How to redefine an existing role to be flexible working: Create a Team Roadmap

Planning for flexible workingToo frequently we see clients object at making certain roles flexible with the argument: ‘But Tim’s always been in the office’ or ‘I don’t think Sarah’s team would know how to cope if she wasn’t always around’. Sorry, but ‘we’ve always done it this way’ is no longer an excuse forward thinking organisations can use when thinking about staffing. Planning for flexible working is only going to increase as Sara Hill, CEO of Capability Jane found when they looked in depth at the issue:

  • 79% of women stated that working from home for all or part of their role would be desirable.
  • 64% wanted flexible working.
  • 60% wanted to work part time (3 days a week).

It’s time for a team approach to establish a plan for the change towards flexible working. A proactive leader will gather the affected team together and get them to assess:

  • the role of the individual.
  • area of responsibility and the effect a change will have on the team.
  • how to combat the challenges or stumbling blocks.

If managers focus on these basic fundamental points they can create a flexible, tangible working map to act as guidance for assessing and establishing flexible roles within an organisation. The roadmap and process can even be used for other employees. Sara Hill believes it’s vital to document the set up process; listing facts that make it work and the obstacles that hindered the implementation of flexible working. This document can act as a benchmark for policy to use within the company as a whole.

No money for pay rises? Increase engagement without increasing wages

Our sister company, The InclusIQ Institute, wanted to share their popular article with us. We see successful leaders who keep employees happy by giving them regular raises and promotions. However, as monetary reward is only a small part of why people work, we are impressed by leaders who are able to motivate teams even during the lean periods – when raises are impossible to give.

Here are the factors they focus on:

  1. Consistent Values: We can’t visit the lobby of a corporate client without seeing a banner proudly proclaiming their values. However, in sessions, the employees confide core values are abandoned during tough times. Leadership values seemed to apply in good times, but dwindle or even disappear during times of stress. Employees put in more if company values are followed at all times – even if it calls for tough decisions.
  2. Long Term Focus: Ace teams see the tough periods; belt-tightening and cash flow issues as a temporary problem. Their leaders maintain focus on long-term objectives. Employees don’t mind going through difficult times when they believe there is a brighter future ahead.
  3. Continuous Communication: As a Forbes article on ‘Seven Ways To Increase Employee Satisfaction Without Giving A Raise‘ comments: “People tend to communicate less during bad times, when in actuality, they need to communicate even more.” During tough times, good teams increase communication and share important information. Apart from any good news, it is also important to share the reality of the current situation with team members. No one likes being condescended to; they can handle the truth.
  4. Opportunities for Development: Successful teams use slower times to learn new skills and build new capabilities. Leaders should not cut training and development as encouraging employees to take up stretch roles boosts employee satisfaction and inspire loyalty.

Good leaders know that if you can’t walk your talk – why should anyone else? How have you seen strong teams cope well during a down period?

Do bonuses create deceitful employees?

Crossed fingersIn the last four months, we’ve worked with no fewer than 6 senior women who were considering leaving their jobs. Let’s make no mistake, these were jobs where they were getting favourable reviews, where they were well-respected but for some reason or another, their ‘heart wasn’t in it.’ When we unpicked what was missing, there was a dismay  they had risen, but were often surrounded by people they felt routinely stole others credit or who were ‘in it just for themselves’ – particularly when it came to bonus time.  This dissatisfaction was increasingly at odds with how the women wanted to lead and work.

Perhaps not surprisingly, research shows that ‘deceitful’ organisations where this type ‘every man for himself’ behaviour is commonplace, have hugely unproductive cultures.  According to research by D. De Cremer on ‘Self-sacrificial leadership and follower self-esteem: When collective identification matters’ published in the journal of Group dynamics, Theory, Research and Practice in 2006, these organisational cultures are hotbed of problems. De Cremer found employees in deceitful organisations have much less commitment to them. They express greater dissatisfaction, less trust amongst colleagues, poorer performance, higher turnover and an unethical organisational climate.

These types of organisations are much more common in English speaking countries and less so in Northwestern European countries. While these countries have many cultural differences, one key disparity that may be related is the level of childcare provided by businesses and the government. Additionally, family leave is more likely to be shared by both parents, thereby decreasing the chances that new mothers are seen as soft targets in the distributions of bonuses.

If you are looking for a way to foster teamwork and efficiency, get rid of or at least significantly reduce your current bonus offerings. Create smaller spreads in the bonus gap between the biggest winner and the last ‘loser’. It’s vital people don’t have so much to individually gain from fighting for credit and sabotaging colleagues, and can spend time actually working. Only then will your organisation see a reduction in sabotage, politicking and maximisation of effort.

To avoid sabotage amongst colleagues, should we do away with bonuses? And if not, how do we create a smarter bonus system?

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