In the midst of an economic downturn that has been compared to the 1929 Great Depression, the United States' unemployment figures are far too high. "The unemployment rate rose from 9.8 to 10.2% in October, and nonfarm payroll employment continued to decline (-190,000), the U.S. Bureau of Labor Statistics reported today. The largest job losses over the month were in construction, manufacturing, and retail trade." (Bureau of Labor Statistics) The ten percent mark seems high but it has not matched the Great Depression high at over twenty five percent, yet. Obviously, getting and maintaining a job is very important objective right now. Some management teams around the nation have successfully implemented various solutions to the problem of high levels of layoffs and job elimination during this current financial meltdown. The underlying goal is to try new approaches that will keep workers employed and companies operating in a fiscally responsible way. Keeping people on the payroll even when new orders and productivity are down is no easy undertaking. The objective is to allow for people to fill all of the needs of the company as opposed to outsourcing. For example, one company in Boston on the national news pointed out that it had their employees filling many new roles like mowing lawns, painting the warehouse and doing minor secretarial work, all of which was outsourced prior to the nation's economic problems. The news anchor discussed with the midsized organization's CEO how the company actually made money because of reduced outsourcing costs. The other key point he made was that the employees were all very motivated and that they were also extremely thankful that they were still on the payroll. The CEO pointed out that the entire experiment in social engineering was possible because everyone across the board took a mandatory cut in hours through four day work weeks for all. This organization may or may not be able to maintain this strategy, but the important thing to note is that they were innovative enough to at least try. This paper will look at some potential flexible scheduling approaches that small, midsize and fortune 500 companies can attempt as viable options to forced job cuts while the nation struggles to regain its economic edge.
Flexible work programs are not just used to save companies that are in financial trouble. "In the U.S. specifically, the customary work ethic has always boasted long hours and face time at the office as essential ingredients of the recipe to success." (World at Work) These programs were actually very popular when our economy was booming. The key is that they are used in order to provide both the employee and the employer with more flexible scheduling possibilities and options. These types of arrangement often produce win/win scenarios for both the management of the company and the individual ranks of the employees. The win/win occurs because there are so many additional ways to incorporate freedom and flexibility into how the employment positions are filled as well as how the organizational infrastructure is used. Consider for example a desk, cubicle or office being shared as opposed to one employee tying up that same work area up from 8 to 5 on Monday through Friday, but then it is sitting unoccupied and unused for the remaining parts of each business day or including any weekend.
Some creative entrepreneurial businesses actually use buildings in flexible settings where the entire building can be utilized by different departments or entities at specific times but never claiming a full stake in the building in order to maximize the use of the facility for overall organizational success. Those who support these types of flexible work programs and atmospheres understand that these programs are well rounded and extremely important opportunities. The computer industry has been using this type of platform approach ever since computing power was centralized in mainframe computers.
Like the computing industry meeting the needs of multiple users, flexible work scheduling programs allow employers to meet the multiple needs of their employees that either need or simply choose to add additional points of balance into their lives. These points of reference can often be second jobs: often seen in the nursing industry with 48 work/60pay scheduling options. Nurses are often working in two facilities at the same time and the flexible scheduling rarely if ever overlaps. Other references are simply...
Whatever the case, the bottom line is that employers who use these methods understand that there are other things in life than work which ironically make companies more attractive to prospective employees.
Of course there are also critics of these types of arrangements. Those opposed point out that even though these types of flexible work initiatives make great strides in correcting long misunderstood inequities of the work life balance, the programs are not far reaching enough and poorly thought out and implemented plans may actually be harmful to a company's growth potential and opportunities. Consider a rather common example about General Motors in the Industrial Engineer journal. "There is a surge in demand for a new sporty version of a popular existing family car that could in turn lead to a surge in demand for rear spoilers. If, however, the company had contracted for too few spoilers then it would have to sell more basic vehicles than sporty vehicles. Some customers would be without their most desired product and substantial discounting could be required to sell what was actually produced. Conversely, lower demand for a product line or a whole class of products could lead to disproportionately large overcapacity problems for certain parts. This would result in losses due to contractual obligations, unnecessarily high upfront costs and product discounting." (Research)
There are many variations in the flexible movement. The more well-known programs are off shoots of the most common program, flextime. Flextime offers employees a wider range of potential hours and shifts in terms of how a work day is timed, when it begins and when it ends. The key is always monitoring the most important aspect, the total number of hours required by the employer to justify a full or part time schedule. Flexible work arrangements can be shaped into many forms. As mentioned, off shoots of this program include variations like telecommuting, job-sharing, compressed work weeks, shortened schedules, 24-hour building usage and just in time employees.
There are many theories of how best to implement a flexible work program but there are some common themes. These principles are probably considered to be normal operational procedures, but far too often businesses jump on the band wagon of what is hot at the time without doing the due diligence to be sure that a new methodology or program is right for them and the reasons it would be a success. The foundation for the implementation of a flexible work environment entails:
Research entails many things to many different companies. For example, one organization may feel that the only concern of implementing a new flex program could be the potential negative impact on an overtaxed Human Resources or payroll department while another company may feel that a new flex program may be a security or technology-based nightmare. These are both right, or they could both be wrong. These issues need to be researched and understood before a flex program is implemented by each individual company. "While results of this study indicate workplace cultures in the U.S. are trying to incorporate flexibility and enhance work-life integration for some employees with particular needs, there are more steps to take before flexible schedules evolve beyond isolated, individual perks. Employees who disclose a personal reason for a flexible work request are more likely to have it approved in three out of four organizations, although something more than "I would like more control over my schedule" appears necessary. Requests due to medical, child care or other urgent personal matters are likely to be approved, perhaps because a "good enough reason" is required to trump the traditional presumption about when, where and how we work." (World at Work)
Some Fortune 500 companies utilize detailed Six Sigma analysis tools to verify if individual departments, teams and programs can benefit from successfully implemented flex programs. The real purpose of the research is to clearly identify if the flex options would be good or bad in each individual situation. All companies operate in their own vacuum so to speak so, what is good for company A may be completely wrong for company B. Success or failure at neighboring organizations or even subsidiaries does not necessarily mean that a program may or may not work somewhere else. The effort spent at the research phase of an operation can save potentially infinite amounts of lost wages, time and effort.
Documentation of any new program is mission…
Flexible Work Schedules According to the latest figures from the U.S. Bureau of Labor Statistics, 27.5% of all full-time wage and salary workers have flexible schedules. After completing an analysis of what factors predict which occupational categories will attain the highest relative to lowest levels of flexible work schedules, several interesting insights emerge. Those insights based on analysis of several peer-reviewed articles and U.S. Bureau of Labor Statistics is provided here.
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gender roles in the workplace pre-exist much of what we think defines what work really is; not only do they pre-exist the modern working world of offices and factories, but they also seems older than more basic things, like writing and currency. From the world of the Tasaday tribe in the Philippines to that of such fields as genetic engineering and astrophysics, men and women are compelled to function