Talent Centric
At Alexander Mann Solutions, flexible working is
We’ve been able to act swiftly and react to changing
our default. This means that, for us, unless there are
client needs, turning to an ‘on-demand’ resource
technology constraints relating to client systems,
of contractors and associates and demonstrating
operational requirements or special client business
real agility. We can also quickly adapt to local
needs, many jobs and processes have become
disruptions; for example, World Youth Day
‘location-neutral’ or have some degree of flexibility
in Poland when our office in Krakow closed
attributed to them.
and 700 employees worked remotely with no
Flexible working enables us to recruit from a
impact to our clients.
wider, more diverse talent pool and to attract and
Building a case
retain our people. We’ve been able to
What drives this way of working?
recruit in locations where we don’t have
Sometimes it’s the business, the
existing offices and retain key staff by
nature of the job; sometimes it’s
allowing them to relocate away from an
personal preference. It’s worth thinking
office, while remaining employed. This
about the types of consideration
has also enabled us to maintain the cost
“A flexible
that need to be made when making
of infrastructure and office space.
workforce
a flexible working request – from an
Often our people tell us this flexibility is
individual’s perspective, a manager’s
the reason they selected Alexander Mann
dramatically
perspective, and that of any relevant
Solutions over other organisations. We’ve
lowers the risk
stakeholders. Research shows flexible
put in place practices to accommodate
working applications are more likely
a distributed workforce, offering
of operational
to succeed when there is a clear case
manager training for remote workers;
disruption and
built with a robust solution.
collaborative technology (Fuze, Yammer
and SharePoint); and a virtual learning
business
Will flexible working fit the
management system. Local flexible
ind ivid ua l ? Cons ide r the
working champions and initiatives drive
continuity
characteristics needed for effective
activity in our company’s major hubs.
planning”
flexible working: autonomy,
A flexible workforce dramatically
self-motivation, resilience,
lowers the risk of operational disruption.
communication and organisational
skills. Factor in personal, budgetary
and headcount implications. If the
request is difficult to accommodate
THE KEY COMPONENTS OF FLEXIBLE WORKING
fully, ask yourself whether a
compromise is possible.
ATTRACTION: Greater consistency in approach
teams and handle flexible
flexibility gives us
is more important than a
working requests.
Will flexible working suit the
access to a bigger pool
one-size-fits-all approach or
nature of the role? Is the role
PRACTICES:
of talent which is hugely
blanket rules. Make policies
location-dependent, does it require
Organisations need
important to us in a people
less prescriptive and more
face-to-face time and are workflow
industry and in a competitive pragmatic, such as including to change their working
patterns predictable? How will
practices
to
ensure
all
hiring environment.
flexible working request
client relationships and stakeholder
people
–
no
matter
how
templates.
interactions be managed? Consider
TRUST: Flexible
they work – remain
the impact on the team and resources.
working arrangements
LEADERSHIP:
connected, engaged,
need to start from a position
Could workload be redistributed,
Leadership needs
motivated, knowledgeable
of trust and measuring
providing a growth opportunity for a
to role model and be
and developed.
performance through results committed to placing flexible
team member?
BOUNDARIES:
and outputs rather than
working at the heart of
Sketch out the working practices
On the flipside to
availability or presence. If
business strategy.
needed to accommodate an
the benefits of flexible
trusted to get on with the
application for flexible working,
MANAGERS: It’s
working, companies need
job, people tend to be more
including technology and
imperative that
to introduce wellbeing
motivated to do so.
infrastructure needed. Research and
managers understand the
guidance on setting
CONSISTENCY:
strategic intent of a flexible
boundaries to avoid
prepare the case, talking to others who
When considering
working approach and are
burn-out, isolation and
have managed a similar transition. If
flexible working requests,
equipped to manage flexible ‘always being on’.
you give it the go ahead, put in place a
trial period.
Issue 2 - 2017
33