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Flexibility: a key workplace solution

In recent years there has been a considerable shift in the way Australians live and work. Increased participation of women in the workplace, a growing diversity of attitudes, expectations about the roles of men and women in both work and personal life, and the reality of an ageing population and workforce are some of the social changes that have a considerable impact on patterns of employment and employment conditions. Increasingly, employees are looking to their workplace to help them achieve a balance in their work and personal life. Kay Saunders explains.

Flexibility works for Richard

Flexible working hours enable Richard and his partner to balance their work and care arrangements. "I start work at 9.15am on three mornings, finish at 2.45pm two afternoons and work 37.5 hours each week. I can drop my children at school and take them to sporting commitments. This attendance pattern works well for me," said Richard.

"I have had similar working arrangements in two previous positions and, when moving to my current position, my new supervisor and I discussed and agreed to continue the previous arrangement," said Richard. This week, Richard needed to adjust his hours so that he could attend a meeting that could not be scheduled during his usual working hours - flexibility is key.

Part-time works for Craig

Craig initiated part-time work to manage the workflow in his workgroup. "I discussed the end of week workflow increases with my staff and two employees agreed to work Wednesday to Friday," explained Craig. "Jenny wanted the personal time to spend with her new granddaughter and Peter wanted to do some voluntary work in preparation for his retirement. The arrangement was reviewed after one month and quarterly after that."

Craig also reviews the arrangements with Jenny and Peter individually, at every performance exchange. Craig feels that his team is more productive than ever because they are staffed to better deal with their work and, furthermore, his employees are working harder than ever because they are happier.

In Craig's team Lisa and Mary also work part-time. Lisa works 8.45am to 3.15pm while her children are at school, and Mary is completing management studies at university so the flexible working arrangements are benefiting her studies immensely.

Job-sharing benefits all

Greg and Angela are both full time employees who agreed to share the duties of one position. Greg wanted to spend more time with his young children and Angela cares for her terminally ill parent. "When my mother has a hospital stay, I work full time. This allows Greg to take leave and the work still gets done in the office," said Angela.

Details of the arrangement are included in a written agreement between Greg, Angela and their management team. "We review the arrangement with our supervisor every three months," said Angela, who expects to return to full time employment in the next few years.

Lucy is happier with home-based work

Lucy lives a long distance from her workplace. She had a son in long day care and a daughter in before and after school care. "I used to leave home at 7.10am each morning and return at 6.30pm' said Lucy. "As a single parent, I was concerned about the effect on the children of the morning rush and the length of time spent in child care; however, reducing my hours was not practical."

Her request to work from home three days per week and two days in the office was been approved by Lucy's supervisor. "I keep touch with my supervisor and the team members by email and phone on the days I work from home," said Lucy. "On those days, I drop my son at day care and my daughter at school by 8.20am and collect them soon after 5pm. I am more relaxed with managing both home and work tasks with the extra time I have gained through this arrangement," added Lucy.

Lucy is eligible to participate in a flexible working arrangement in the same way as her office-based colleagues. Records of attendance are to be kept as they would be if Lucy were in the usual workplace.

Through the provision of flexible working arrangements and conditions, flexible leave arrangements and wellbeing promotion, Defence assists its employees to balance their work and personal life.

Success of flexible work options

The success of flexible work options depends on a mutual agreement between the employee and their supervisor. Effectiveness is dependent on the commitment and cooperation of all employees to use flexible working arrangements in a manner that supports and maintains Defence's business objectives.

Responsibilities of supervisors and employees

Supervisors have the responsibility of monitoring the use of flexible working arrangements in their area. Supervisors are also responsible for providing their employees timely and constructive feedback on their working arrangements as well as taking early action if it becomes apparent that an employee is not complying with the agreed arrangement. If non-compliance is identified, supervisors are responsible for counselling employees and, if necessary, initiating appropriate remedial action. Advice on remedial action is available from an employee's human resource specialist.

Employees also have a responsibility for planning and conducting their work in accordance with the conditions of the DeCA, and any applicable local flexible working arrangement.

Facilitating flexible working arrangements

Establishing policies to facilitate flexible work options is a positive step in Defence becoming an employer of choice. It is not enough to have formal policies in place if the workplace culture does not actively encourage their use. Employees are often discouraged from taking up flexible working options because of unfounded perceptions of managers and colleagues that they have a negative impact upon the workplace. Additionally, men often face greater resistance when accessing flexible working arrangements due to the traditional belief that women are the primary care givers.

Many employees currently see their senior officers working long hours and completing work at home. It is vital that senior management is seen to support and promulgate policies that promote a balance between work and personal commitments.

What many people now want in their lives is balance - balance between their work and personal lives. They are finding that flexible workplace practices can assist in achieving this balance.

Flexible work options

Defence recognises the benefits of flexible work options for both its workforce and the organisation and provides employees with a number of different flexible work options. These provisions include:

  • access to flexible working hours for non-shift working employees at the APS 1-6 levels;
  • negotiable working hours including time off in lieu (for Executive Level employees) and make-up time (for shift workers);
  • part-time work options;
  • job sharing;
  • home-based work; and
  • flexible leave arrangements.

Kay Saunders is Executive Officer, Defence Workplace Relations.

Flexible leave arrangements

Flexible leave arrangements include a number of measures to assist employees to take regular breaks for rest and recreation; to manage their caring arrangements; to manage their personal illness or injury; to provide care for a family or household member who is ill or injured; to respond to family emergencies and a range of other leave options.

Leave arrangements for rest and recreation include:
  • annual leave at full or half pay (an average of 15 days per year over a two year period);
  • access to single days of annual leave;
  • the option to purchase annual leave (unless there is an accrual of 70 days or more); and
  • long service leave at full or half pay.
Leave arrangements to manage caring responsibilities for new born or adopted children include:
  • maternity leave - paid (at full or half pay ) or unpaid;
  • adoption leave - paid or unpaid; and
  • parental leave - paid or unpaid.
Leave arrangements to manage personal illness or injury or to provide care include:
  • personal leave for personal illness or injury at full or half pay;
  • additional personal leave for personal illness or injury;
  • personal leave for caring purposes at full or half pay; and
  • personal leave - emergency carer arrangements.
Other leave arrangements include:
  • miscellaneous leave including, but not limited to, leave for bereavement, compassionate and special purposes;
  • leave without pay for up to 12 months; and
  • a range of leave without pay options.

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