Unfortunately, I wasn't surprised by the news that Utah state lawmakers recently voted to override the Governor's veto of a bill requiring state agencies to be open Monday through Friday, effectively ending Utah's three-year 4/10 compressed workweek initiative. In fact, I saw it coming.
Just as a butcher creates a turducken by wrapping chicken inside duck, inside turkey, organizations must link policy, process and strategy if they want to make flexibility real. Does your organization have all three layers of a flex strategy "turducken?" If not, what's missing?
A year ago, the economic downturn was in full gear. As layoffs gained momentum, I loudly promoted a more flexible approach to downsizing as an alternative to knee jerk job cuts. If executed correctly and strategically, compressed workweeks, telecommuting, reduced schedules, furloughs and sabbaticals improve productivity and reduce costs in numerous areas (e.g labor costs, real estate overheads, operating costs), therefore, limiting or avoiding layoffs. Additionally, this very same
We know that the HR community recognizes the importance of work+life flexibility, but what about the people who drive the financial decisions, and write the checks. Is work+life flexibility on the radar screen of CFOs? Is it a core strategic lever for responding rapidly to unexpected economic challenges, and for addressing future trends well in advance? If not, why and how can that change?