexibility in work options.Employees who have more control over their lives are happier and

better workers.

Phased Retirement or Re-entry into WorkforcePart-time work is a way of allowing phased retirement forolder employees. It can also facilitate re-entry ofemployees who have taken career breaks into theworkforce and those who have gone on extendedmaternity leave.

Hitherto, employers have expected workers to adjust theirfamily and personal commitments to suit job demands. Intoday’s economy, employer-employee relations have takenon a new form. Employers cannot and should not ignorethe diverse needs of employees. With flexi-workarrangements, employers are positioned to re-think their

work arrangements to aim for the best match betweeninterest of the organisation and the interest of employees.

B E N E F I T S F O R E M P L O Y E E S

Stipulations of theEmployment Act Pertainingto Flexible WorkArrangementsThe Employment Act set out in 1968governs the terms and conditions ofemployment for persons whosesalaries are up to and do not exceed$1600 per month. The obligationsand rights would apply to employeeshaving access to flexible workarrangements except for part-timeworkers, who should refer to theEmployment of Part-Time EmployeesRegulation. Part-time workers andjob sharers would have their benefitspro-rated according to theirresponsibilities.

With regard to work patterns, theAct stipulates that working hoursshould not exceed 6 hours without abreak, or more than 8 or 9 hours aday, or 44 hours a week. Workers onflexible work arrangements whowork in excess of 44 hours a weekwill still be entitled to over-time pay.In short, the Act does not inhibitemployees from working flexi-time,flexi-place, compressed work weekand temporary contracts.

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*

The steps towards implementingflexible work arrangements in your

workplace are as follows:

General Steps forImplementation

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Before introducing flexible workarrangements, pertinent informationabout the organisation’s needs andresources, employees’ needs as wellas possible community resourcesshould be obtained.

These may be obtained throughvarious means, including:a.Data from existing personnel recordsb.Employee needs assessment surveysc. Focus group and management

interviews

Personnel RecordsPersonnel Records would provideinformation about the gender, age,marital status, average length ofservice of employees, as well as vitalemployment statistics such aspercentage of employees who do not

return from childcare leave. Theinformation gathered from theserecords may be useful in identifyingany problems that may exist in theorganization or in identifyingemployee needs that may be solvedwith the implementation of flexiblework arrangements.

Employee NeedsAssessmentEmployee Needs Assessment Surveysand Focus Group discussions would bea value added means of obtainingmore pertinent information regardingcurrent and future needs of employees.

These may include the followinginformation:• utilization rate of any existing

policies and benefits

Chapter 2

I N F O R M A T I O N G A T H E R I N G

• dependent care needs (childcare oreldercare - the types of problemswith current arrangements,convenience of location, back-uparrangements, cost, degree ofsatisfaction etc.);

• number/percentage of dual careerhouseholds;

• number of hours worked per week;• plans for additional children;• whether any morale problems

exist;• employee commuting time and

arrangements;• family related stress problems;• any interest in flexible work

arrangements: and• what type of benefits and policies

employees want most.

SurveysSurveys may be carried out throughhardcopy questionnaires or via theintranet. For hardcopy questionnaires,the number of questionnairesdistributed would depend on thecapacity to process them and the sizeof the organization.

It is always helpful to have a coveringletter signed by the CEO to accompanythe survey to lend importance to itand explain its significance.

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Focus GroupsFocus group discussions with yourstaff may add value in exploring therange of issues, employeeperceptions of these issues and theintensity of employee feelings onthese issues.

It can also be used to supplementand clarify quantitative findings thatare obtained through the needsassessment surveys.

Management InterviewsManagement interviews are carriedout to obtain and determine theneeds for a flexible work arrangementinitiative as well as the attitude ofmanagement to these issues.

In addition, pertinent informationregarding employee needs andconcerns can also be obtained duringexit interviews, training workshopsand seminars, the staff suggestionscheme or other avenues where staffare able to share or voice theirconcerns.

It may also be useful to gatherinformation about what othercompanies are doing, especiallycompetitors in the same industry.

*The next step will be to determine what work practices best meetyour company’s business goals. It may be important to work outwhat you want to achieve with the implementation of flexiblework arrangements.

A cost-benefit analysis may be carried out to ascertain theanticipated benefits of implementing these practices as well asthe costs of not implementing them. An example of how cost-benefit analysis may be carried out is given in Appendix A.

It is also possible to calculate the anticipated short and long-termbenefits and compare these with the implementation cost whileidentifying possible barriers to these changes. You should consultyour employees, management and trade unions throughout thisdecision-making process and monitor the changes to evaluatetheir success.

S E T T I N G G O A L S

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*The benefits of flexible workarrangement programmes must fit inwith the organisation’s goals, itscorporate culture, managementstyles and fiscal concerns in order tobe a strategic business practice.

The implementation stages involvedinclude:

Gaining Support for theInitiativeSupport for implementation needs tocome from both the topmanagement and from staff. Becausemany flexible work arrangementsrun counter to traditionalmanagement philosophies onscheduling, employees being visibleand on-site, methods of supervisionand evaluation, concerted effortsmust be made to gather the supportof all parties in the organization. Theprocess of gaining support couldinclude carrying out a cost-benefitanalysis (as outlined above) anddeveloping the business case forwork-life.

Task ForceIt is advisable that a top-level taskforce be appointed to oversee theimplementation. Theirresponsibilities include defining theobjectives and desired results,

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developing an action plan and time-table for implementation,determining the scope and whether apilot is to be implemented, andfinally setting up the process toprovide on-going support.

The task force members cancomprise:• line employees from several levels• representatives of top and mid-

level management• diverse age groups• male and female employees• employees with and without

childcare needs• union members• HR staff

It may be useful to have your stafffrom different sectors involved inthe task force as they would be ableto lend their expertise in thedifferent areas such as:• research - to develop tools for

assessing needs• finance - to assess the costs and

benefits• marketing - to develop a marketing

strategy• communications - to write

guidelines and policies• training - to develop programmes

to prepare all levels of employeesfor the new arrangements

• HR staff - to ensure that HR policies

I M P L E M E N T A T I O N S T A G E S

and the Employment Act areadhered to

• union/employee representatives -ensure employees’ rights are notviolated

Several organizations have taken theextra step of assigning dedicated staffto oversee the implementation ofwork-life programmes includingflexible work arrangements. Othersassign such responsibilities to HR staffwho may oversee employee benefitsor employee wellness programmes.

Marketing andCommunicating theInitiativeThe initiatives must be effectivelymade known to all employees,explaining the new work

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arrangements and how employees canmake use of these options. Employeesmust also be assured that participatingin such programmes would not haveadverse effects on their careers andmanagers must be encouraged tosupport such initiatives.

Means of communicating theinitiatives include publicity throughnewsletters and other official companypublications, via posters, trainingworkshops, official company functionsand the intranet.

Develop Written Descriptions,Guidelines and PolicyA clear set of written guidelinespertaining to each of the individualflexible work arrangements must bewritten. The guidelines should clearly:

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• define the flexible work option• explain who would be suitable for

each option• explain how to write a proposal for

approval (or provide a standardform or format)

• answer any questions that employeesmay have regarding the options.

A sample of the format for companyguidelines is at Appendix B.

The proposal form should include:* Rationale: The business reasons as

well as employee’s personal reasonsfor requesting for a flexible workarrangement.

* Personal characteristics:Characteristics of the employeethat would be suitable for theparticular option.

* Benefits: How it benefits both theorganization as well as the employee.

* Concerns: Any anticipated obstaclesand measures to monitor andresolve them.

* Impact: Impact on colleagues andhow assignments with co-workerscan be coordinated.

* Communication process: Howcolleagues, clients andmanagement can be kept in touchand informed about work status.

* Schedule of work: Fortelecommuting, a balancedschedule between off-site andoffice work days must be

maintained, so that the employeedoes not feel isolated.

* Trial period: A reasonable period oftime to evaluate whether the flexiblework arrangement is effective.

* Technical arrangements: Whetherany training or technical support isrequired.

* Monthly budget: To assess if anyadditional equipment or set-up isrequired. For telecommutingoption, whether additional off-siteexpenses are required.

* Additional points to address fortelecommuting work options:

- Security: To address the concernsabout the use of confidential andproprietary information outside ofthe office and how thisinformation will be protected.

-Alternative workspace: Includesthe description and location of adedicated workspace for

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employees, and its degree ofprivacy and safety.

- Insurance: Pertains to employeesworking off-site and anyequipment paid for by theemployer.

The proposal may vary depending onthe characteristic and nature of theoption being requested.

A sample proposal is attached atAppendix C for reference.

REACHING AN AGREEMENTAs soon as it has been determinedthat the proposal is feasible, theemployee and the manager will needto clarify the terms of theiragreement. Among other things, theterms will include periodic evaluationof the pilot programme in order tomodify, assess its success ordiscontinue if necessary.

Trial PeriodThis should typically be for a periodof 3 to 6 months. During the trialperiod, if there are issues that arise,the manager should discuss thesewith the employee to try and resolvethem, keeping the human resourcemanager informed at all times.

After the trial period, team membersshould evaluate the arrangementand the following issues should betaken into consideration:a.whether the supervisor is able to

manage the arrangementb.what do stakeholders (including

customers) feel is the impact of thisnew arrangement

c. whether individual performancemeasures and business objectiveswere achieved.

However, should the manager decidenot to approve the proposal after thetrial period, the reasons should bediscussed with the employee. Perhapsmodifications of the proposal, re-evaluations or alternatives can bediscussed at the time.

Conditions for EmploymentAs job-sharing, flexi-time and flexi-place arrangements are restructuredfull-time work, there would be no

implications on the salary nor thebenefits. However, part-time andsome cases of job-sharing, beingreduced-time options, may haveimplications on the employmentbenefits. Hence, the implicationsmust be stated clearly prior toimplementation.

Post-Trial PeriodAfter the scheme is adopted as aregular working arrangement, it isnecessary to get endorsement fromthe Chief Executive Officer for itsofficial implementation.

Training for ManagersTraining workshops specificallytargeted at managers should also becarried out to ensure that they areprepared to handle issues that mayarise from the new initiatives. It isalso important to train the managersas staff will turn to them first withany questions they may have aboutthe new policies.

Training can cover the followingareas:• Understanding flexible work

arrangements and how they can beapplied effectively;

• Developing efficient problem-solving skills and how to linkflexible work arrangements tobottom line performance issues;

• How to overcome the challengesinherent in changing to a moreflexible management style.

Training can take the form oflectures, case studies, small groupdiscussions, role-playing, tests, gamesand simulations. At the same time,real-life examples can also be shared.

To make sure that managersimplement the policies, it issuggested that:• training programmes for

managers address the issues• managers’ responsibilities be

included in performance appraisals• managers who have experience of

specific areas such as part-timework or compressed work weekbe linked with other managersconsidering the options

• managers be given opportunitiesto openly discuss the difficultiesas well as the rewards ofimplementing the policies.

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It may be prudent to build the evaluation process into the design of flexiblework arrangements. The review and evaluation process may include usingchecklists, reports, surveys, observations, employee interviews as well ascomparison of data before and after the flexible work arrangement wasinitiated. Adjustments and improvements can be made subsequently. It isimportant to maintain an open door policy to listen to staff at all levels andcontinue a two-way communication process throughout.

Here are some suggested means of measuring effectiveness of the policies4:

Sources of Information

Return from maternity leave >>> Personnel records/ exit interviews

Overall levels of absenteeism >>> Personnel records/ staff surveys

Recruitment >>> Selection interviews/ during induction process(Work & family policies as an attraction)

Retention >>> Personnel records/ exit interviews/ climatesurveys/ take-up rate of various policies

Impact of particular programmes >>> Evaluation forms/ interviews & focus discussions/staff surveys/ productivity & performancerecords/ Return On Investment Study

Morale & commitment >>> Attitude or climate surveys/ anecdotal information

ConclusionFlexible work arrangements can be implemented systematically to raiseproductivity and respond to rapidly changing needs of customers andemployees. A studied approach involving the steps we have described will helpyou measure the effectiveness of flexible work arrangements. A checklist ofthese steps is in Appendix D to assist you.

It is important to remember that flexi-work arrangements should not beimplemented in a reactive and piecemeal fashion. A total approach will helpyou reap results that are long-term and sustainable.

*

4 Adapted from: Work & Family: Steps to Success

R E V I E W & E V A L U A T I O N

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Flexible Work Arrangements (FWA) are the core componentsof any work-life programme. They have a bigger

impact on staff than the other parts of a work-life programme as they provide the fundamental flexibility for staff to manage their competing demands. This chapter will cover the various FWA

which deal with being flexible in time schedules.The flexi-time options are:

1. Part-time work2. Job-sharing3. Flexi-hours (start/end times)4. Compressed workweek5. Temporary work

Flexi-time

5 Employment Act Part VIA No. 66A, Singapore 21

Chapter 3

holidays and other benefits areproportionate to the number ofhours worked. There are 3 forms ofjob-sharing:a.Shared responsibility >>>

2 employees jointly share theresponsibilities of one full-time job.They perform the full range oftasks associated with the singleposition they fill. They areinterchangeable in their areas ofwork. This is most suited wherework is ongoing as opposed toproject based.

*Part-time work >>> A workarrangement in which the hoursworked are below 30 hours a week.5

A part-time worker is entitled toemployment benefits such as annualleave and sick leave on a pro-rata basis.

Job-sharing >>> An arrangement inwhich two or more employees sharethe same job, but work at differenttimes, although there may be a timeoverlap to maintain continuity. Theymay each work part of the day orweek, or alternate weeks. Pay,

D E F I N I T I O N S

b.Divided responsibility >>> 2 employees share one full-time position anddivide responsibilities, usually by project or client group. They performseparate tasks and provide back up for each other when necessary. This ismost suited when the work can be divided according to project or clientgroup.

c. Unrelated responsibilities >>> 2 employees perform completely differenttasks. But for headcount purposes, they are counted as one position. Theygenerally work in the same division/department. No back up is required byeither. In essence, these are 2 part-time jobs.

Flexi-hours (start/end times) >>> An arrangement in which employees canvary their daily start and finish times to suit their work and personalcommitments provided they complete a stipulated number of hours. In most

instances, all employees may be required to be present during certain“core hours” which are fixed at a period between the latest start time

and earliest end time.

Compressed workweek >>> An arrangement in which anemployee works his/her full-time hours (such as 40 hours) infewer than 5 days per week.

Temporary work >>> Short-term employment which can beinformal (as in ‘on or off’ seasonal or casual work) or formal(involving signed short-term employment contracts).

Temporary workers may work the full, ordinary hours ofemployment, but are not normally entitled to many of theemployment benefits. They are paid on an hourly basis,and their services can be terminated at short notice.

Temporary employment is more suitable for short termprojects or as a relief when staff go on long leave.

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Concerns to NoteGenerally, it is usually not possible toinclude all staff in the arrangements,especially those in jobs wherecontinuity of service and customercontact are essential. Be careful thatthis may lead to jealousy andresentment among staff not selectedfor the FWA.

For flexible start and end times,employees may need to keep arecord of their hours, and there maybe an initial start-up cost of anefficient and accurate time recordingdevice. Due to the possible extendedoffice hours, there may also beincreased security costs.

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Suitable Jobs for Flexi-timeGenerally, there are very few limits tothe range and level of jobs that canbe successfully worked on flexi-time.They include jobs in most locationsand classifications as well as jobs atsenior and management levels.

When identifying part-timeopportunities, it is important toconsider the nature of the job, thedegree of customer contact, and theemployee’s proposed work schedule.Types of jobs that lend themselves topart-time work are jobs that requirelittle supervision and include project-oriented and specialized jobs that aredone independently.

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If the job requires heavycommunications with other divisions,frequent travel, intense andconsistent customer/client contact orextensive supervisory responsibilities,this may be difficult to accomplish ona part-time basis.

Suitability of EmployeeWorking flexibly involves meetingthe needs of both the organizationand employee. While it is essentialto ensure that the work processes orstyle are adapted for increasedefficiency and benefit both parties,this working style may not besuitable for everyone. Factors such asorganization and department goals,as well as employee work style andcapability, determine if thisarrangement can work for theemployee. Hence, FWA should beconsidered on a case-by-case basis.

Managers, supervisors andprofessionals can work successfullyon part-time basis in the followingcircumstances:• the work schedule of the individual

is scaled back moderately• the individual can delegate work

comfortably• the individual has solid

communication• the individual manages a limited

number of employees• management back-up is available.

Part-time employees are generally

more committed than the averagefull-time employee, because thecompany has taken care of theirneeds. A strong full-time performermay be just as effective whenworking on a part-time basis. If thefull-time employee is suffering fromburnout, stress or conflicting work/life obligations resulting in weakperformance, the same employee mayperform better on a part-time basis.

Guidelines for HR ManagersManagers should be trained in:• Maintaining productivity while

meeting employees’ needs forflexibility - Know that FWA are notan entitlement. They areevaluated on a case-by-case basisand decisions are based on thebusiness needs of the organisation.

• Performance management ofemployees on FWA - Manage byresults

• The advantages of FWA

Support and advice to managers andemployees:Management/HR department shouldprovide appropriate on-the-jobsupport and advice to both managersand employees.

Potential Obstacles toFlexibility:• A corporate culture that does not

encourage the usage of FWA maybe a deterrent to employees whowish to be on the programme eventhough that form of the workarrangement is available.

• Management scepticism or lack ofsupport - management has to beconvinced that the workarrangement is a viable alternativeand be willing to support theemployee in the programme.

• Work overload e.g. hiring 2 part-timers for each full-time job wouldmean that the organization has tomaintain and process 2 sets ofpersonnel records.

• Higher overheads (e.g. trainingcost, workmen compensation,furniture and equipment) may alsobe incurred as a result of having 2persons in one position.

• Greater difficulty in arrangingtraining sessions, team meetingsetc., thereby placing additionalscheduling demands on managers

• Certain jobs may need to be re-designed to make part-time workfeasible and cost would be incurredin so doing.

Guidelines for EmployeesEmployees should be clear that flexi-time is not an entitlement. Thebusiness needs should be met andindividual employees must assess theirown situations to see if the FWA theywould like to take on would meet theirneeds.

A suggested thought process foremployees before embarking on an FWA:• Be clear about what FWAs are

available and what they entail.• Assess own situation - Would the

FWA be useful to the particularsituation the employee is in and isthe employee’s situation suitable interms of job nature and his/herpersonality?

• Sound out the boss, discuss the prosand cons and gather moreinformation to prepare for theproposal writing.

• Write a proposal, setting clear jobresponsibilities, tasks, performancegoals and how they will be measured(see general guidelines on writingproposal in Chap 2).

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Abacus International >>> Flexi-hours

Due to the move in 1998 from Singapore Power Building toAbacus Plaza (in Tampines), commuting for some people becamea problem as it increased their travel time and costs. The companyadopted flexible start and end times to address this problem.

Employees can start their work anytime between 7.30am and 9.30a.m and end correspondingly between 4.30pm and 6.30 p.m. Itworked well for those who needed to drop off their children atschool or for those who lived far from the workplace. The onlychallenge faced was in the coordination of work since staff wouldcome in at different times. However, once the routine set in, thiswas no longer a problem.

Administrative hiccups were minor compared to the huge costsavings and greater employee satisfaction. Turnover wasmanaged at reasonable limits (due in part to other family-friendlyworkplace practices too).

In a survey by Towers Perrin (done in early 2001), more than 80%of the employees felt that they were better able to meet theirdeadlines and work more effectively. More than 75% felt thatthese arrangements allowed for better balance between workand family commitments. The organisation learnt that the keyfactors in the success were flexibility and transparency. Once theygot the employees’ buy-in, trust was built and effective executionof policies could take place.

*C A S E E X A M P L E S

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KK Women’s and Children’s Hospital (KKWCH) >>>Compressed Work Week

A forerunner of flexible work arrangements and other work-life programmes, KKWCH mooted the 12-hour shift when afew nurses who had gone to Boston for an attachment inthe Children Intensive Care Unit realized that this was abetter arrangement compared to the usual 8-hour shift.

This provided better continuity of services to the patients, asit meant that there would be only 2 shift changes instead of3. Hence better patient care was ensured and the patientfelt more assured with the same nurse for a longer period oftime. It cut down on reporting time for nurses and improvedcommunication since less time was spent in passing overfrom one shift to another. Nurses could swap duties andwork longer hours so that they could take a few days off.Eventhough all nursing staff had choices of other shifts (8-hour shift, permanent night shift), 90% of the nursing staffworked on the 12-hour shift as it was the most convenient.The only challenge they had was when some staff swappedshifts resulting in scheduling problems.

After 1 year of implementation, 77 out of 85 staff expressedsatisfaction with this shift arrangement. Absenteeism wasreduced. Customer satisfaction was increased arising fromthe drop in disruptions during shift changes. A surveyconducted found that 66% of the staff felt more energizedand motivated.

Types of Telecommuting

H O M E - B A S E D

The employee has an equipped homeoffice from which they work regularlythough not necessarily on a daily basis.

S A T E L L I T E O F F I C E S

Often referred to as branch offices,these are satellite offices located at adistance from the company’s mainoffice and are situated at a locationthat is convenient to themselves orto their customers. The office hasequipment and furniture provided bythe company and houses employeesfrom one company.

N E I G H B O U R H O O D W O R K C E N T R E

Essentially the same as a satelliteoffice, the only difference is that theneighbourhood work centre housesmore than one company’semployees. Several companies mayshare the lease on an office buildingbut maintain separate office areaswithin the building.

In some cases, companies may not

*

Flexi-Place

6 Flexible Work Arrangements, Case Study Series 3/2001, Ministry of Manpower andMinistry of Community Development and Sports, 2001

DefinitionThe Midwest Institute forTelecommuting Education, a groupthat conducts feasibility studies andimplementation seminars withbusinesses defines telecommuting asfollows:

“Telecommuting is an off-site workarrangement that permits employeesto work in or near their homes for allor part of the work week. Thus they‘commute’ to work by telephone andother telecommunications equipmentrather than by car or transit.”

The Ministry of Manpower definestelecommuting as “an arrangementthat allows employees to carry outtheir work at a location away fromthe conventional office, either in theemployee’s home, satellite offices orneighbourhood work centers.”6

Presently, businesses and companiesare talking about shared workspace,reserved for employees by the houror day instead of being assigned apermanent work area.

Chapter 4

29

T E L E W O R K I N G / T E L E C O M M U T I N G

have to lease the premises for theirtelecommuting employees but mayrent space for them as needed. Thisis attractive to smaller companies asthe vendor offers copying services,computer rental, conference facilities,fax machines and other officeequipment all on an as-needed basis.

M O B I L E W O R K I N G

This form of telecommuting involvesworking from an assortment oflocations. Most often used by staffwho do not require a fixed desk inan office as they are frequently onthe road, they use technology tocommunicate with the office fromhome, the car, plane or hotel. Thisarrangement is most suitable foremployees who need to be constantlyon the move to get their jobs done.

Some people regard telecommutingas a radical concept, but as theSingapore economy moves into theinformation age, there is anindication that telecommuting maygain popularity.

Conditions that favour the increasingtrend to telecommute are as follows:• Keen competition in the IT

industry, the increased rate ofcomputer literacy, improvedtechnology and the falling costs ofequipment necessary totelecommute on a regular basis

• Cost savings in rental and office space• Telecommuting allows companies

to tap on a new pool of resourcepersonnel such as the disabled andhomemakers.

Benefits

P R O D U C T I V I T Y

Research shows that telecommutersare 20% more productive on averagewhen they work off-site as they canfocus on their work withoutinterruption.

E X P E N S E R E D U C T I O N

Working off-site (at home or at a lessexpensive location) can reduceoverhead costs such as office spaceand subsequently rental costs. Thetelecommuter also saves incommuting costs.

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D I S A S T E R R E C O V E R Y

In the midst of major disruptions (eg.hand-foot mouth disease outbreaks),telecommuters are positioned tocontinue serving clients andcompleting assignments.

U S E O F E Q U I P M E N T

Telecommuters with flexible workhours can schedule their workdayoutside of normal business hours andextend the time that expensivebusiness equipment is put to use. Italso reduces the number of computerusers during peak hours.

E N V I R O N M E N T A L L Y F R I E N D L Y

With the environmental concerns ofglobal warming, telecommuting is astrategy that encourages companiesto help save the environment asworkers not only reduce travellingtime, but the corresponding pollutionthat comes from driving as well.

T I M E SA V I N G S

Employees have more time to handlepersonal matters as they will enjoythe time savings accrued fromtravelling to and from the office.

What Jobs are Suitable forTelecommuting?Characteristics of jobs that aresuitable for telecommuting:• Assignments that are clearly

defined and have measurableoutcomes

• Face to face interaction withclients/colleagues is on an as-needed basis

• Work-related material that areeasily transportable and relocatable

• Tasks that require long stretches ofuninterrupted time (e.g. writing,data entry, phone calls)

• Jobs that require the productiveuse of electronic equipment for thetransmission of information

• Jobs that do not require too muchface-to-face contact, can behandled from a distance andrequire concentration

• Jobs that can be done in a small,possibly confined area

• Jobs that do not require constantfeedback from co-workers

• Jobs where tasks can be done byone employee or combined withthe work of other employees at alater date

According to a US study7, about halfof all employees could do their jobsjust as well from home or a teleworkcentre as from main corporateheadquarters. About a third couldeasily fulfill about half of their jobresponsibility working from home.Only about a third held jobs forwhich it would be extremely difficultto justify telecommuting.

Attributes of a SuccessfulTelecommuter• Ability to work independently and

7 Study conducted by JALA Associates, extracted from the book Telecommute!Go To Work Without Leaving Home, 1996

with minimal supervision, selfmotivated, with a good solid historyof job performance appraisals.

• They are flexible, goal-oriented,with good organizational, planningand time management skills.

• Ability to separate job demandsfrom home and family needs.

• Communication is vital fortelecommuters and employeesshould make it a point to call eachother regularly and not rely tooheavily on e-mail as subtle nuancesconveyed in body language andvocal inflections, as well ascorporate culture are lost inelectronic correspondences.Keeping in regular telephonecontact with the office also ensuresthat telecommuters maintain theirpersonal touch with colleagues.

Challenges toTelecommutingAlthough there are several advantagesof telecommuting, several challengesmay hamper an organization’swillingness to integratetelecommuting into the traditionaloffice environment. Some of thesechallenges faced by management areas follows:• Change in the way management

supervises staff- It is important that management

of staff be supervised according tomeasurable deliverables as theyare not able to monitor staff bysight.

As out of sight does not meannot at work, managers have toengage in different methods insupervising staff from the onesthat they know. The deliverablesare to be agreed uponbeforehand between thesupervisor and the employee.

• Social networking is affected- Working in different locations

may affect teamwork andfragment the social network (ofthose left behind).

- Possible resentment among thoseNOT chosen to telecommute.

- As social learning and exchangestake place around the watercooler and other informal settings,this exchange is not possiblewhen an employee telecommutes.

• Challenges in the home environment- Those who have family conflicts

may find it difficult to workfrom home.

• Coordination of Schedules andWorking in a Team- Schedules have to be co-

ordinated as telecommuters arenot available during the normalwork hours and co-ordination isrequired for staff and groupmeetings. Meetings thus have tobe planned in advance.

- It is also advisable to establishcontingency plans in the eventthat a telecommuter or an officecounterpart cannot be reached.

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Some Specific Challenges Faced By The Employees Are AsFollows:• Feelings of isolation without the regular social contact with the office• Difficulty in self motivation• Difficulty to stop working at the end of the day• Distractions of TV, children, neighbours who drop in to chat and refrigerator in

the home

Reaching an AgreementOnce it is determined that telecommuting is feasible, the employee andmanager would need to clarify the terms of their agreement. These termsshould include:• Trial period - after the trial period is determined, there should be a periodic

evaluation of the pilot programme to modify, assess the success of, ordiscontinue the programme if necessary

• The schedule between off-site and office work days - this typically works outto spending about 20% of the time in the office

• Security issues regarding proprietary information

33

• Office and technical equipment needed and who would be responsible for thecosts and maintenance

• Written agreement regarding the equipment loaned to the employee and aguarantee for its safe return

• A final written agreement, a business requirement, that spells out the terms ofthe agreement

A sample proposal and agreement for telecommuting is attached at Appendix E.

Setting Up The Home OfficeTo maintain focus on the job, a separate area where proper equipment and timeis set aside for work without the distractions of home responsibilities is required.Items that are needed:• Computer that supports LAN facilities including surge protector

34

deliverables to help overcome theperception that staff who are notin sight are not at work.Employees must be reachableduring specified periods andsupervisors have to recognise thateven on-site employees are notaccessible some of the times.

2.Results-based management- Define the objectives, set clear

goals and establish the interimsteps and timeline to completion.Work on outcomes anddeliverables.

3.Career development andadvancement- Career advancement should not

be affected by telecommuting asemployees should have clearcareer goals. Workloads, careerdevelopment and appraisals aswell as performance are thedeciding factors for evaluationand growth.

4.Support and guidance- During the initial period of

• Subscription to broadband accessfor faster internet access if needed

• Fax/Modem• Cellular phone to keep in contact

with the office if employee isfrequently on the move

• A separate telecommunication line(if necessary)

• Other items that are optional: copymachine and other electronicequipment

• Proper furniture to support theequipment

Cost savings can be obtained by usingcomputers and other equipment thatwere left behind after an upgradingexercise.

It is important that the home office bein a separate room if possible as itfrees the telecommuter frominterruptions and distractions for thehome and conveys the message tofamily members in the home thatonce the door is closed, he is not to bedisturbed. It also means that theemployee can leave the “office” whenthe day is over and shift into theiroff-hours life.

Guidelines for ManagersSuggestions For Managers WhoSupervise Off-Site Employees1.Out of sight does not mean not-at-

work- Trust and clearly written

agreements with set goals andobjectives will establish

35

adjustment, regular, but non-intrusive contact through phone,fax or e-mail initiated bymanagers can help to alleviateany anxieties the telecommutersmay feel about being lessconnected during this period.Including them in more groupmeetings and encouraging themto spend more time in the officewould also be strategies to helpthem overcome this anxiety.

5.Be Flexible- Aspects of the job may have to

change according to changes inthe nature of the job, or if thereare changes in the overallobjectives of the department. Thismay signal a need to return to thestandard schedule.

6.Periodic reviews- To be conducted so that the

employee and manager reviewprogress, make adjustments andassess the effectiveness of thearrangement.

7. In-office contact- Encourage interaction with your

telecommuting employeewhenever he or she is in the office.This is because good workingrelationships are maintained inface-to-face contacts.

8.Checklist Tip- Develop a checklist as to what to

look for in terms of the workproduced at home and that to bedone in the office.

36

9.Communication plan- A communication plan should be

established to keep each otherinformed of what is being done,how and when it is being done,and how successful one is with it.

Guidelines For EmployeesPlanning Your DaySome tips on how the telecommutercan get the most out of his/her day inthe home/off-site office:1.Set goals for the day.2.Stay professional

• Maintain separate phone linesfor business calls.

• Talk with the supervisor severaltimes each day. Calls made whenon telecommuting arrangementstend to be more focused andkeep the telecommuter in touchwith the office.

3.Dress• Dress may be a bit more casual

than the usual office attire, butdressing up to a degreepsychologically puts one in themental frame of mind for work.

4.Take regular breaks• Vary the kinds of work that is

planned to be done each day.Take breaks like short walks toclear the head, or schedule anearlier lunch if the schedule isflexible.

5.Balance Home and Work Lives• Draw a distinct line between the

home office and your living homespace.

*Norsk Hydro

Norsk Hydro is one of Norway’s largest companies specialising in oilproduction, global supply of fertilizers, and provision of gas andelectrical power.

With the increased competition for talent and Norway’s smallpopulation base, the need to attract and retain talent was the keymotivating factor which led to the company’s decision to introduceflexible work practices.

The company introduced flexi-work under the auspices of a projectcalled Hydroflex in 1998. Under the scheme, employees have thechoice of working at the office or from home. To create the homeoffice, the company gave each employee computer equipment, ISDNline and US$2,000 to purchase furniture. Working hours are full-time,approximately 37.5 hours per week, but flexible. Employees workwhen and where they want to, depending on the nature of work,deadlines and productivity goals, etc. They have the option to workat home two days a week.

Although some employees were initially doubtful about the viabilityof the scheme, most are now supportive. They are more productive asthe focus now is on their results and output, rather than where andwhen they are working. They are also able to take advantage of theflexibility to fulfil their family responsibilities.

Source: The Digital Edge: Norwegian Company Develops Mobile,Flexible Work Force

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C A S E E X A M P L E S

The Guardian Life Insurance Company of America

This insurance company’s reasons for embracing telework includedspace shortage, increased productivity, employees’ satisfaction andretention of top performing employees.

First implemented in the claims approving department, the companyused a combination of digital ISDN connections and some analogtelephone connections to provide its teleworkers with dedicated andsecure access to its data system. Teleworkers were provided with PCsand standard software, three-in-one print/fax/copy machines andfurniture.

For the first two to three years, teleworkers were grouped under onesupervisor. They were eventually divided evenly among supervisorsand had to attend weekly group meetings with in-office staff.Teleworkers were required to visit the on-site office two or threetimes a week.

Managers reported an increase in productivity of 10-20%. This arosemainly from the elimination of disruptions which allowed theemployee to process paperwork without interruption. Guardian’steleworkers were also more willing and able to work overtime duringpeak periods, since they had more flexible hours and no regularcommute. Another benefit was lower absenteeism as employees wereable to cope with their family responsibilities without taking the dayoff or leaving work.

Source: Case Study: The Guardian Life Insurance Company of America,Washington State University Cooperative Extension Energy Programand Commuter Challenge, April 1999

38

Procter and Gamble

Procter and Gamble is a manufacturer of a wide range ofconsumer products. The driving force behind the introduction offlexible work arrangements was the desire to nurture a motivatedand engaged workforce, as well as to improve cost efficiency.

Under the “Work from Home” programme, employees wereallowed to opt for this scheme if the nature of their workpermitted it. For a better work-life balance, the company activelyencouraged its employees to take up this scheme. Its office wasdesigned such that there were no fixed seats for the employeesand 60% - 70% of the seats were occupied daily. Procter andGamble drew up a clear workplan and communicated itsexpectations to its employees. Besides providing a dedicatedphone line meant for office work, it also installed a chat softwarein the employees’ laptop to enable them to stay in touch with oneanother. Employees were also reimbursed for the purchase ofergonomically designed chairs.

Procter and Gamble reported an increase in productivity as a resultof more satisfied and motivated employees.

For the successful implementation of flexi-work, the companystressed that it was important to communicate the policies clearlyand explain their rationale in a clear and transparent manner.Secondly, it was useful to pilot the scheme on a group ofemployees to showcase the success of the programmes. It wouldbe easier to generate employee support if they could see tangibleevidence of success.

39

40

*1.Ensure that the proposal is backed by a strong business case with

measurable benefits.

2.Assess the employee and business needs. Provide flexible workarrangements that meet both these needs.

3.Develop clear goals and targets for monitoring and tracking theeffectiveness of the scheme.

4.As some types of flexible work arrangements entail working out-of-sight and off-site, and differs from the normal workarrangement, trust is required.

5.Accountability should be based on results or deliverables ratherthan “face-time”.

6.Effective communication through other means is essential as thestaff who telecommutes has less access to informal channels ofcommunication.

7.Clear, methodical guidelines and adequate training have to be inplace to help support the management in implementing flexiblework arrangements.

8.Pilot the programme first to see what works and what does not.

9.Review the flexible work arrangement periodically to see if theobjectives have been met.

K E Y S U C C E S S F A C T O R S I N I M P L E M E N T I N G AF L E X I B L E W O R K A R R A N G E M E N T

41

*Flexible work arrangements inSingapore are currently notwidely used and are more focusedon operational efficiency thanemployee well being. However, itis envisaged that this idea willgain popularity as employersrealise that there is a businesscase for having flexible workarrangements and that it is apowerful strategy to use in thecompetition for talent. This isalso because the new generationof workers view work flexibility asone of the most importantinfluences in their choice of whichcompany they work for.

Employers are beginning torealise that there is operationalefficiency and economic gainsfrom implementing flexible workarrangements as it allows them totap on new or existing pools oftalent. Companies which haveemployed such options havereported results in higherproductivity, increased rate ofstaff recruitment and reducedturnover.

Telecommuting is not as prevalenta flexible work arrangement as

C O N C L U S I O N

part-time work. However, asSingapore gears up for fasterinternet access through theintroduction of broadband access toall households, the infrastructure isbeing set for telecommuting tobecome a more viable work option.

Living in a fast paced world wherethe buzzwords are “increasedefficiency” and “productivity”,employers who take into account theneeds of the individual to have abetter work-life balance would havethe added edge in the competitionfor talent. In Singapore’s rapidlyageing population, where 19% ofthe population will be aged 65 andabove in 2030, flexible work optionswill also enable companies to tap onthis pool of older and experiencedworkers.

The hope of the Work-Life Unit andthe aim of this guide is for companiesto realise the tremendous potentialof using this strategy to give themthat competitive edge over othercompanies. It is an arrangement thattakes into account the needs of theindividual and the needs of theorganisation and ultimately works atachieving a win-win outcome for all.

*Appendix A

Cost-Benefit Analysis is a decision-making

tool to establish the rationale for

adopting specific work-life programme/s

as enables the benefits of alternative

approaches to be weighed against cost.

Provided below is an adapted summary of

a seven-step approach to assess the costs

and benefits as outlined in Workplace

Guide to Work and Family published by

the Work and Family Unit, Department of

Employment, Workplace Relations and

Small Business, Canberra.

Step 1 >>> Define the issue, identify

objectives, and define those affected by

the new arrangement.

The issue would be related to a specific

problem that exists in the organisation or

the type of work-life strategy proposed,

for example telecommuting, part-time

work etc. Those affected by the new

arrangement might include human

resource managers, line managers,

employees and customers.

Step 2 >>> Identify available work-life

options that might solve the problem

identified above. Inputs from existing HR

records, employee needs assessment and

exit interviews would be useful to

determine the viable work-life options.

Step 3 >>> List potential outcomes,

including the benefits as well as costs and

concerns. These should primarily be

qualitative factors.

Step 4 >>> Estimate the costs and benefits

of introducing/not introducing the

measures. Making a comparative

assessment of the various options as

proposed in Step 2, against the outcomes

listed in Step 3 for each option. The

following should also be taken into

account in assessing costs and benefits:

recruitment costs, training costs, turnover

costs and administrative costs.

Step 5 >>> Calculate the scope of the

project. Here the total cost of implementing

the work-life option is to be considered in

terms of the number of employees who are

likely to take up the option.

Step 6 >>> Additional Inputs. Qualitative

effects should be added in support of the

cost-benefit analysis. These might include the

impact on morale and commitment to the

organisation, the demographic changes in

the workforce and the future impact on the

organisation and corporate image.

Step 7 >>> Make the decision. The decision

may be made to pilot the new arrangement

and carry out reviews periodically.

COST-BENEFIT ANALYSIS

42

*1. Our Company Principles and their Implications

2. Guidelines for:• Job-sharing• Flexi-hours• Compressed work• Temporary work• Telecommuting etc.

(Information to include are: definition of the arrangement, suitability of the job andcandidate, key success factors, tips for managers and employees.

3. Sample Request Form or Proposal

4. Sample Feedback Form

Appendix B

SAMPLE OF A COMPANY GUIDE TO FLEXIBLEWORK ARRANGEMENTS

43

*Appendix C

SAMPLE FORMAT FOR FLEXIBLE WORK ARRANGEMENT PROPOSAL(to be supplemented with discussion between Manager and Employee)

FLEXIBLE WORK ARRANGEMENT REQUEST FORM

SECTION 1 Employee completes this section

Date of Application Employee ID No

Name Department

Job Title

1 Flexible work arrangement requested

Telecommuting Permanent part-time Flexi-Hour Compressed Work Week

Job share Other

2. Describe your current and requested schedule

Current Requested Location (please tick)

Start time End time Start time End time On-site Off-site

Monday

Tuesday

Wednesday

Thursday

Friday

Saturday

Sunday

Total Weekly Hours

44

3. How will your proposed arrangement enhance your ability to get the job done?

4. What potential barriers could your changed work arrangement raise with

External Customers

Internal Customers

Co-Workers

Your Manager

5. How do you suggest overcoming any challenges with these groups?

6. Describe any additional equipment/expense that your company might require. Detailany short and long term cost savings that might result from your new schedule to offsetthese expenses.

45

7. What impact will there be for you if this flexible work arrangement is not possible?

8. What review process with your manager do you propose for constructive monitoringand improvement of your flexible work option? Are there measurable outcomes to usein the review process? List these outcomes here.

9. Proposed review date

SECTION II Line manager completes this section

Request for Flexible Work Option approved declined

If you decline this request, please provide the reasons.

Line Manager’s Signature Employee’s Signature

Date Date

Effective date toIf option is time limited or terminated

Copy of this form and any attachments should be given to HR

46

47

*Appendix D

CHECKLIST FOR FLEXIBLE WORK ARRANGEMENT

Information Gathering1. Establish the current business issues eg attrition, absenteeism, tardiness.2. Establish customer (external and internal) expectations eg extended hours.3. Establish employees’ needs eg long commutes, family commitments.4. Establish resources in the community.

Setting Goals5. Determine the driving forces for flexi-work arrangements eg recruitment.6. Determine the barriers to flexi-work arrangements eg “face-time” expectations.7. Consider how to address these concerns from the viewpoints of employees, managers

and senior management.8. Carry out a cost-benefit analysis.9. Establish business objectives for establishing flexi-work arrangements.

Implementation10. Secure senior management support ie address concerns.11. Set up a task force.12. Communicate the initiative.13. Draft guidelines for managers and employees eg consider the non-negotiables like

maintaining productivity and communication.14. Develop training programme for managers and employees eg mindsets, work culture,

skills, modelling the way, performance management, evaluation.15. Consider the need for a pilot study.16. Implement flexi-work arrangements for a trial period.

Review and Evaluation17. Assess and discuss how the arrangements are working.18. Examine the outcomes and impact of flexi-work arrangements.19. Fine-tune the guidelines.20. Establish next steps.

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The following document will serve as an agreement between (the employee)

and (the manager) at (the company) in

regard to a telecommuting work arrangement - including work schedule, equipment used,

and other details - that will begin the week of (the date) and end on

(if applicable) (the date).

1. The employee plans to work off-site at (location).

2. The employee plans to work off-site according to the following schedule:

(days, hours, weeks, months).

3. The employee requires the use of the following equipment in order to do the work

satisfactorily

4. When working off-site, the employee will keep in touch with his or her supervisor and

colleagues at the office in the following ways

5. The employee will focus on the following work tasks when working from home

*Appendix E

SAMPLE TELECOMMUTING AGREEMENT

49

6. If the employee requires an additional telephone line, the monthly connection costs,

long-distance charges, plus any special services (call waiting, call forwarding, voicemail

etc.) will be paid for by

7. The supervisor will determine the employee’s progress on work completed at home through

8. The employee will participate in meetings and conferences held in the office in his or

her absence through (teleconferencing, videoconferencing, the receipt of minutes, etc.)

9. The employee and supervisor will meet

(how often) to monitor the telecommuting arrangement.

10.The employee will set in place the following security measures to secure all proprietary

information and documents that are brought home

11.Other stipulations of this telecommuting work arrangement

I agree to the conditions set forth in this agreement.

Employee Supervisor

Date DatePlease note: This is a sample Telecommuting Agreement and is not comprehensive.Management is advised to seek legal advice and adapt the form to their requirements.

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Website Description

www.bluesuitmom.com Their weekly poll shows that flexible work hours isthe most popular FWA option among workingmothers. Under the category “Career”, it explainsthe various FWA, and has a worksheet to help findthe option that suits them best. It also teaches howto write a telecommuting proposal. (Note:Information is provided by consultant running thewebsite, www.workoptions.com)

www.workoptions.com The website has articles on the different types ofFWAs (telecommuting, compressed work-week,part-time work, job sharing), it also promotes itsbook “Flex Success Proposal Blueprint”

www.workingwoman.com This website carries articles pertinent to workingmothers and includes the listing of 100 bestcompanies for working mothers.

www.fastcompany.com By running a search on keywords associated withFWAs, you can find many helpful articles to assistemployees to use FWAs at their workplace.

www.jobsharing.com Job-Sharing Resources is an employment servicescompany dedicated to job-sharing. However, it doesprovide some basic information on job-sharing andits benefits. There are also links to job-sharingarticles in other websites.

*Appendix F

USEFUL WEBSITES ON FLEXIBLE WORK ARRANGEMENTS

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Website Description

www.europa.eu.int/ISPO/ Provides links to other websites that giveinfosoc/telework.html information on teleworking in the European Union.

www.dti.gov.uk/ Under Key Facts, figures from their survey on thework-lifebalance different work-life options can be found, which is

useful in proving the business case for FWAs. UnderCase Studies, there are examples of companies withwork-life policies and the benefits they achievedwith these practices.

www.gmtma.org/ Explains the benefits of telecommuting andaltwork.htm provides links to associated organisations.

www.worklifemontgo The toolkit is comprehensive and explains each of themery.org options under FWAs. It also gives sample policies of

each option.

www.athomemothers.com Carries relevant articles on issues faced by workingmothers. At http://www.athomemothers.com/infoguides/36a1.htm is an article that explains all thedifferent flexible work options, helps workingmothers choose the one that suits them and teachesthem how to negotiate for it.

www.womans-work.com A website targeted at job seekers/providers offlexible jobs. Under “Flex definitions”, it explainseach of the options under FWAs and gives samplepolicies of each option.

www.teleworker.com The website has quotes and a glossary related toteleworking, links to other websites that are jobsources for teleworkers as well as a pros and cons listfor this flexible work option.

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Work-Life UnitThe Work-Life Unit was set up in the Ministry of Community Development and Sports(MCDS) on Sept 19, 2000 to bring about a work-life friendly workplace culture inSingapore through promoting awareness as well as providing resources, organisingtraining seminars and research on work-life strategy. One aspect of work-life strategy isthe provision of flexible work options.

A full listing of the available resources can be found in Appendix H.

Contact information:Work-Life UnitFamily Development DivisionMinistry of Community Development and Sports512 Thomson RoadSingapore 298136

Tel: 6355 8030 Fax: 6354 3976Email: [email protected] Website: www.aboutfamilylife.org.sg

Human Resource Promotion SectionThe Human Resource Promotion Section of the Ministry of Manpower raises theawareness of and promotes the adoption of good HR practices, including flexible workarrangements. For more information on flexible work arrangements, please contact:

Human Resource Promotion SectionMinistry of Manpower18 Havelock Road#04-02Singapore 059764

Tel: 6539 5200 Fax: 6535 4811Email: [email protected] Website: www.mom.gov.sg

Appendix G

*LIST OF USEFUL CONTACTS

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I would like to have a copy of the following (Please tick the necessary boxes):

S/N MATERIAL DESCRIPTION QTY REMARKS

1 Making Your Organisation Work-Life FriendlyBooklet (English)

2 Making Your Organisation Work-Life FriendlyBooklet (Chinese)

3 Wow Your Employees! Maximise Your BusinessOutcomes With Work-Life Strategy

4 Work-Life Unit Corporate Brochure

5 Successful Flexible Work Arrangements- An Employer’s Guide

6 Flexible Work Arrangements (Case Study)

7 Feature Article Entitled “Creating The WorkplaceOf Tomorrow, Today”

8 For Everything, A Season: Inspirations For Your Workand Life (A Catalogue Of Work-Life Resources)

Contact Name Tel Fax

Address

Email Date

Please fax this form to 6354 3976 or mail it to: Work-life UnitFamily Development Division512 Thomson Road, MCDS BuildingSingapore 298136Tel: 6355 8030Website:www.aboutfamilylife.org.sg

*Appendix H

LIST OF AVAILABLE WORK-LIFE RESOURCES

54

Appendix I

*BIBLIOGRAPHY

• Langhoff, June. The Telecommuter’s Advisor- Working In the Fast Lane.Newport, RI. 1996

• Ministry of Community Development and Sports. Report of the Inter-MinisterialCommittee on the Ageing Population. Singapore. November 1999

• Ministry of Manpower and Ministry of Community Development and Sports.Case Study Series 3/2001. Flexible Work Arrangements. Singapore. July 2001

• Ministry of Manpower. Manpower Research and Statistics Department.Occasional Paper No 1/99. Flexible Work Arrangements. Singapore. January 1999

• Ministry of Manpower. Labour Force Survey. Singapore. June 1998

• Nilles, Jack M. Managing Telework- Strategies for Managing the VirtualWorkforce. New York: John Wiley and Sons, Inc. 1998.

• Office of the Director of Equal Opportunity in Public Employment. “Part-TimeWork with the New South Wales Government”. New South Wales, June 1994.

• Office of the Director of Equal Opportunity in Public Employment. “Success withFlexible Work Practices”. New South Wales, November 1997.

• Office of the Director of Equal Opportunity in Public Employment. “Flexible WorkPractices. Training Resource Kit for Managers & Supervisors”. New South Wales,March 1997.

• Rose, Karol. Work/Life Effectiveness. Kubu Communications. United States ofAmerica. January 2000.

• Shaw, Lisa. Telecommute! Go to Work Without Leaving Home. John Wiley &Sons, Inc. New York. 1996.

• Top Drawer Consultants and Families At Work. Work & Family: Steps to Success.Equal Opportunities Trust. New Zealand. 1996.

• Washington State University Cooperative Extension Energy Program andCommuter Challenge. Case Study: The Guardian Life Insurance Company ofAmerica. April 1999

• Work and Family Unit, Department of Employment, Workplace Relations andSmall Business. Work & Family Resources. Canberra Australia 2000.

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Attn: Work-Life UnitFamily Development DivisionMinistry of Community Development and Sports512 Thomson RoadMCDS BuildingSingapore 298136Fax: 6354 3976

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SUCCESSFUL FLEXIBLE WORK ARRANGEMENTS:AN EMPLOYER’S GUIDE

Published by the Work-Life Unit, Family Development DivisionMinistry of Community Development and Sports512 Thomson Road, MCDS Building, Singapore 298136Tel: 6355 8030 Fax: 6354 3976 Email: [email protected] website: www.mcds.gov.sg

Date of publication: Mar 2002ISBN 981-04-5880-0All rights reserved. No part of this publication may be reproducedfor commercial use. Non-commercial users must acknowledgethe Ministry of Community Development and Sports as sourceand keep the Work-Life Unit, Family Development Division of theMinistry informed prior to publication.

Designed and printed by Kaleido Marketing Communications


MCDS

Successful Flexible Work ArrangementsAn Employer’s Guide

A guide researched and produced by theWork-Life Unit,Family Development Division,Ministry of Community Development and Sports.

Enquiries can be directed to:

Work-Life UnitFamily Development DivisionMinistry of Community Development and SportsMCDS Building512 Thomson RoadSingapore 298136

Tel: 6355 8030E-mail: [email protected]

Printed in Singapore, Mar 2002

Information correct at time of print

ISBN 981-04-5880-0

512 Thomson Road MCDS Building Singapore 298136Internet Website: www.mcds.gov.sg


MCDS

Successful Flexible Work Arrangements – An Employer's Guide

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