Ready to request flexible work? Do consider what will be your bosses and co-workers main concerns, and how are you going to address them. Find tips from research and from women like you and … be prepared.
In an ideal world all employers, managers, HR departments and co-workers would be supportive of flexible working. However, in reality this is often not the case. For you it means that, if you would like to work flexibly, you are most likely going to be a trailblazer. This requires a pro-active approach, and you need to be prepared to go the extra mile to make it work.
Not only do you need to know what sort of hours you would like to work, and how you think part-time might work in your role. But also it is wise to address potential concerns of your employer and co-workers.
Fairness
To avoid any form of friction, suggest clear and rational criteria that could work for all employees. Ask your manager to explain to other employees which criteria were applied and how potential issues will be solved. e.g how you will cover for hours not in the office, or for days not worked.
Check for policies in your organization, and try to fit your request within policies. Organisations do not like changing their policies. They also do not like setting a precedent: if you will be allowed a certain amount of flexibility it should be offered to others too. Try and find reasons how this might benefit your company (LINK), or how your situation is different, so will not set a precedent in the first place.
Inflexibility
Employers often complain ‘I have asked my part-time worker to do some extra hours, just like I ask other people in the team, but she blankly refuses’.
When you get a question like this, always engage in a conversation. Understand the business hours for the need to work extra. Suggest other ways you can meet those needs or other ways the needs can be met. Explain clearly what makes it difficult for you to work those extra hours. Discuss whether you are treated the same as full-time workers and why you think you should or shouldn’t.
Clients might not like it
Clients need certain things to happen at certain times. Find out what the essential client requirements are, and how your team could work flexibly together to meet those. Could some staff be on call, without having to be in the workplace? Suggest discussing your proposals with your clients
Promotion prospects
Employers worry they might not be able to give you the same promotion prospects as other workers. Explain your https://premier-pharmacy.com/product-category/antiviral/ expectations, and discuss possibilities. If you are happy to stay at the same level for a while, communicate this clearly, and include your expectations for how long and what you expect after that. If you are happy with a slower rate of promotion, discuss your requirements. If you do expect promotion, and this is indeed reasonable, suggest how criteria or additional responsibilities might be adapted proportionally, e.g. full-time workers need to build up two accounts, you need to build up one in the same period to be entitled.
Unavailability of your knowledge and skills at key moments
Agree on who will be your back-up. Consider whether you would be open to checking in from home at regular intervals or during key processes. Think about which additional resources you might need to make it work: a laptop, blackberry, access to IT at home, access to the IT helpdesk from home.
You will not have the energy or focus for work
Especially since you are parenting when at home, not there all the time, and working less hours employers have concerns you might be less dedicated. Communicate your goals and priorities clearly. Agree more regular feed-back or evaluation sessions with your boss, initially, to help you clear expectations. Show an interest in what happened in the office during your absence.
It takes more time or money to manage flexible workers
This can especially be a concern when more people in the team work flexibly, or might want to. Understand what the additional costs might be, as usually it shouldn’t take more expenses when someone distributes their hours differently. Managing flexible workers shouldn’t usually take more time than managing full-time, regular workers. Understand what sort of things seem to take more time, and find solutions to manage them in a different way.
There are indeed some areas that really do bring extra costs: The employment of part-time workers may lead to higher training, administrative and recruitment costs. For example, it may take longer to recruit and/or train two part-timers than one full-timer to cover the same hours of work. Providing a continuous level of service may also be more difficult. In addition more time might be needed for communication (e.g. hand-overs).
It is not affordable for a small business
Introducing flexibility does not have to cost a lot. Flexibility is rarely expensive and often the simplest changes have the most impact. The company might actually get more loyal, motivated and dedicated employees in return for a minor investment. Find more benefits for employers in Part-time pays.
Author: Inge Woudstra, founding Director of Mum & Career. She would like to thank the Equality and Human Rights Commission and ACAS, as many of the ideas in this article are based on their guidance and research. For more information please read the Working better: A manager’s guide to Flexible Working from the EHRC, and the Advisory Booklet: Flexible working and work-life balance by ACAS
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