March 10, 2011

Workplace flexibility: the key to unlocking talent

By Kate Lister

Kate Lister is the principal researcher at the Telework Research Network. She will be moderating our March 22 panel “Workshifting and the Executive Woman: A New Kind of Flexibility.”

Thanks to advances in technology, work no longer needs to be tethered by time or place. Our sponsor, Citrix, describes this shift from ‘work’ as a noun to ‘work’ as a verb, as ‘workshifting’. Also known as telework, telecommuting, or e-work—the term covers a broad range of work arrangements including mobile work, remote work at a client’s location, work at a shared office centre or hub, and home-based work. Prior to the recession, being able to hire and retain good people was one of management’s top non-financial concerns. As we begin to recover, those woes will return with a vengeance. Research shows than 70% of the workforce is not engaged. They’re either wandering around in a fog, or actively undermining their co-workers’ success. They’re burned out, disenfranchised, and over 80% are ready to jump ship. The Boomers who haven’t already made their exit are nearing the door. Gen X watched their workaholic parents and aren’t about to make the same mistakes. Gen Y grew up independent and tech savvy. They were taught to question authority, and now they’re questioning their employers. This is not your father’s workforce.

What employees of all age groups want is the flexibility to determine for themselves where, when, and how they work. They want to be trusted. They want to do their best and feel that they’re a part of greater whole. They want to be treated like adults. And if they can’t get what they want, they’ll go somewhere else or venture out on their own.

In his bestselling book, Drive: The Surprising Truth About What Motivates Us, Daniel Pink observes that despite four decades of scientific research on human motivation, there’s an immense mismatch between what science knows and what management does. “While carrots and sticks worked successfully in the 20th century, it’s precisely the wrong way to motivate people today,” writes Pink.

Once considered just an HR perk, innovative, successful companies have embraced flexibility as an essential business strategy. Why? Because it helps them expand their talent pool and attract top performers. It reduces their real estate, absenteeism, turnover, and healthcare costs. It increases their competitive advantage. It improves collaboration and fosters teamwork. It exposes underperformers and eliminates workplace saboteurs. It uncovers weaknesses and improves efficiency. It helps them reduce their carbon footprint. And it ensures their ability to serve their customers in the event of a disaster.

Do you and your managers trust your people to work untethered? How do you know they’re working when they’re at the office or on the road? If you’ve already embraced workplace flexibility, what have you learned from the experience?

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