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© 2008 Sodexho. All rights reserved. What is Flexibility Works!? Where When How Dimensions of Flexibility Time • When work gets done • Schedule Place • Where work gets done • Location (source: Boston College Center for Work and Family, 2011) What is Flexibility in the Workplace? Formal Flexibility Flexible Work Arrangements Informal Flexibility -> Ongoing -> Situational -> Occasional / Temporary -> Types • Flex-Time • Job Sharing • Part-Time • Telecommuting • Remote Work • Compressed • Phased retirement • Sabbaticals • Seasonal -> Examples • Doctor’s appointment • Taking class for 1 semester • Work from home or other location for special project Business Based Flexibility Focus on Results Negotiated Solution Oriented Informal Situational Formal Ongoing Principles of Flexibility Flexibility supports the business Presence is not performance Flexibility is not an entitlement Flexibility is a shared responsibility Flexibility requires a give and take (source: Rupert & Company) © 2008 Sodexho. All rights reserved. Drivers for Flexibility - Attracts the best talent - Develops diversity in the pipeline - Engages and retains employees - Increases productivity - Contains costs (streamlining; real estate reduction) - Enhances public image (friendly employer) Flexibility Pipeline Development for Women Flexibility can reduce “off ramping”; minimizes guilt regarding “tradeoffs” Sylvia Hewlett Flexibility impacts retention - 40% for women; 25% for men Bain & Company, 2010 Global Flexibility Survey Job satisfaction is higher when environments favor flexibility. European study Origo, 2008 Parents who utilize flexibility reach higher levels Netherlands Study Dikkers, 2010 Other Trends Impacting Work/Life Generational Diversity • Aging workforce • Influx of younger employees • Expectations vary Globalization • Requires new ways to conceptualize work • Different cultures experience work/life differently Workload & Stress • Workforce reductions • Scope increases; longer work hours • Increasing stress levels Technology • Work becomes more mobile • Boundaries blur between work and family (Source - Adapted from Work Life Evolution Study – Top Trends, Boston College CWF, 2007) © 2008 Sodexho. All rights reserved. CEO endorses commitment to expand workplace flexibility “…Flexibility is mutually beneficial for our employees as they meet their day to day needs for personal balance and success at work, and for the business based on the accountable work environment and results it requires.” George Chavel CEO, Sodexo NORAM Catalyst award: Making Every Day Count: Driving Business Success Through the Employee Experience Results Systemic culture change through diversity and inclusion. Outcomes for women in North America between 2003-2010: • women in leadership positions have increased by 74% • women’s representation on the Executive Committee is higher by 67% • women in executive positions has increased by 53% • women in the pipeline for executive leadership roles has increased by 77% • women of color in SVP and VP positions has risen 63% • women of color in senior leadership positions is up by 211% • engagement scores for women are at 71%, up 10% from 2006 • Sodexo USA appointed its first female CFO & Market President Employee Engagement & Retention Driver Employee Engagement (NORAM Engagement Survey – 2010) • 1 of 3 Sodexo employees seeking greater work/life balance Employee Retention (NORAM Exit Interview Data – 2010) • Top 2 reasons employees are leaving: 1.Relationship with immediate manager 2. Work/Life Balance Testimonials from Sodexo Women I love working part time and having the opportunity to be home with my children a couple of days a week. Sodexo aligns perfectly with my values and beliefs by showing how important family life is. Being able to work an FWA has helped me continue my employment at Sodexo. I am much more likely to continue my career with Sodexo because of the flexibility that I have. My productivity is greater and my job satisfaction has increased. It feels good to know that I am one less driver on the road. © 2008 Sodexho. All rights reserved. Overcoming “Roadblocks” – Concerns & Solutions Workload / environment is not conducive to flexibility • Research demonstrates that flexibility is a driver of productivity, employee engagement and retention Nature of job is not conducive to flexibility • Decisions must be based first on the needs of the business Managing employees with FWAs is difficult • Training, coaching and support enhance managerial skill set and comfort level Difficult to arrange meetings or work in teams • Technology enables connections for remote employees Entitlement mentality of employees • Employee and manager engage in ongoing communication; review continuing viability of Flexible Work Arrangement (Source – Boston College Report on Merck, 2008) How to Implement a Flexibility Initiative 1. Conduct Research 2. Gain commitment 3. Design flexibility initiative 4. Launch flexibility initiative 5. Monitor and improve the program