Flexible Working – is it disappointing or the perfect solution for manager and employee?

Posted on November 2, 2009
Filed Under Business and Management | Leave a Comment

Ever since the early 1990’s professionals from various areas of the workplace industry
(property, IT, behavioural) have been offering the new world where most of us Work From Home. This new world order based on the explosion in technology and a new era of Internet Business entrepreneurs has promised lots but in reality would appear to have failed to deliver.

Firstly, the argument that a large number of us would in fact have what amounts to online jobs has not taken place. The definition of online jobs in this instance is not standard, the model developed by workplace professionals would see the vast majority of corporate employees employed to work from home, links to the office would be via their Laptop. While in most cases these people would have contacts on a regular basis with management and team members they would successfully carry out their responsibilities via the PC, therefore in essence they will have Online Jobs.

The reality of how working patterns have transformed is however, somewhat different. There is no doubt that there has been a rise in flexible working, by which is meant the ability to work in a number of different places and a degree of choice and government displayed by the employee in selecting the most appropriate location for that work but whatever the developments in technology, broadband availability and changes in management culture the sea change just hasn’t happened.

There are a number of reasons why not. Firstly, while advances in technology have made isolated working possible, changes in the nature of work have made it objectionable. Workplace behaviourists have observed that the vast majority of office based workers now renamed as knowledge workers, produce output ideas, services and strategies. In order for them to function effectively they need communication.

Secondly, the quantum of the effect of flexible working behaviours has been impractical to demonstrate. So while the property costs and benefits are easily measured the real benefits in terms of the contribution to core business of the firm can not be evaluated, even in the case of an Internet Business, where the entire transaction takes place online, there is still a case for co-location and communication which cannot be proven or discounted.

With these two opposite factors the growth of flexible working has been slow and until workplace industry can exhibit the benefits of productivity or make a solid case for no human contact then it is improbable we will see the promised sea change in working patterns and behaviours.