Workplace flexibility should not be viewed as an employee benefit, but as a tool for extending the workforce and increasing sales and productivity. Organizations that can make that paradigm shift will be well-positioned for the future.

Thus says the Society for Human Resource Management. SHRM has released a major report with case studies, how-tos and supporting data designed to help employers rethink workplace flexibility and integrate it into their work processes.

The study, "Leveraging Workplace Flexibility for Engagement and Productivity," was produced by four university professors who specialize in workforce utilization. It includes research that underscores the values to employer and employee of integrating greater flexibility into the workplace, and offers myriad examples of the benefits that can accrue to employers who do so effectively.

But the first hurdle that must be overcome is the long-held idea that flexibility is something the employer "gives," perhaps even grudgingly, to employees who don't want to march to the standard company beat.

“One challenge in implementing workplace flexibility policies is the employer view that flexible work arrangements are primarily an employee benefit, instead of a tool to increase employee engagement and productivity,” said Mark Schmit, executive director of the SHRM Foundation. “However, SHRM research actually shows that 91 percent of HR professionals whose companies offer flexible work arrangements, such as teleworking, have seen positive results on employee engagement, job satisfaction and retention.”

See also: Men dominate telecommuting crowd

The report cites the many identified benefits that flexibility offers to employees:

Improved well-being;
Better health;
Increased job satisfaction;
Improved objective performance;
Lower stress;
Reduced turnover intentions;
Lower work interference with family; and
Reduced absenteeism.

What are the benefits management can expect to enjoy once flexibility becomes a part of the overall workplace strategy? Increased retention, attracting better talent, lower absenteeism, higher productivity are among them. Others aren't so obvious, such as better service to clients.

“Flexibility can be used to strategically expand availability to clients by allowing employees to work nontraditional hours. But it is critical that employees not feel stressed or burned out because they perceive that flexibility means they are working all the time,” the study says.

The report offers case studies to demonstrate the ways employers that have approached flexibility as a strategy rather than as a benefit have implemented it.

Instant Insights /

Treat workplace flexibility as a strategy, not a benefit

More From HR Executive

Related Stories

Recommended For You