THE CASE FOR CHANGE

Investment in people
"People who have a say in how the work gets done have a greater sense of control over their lives. Workers with this sense of empowerment are more efficient, productive and motivated. Companies that treat employees with respect - as key members of the team - are repaid in the dividends of employee motivation, productivity and commitment - Rank Xerox" from the Institute of Employment Studies.

Raising morale in an organisation is invaluable. It impacts on all areas of the organisation and each employee willingly becomes an ambassador of the business or service. Many of the more measurable benefits are listed below.

Improved recruitment and retention
Flexing working patterns to suit the changing circumstances of people's lives secures a skilled and experienced workforce. This can be done through better retention of existing employees and improved recruitment. This will give an employer better return on investment in people and leverage in the recruitment market.

As working lives unfold, most people find that their preferred balance between work and life outside work can change significantly. A flexible, caring organisation can accommodate different aspirations of a work-life balance, and create a richer blend of skills and experience as a result.

Improved productivity
Helping a workforce achieve work-life balance has a positive impact on productivity:

• Motivated people tend to be more productive
• Managing a work-life balance culture means greater focus on targets and achievements rather than process
• Work-life balance helps to embed a principle of flexibility in and organisation's processes
• Customer service improves with a spirit of shared responsibility
• Better retention of knowledge and skills helps build a more productive team
• Improve creativity and innovation is encouraged
• Retain and attract a more diverse workforce

PREPARING THE BUSINESS CASE

Changes in working patterns should meet stringent criteria (or is at least business neutral) in order that it benefits the employer, employees and customers.

It is important that targets are set by which the success of the initiative can later be judged. These should be considered to be both qualitative and quantitative.

Assessment of fit
Introducing changes in working patterns provides the opportunity to re-examine the ways that work is organised within the team and to consider whether it could be changed in the interest of customers and the service as a whole.

In outline, the assessment will consider:

• the responsibilities and tasks which make up the post and the time they take
• the knowledge and skills required to carry them out
• the general responsibilities of the posts, for example management responsibilities, relations with the world beyond the team or department and the requirements of users
• the peaks and troughs of the work and the resources of the team

The jobs need to be broken down into their component parts and processes to see whether they can be re-assembled in more flexible working patterns. Employees have an important voice in this exercise.

Qualitative:
Progress can be assessed on criteria that match the needs identified by the employer. When considering options and handling requests from employees to change their working patterns the following should be considered:

• will a minor adjustment to existing arrangements meet the needs of the employees?
• is the change in the interests of the team as a whole?
• what are the implications if the request is refused?

Quantitative:
Application of suitable policies may depend on how it will impact on the key monitor indicators. Any policy should pass the test of being a fully integrated business policy:

• will it help to retain staff
• will it attract employees into areas of shortage
• will it help build a more diverse range of skills within the team
• will it help balance staffing levels and activity levels more efficiently
• will it improve morale
• will it help to reduce sickness and absence rates
• will it enable employees to extend their working careers
• does it meet the standards of a responsible employer
• what impact will it have on delivery

Involving staff
Members within a team will have views on how work is organised, they will also probably have ideas on how it could be done better. All employees should have ownership of the new policies.

Consultations with employees should focus on changes they would like to see towards greater flexibility and relating these to delivery of output. They should also address issues of future recruitment and retention of employees: will these be improved or made more difficult by the changes.

The contractual implications
Changes in working patterns may affect contractual arrangements for staff. The points to look out for are:

• implications for pay
• pension provision and other benefits
• training provision

The manager's role
Changes in working patterns has implications for managers. How they manage and reinforce the strategy will be critical to the success. The points to consider are:

• how do the managers view the new initiative
• do the managers see they will personally benefit from work-life balance
• what additional training do the managers need
• will changes be needed to ensure appropriate support of the employees
• will there be different requirements for appraisal
• how will the arrangement be monitored
• how will justifiable concerns from employees be handled
• how will they measure and monitor the success of the new initiative

Communication
The communications strategy is a critical element in establishing a successful work-life balance strategy:

• are the appropriate messages being communicated fully
• are there any conflicting messages that be detriment to a work-life balance culture
• what new communication strategies need to be introduced

Setting a timetable for change
Whether for an individual or for a team-wide change in working pattern, a clear timetable needs to be agreed with those involved. This may involve setting a date for review of the new pattern.

Review of outcomes
Using the criteria established at the outset, the effect of the new working arrangement should be assessed at quarterly intervals. It may also reveal benefits or problems not anticipated at the outset.

A well managed cost benefit exercise running alongside the new policies will monitor business drivers and the assessment criteria. It allows the project to illustrate successes and make adjustments where necessary.