Making Flexibility Work

Flexible working arrangements are here to stay.

Remote and hybrid work have become standard practice, requiring HR professionals to rethink how they approach people management across their organisations. 

While enabling location flexibility is an important first step, HR need to expand their notion of flexibility beyond policies around where and when people work. Truly embracing flexible work means adopting a whole new managerial skillset and mindset. This evolution is crucial, but many managers will struggle without guidance and development. 

To manage this change, HR have a responsibility to prioritise upskilling leaders if they want to enable both employee wellbeing and organisational success. They need to emphasise that this transition requires patience, commitment and a fundamental shift from previous ways of working.  

Some of the most critical competencies to target for training are maintaining trust, setting clear objectives, delivering actionable feedback, and role modelling. Managers need guidance on transitioning from micromanaging tasks to monitoring results. Equip them with tools for structured check-ins and effective asynchronous communication. 

Here are some suggestions on what HR professionals can focus on: 

• Work with leadership to align on a vision for the "future of work" and help them see flexibility as a strategic advantage, not just an employee perk. Emphasise how it can boost engagement, retention and productivity. 

• Encourage managers to take an outcomes-focused approach - evaluate employees on meeting agreed goals rather than time in seat. They need to shift from monitoring tasks to monitoring results. 

• Ensure flexible arrangements are offered equitably across roles, levels and demographics. Monitor usage data and address any disparities. 

• Train managers to recognise potential biases in how they view flexibility for different groups - e.g. ensuring parental leave and remote work are encouraged equally for fathers and mothers. 

• Teach managers to communicate criteria for flexibility decisions transparently to avoid unfairness perceptions. 

• Emphasise flexibility doesn't mean being "always on" - respect for time off must be upheld. Leaders can model this. 
• Encourage open conversations about upholding inclusion when working in disparate locations/patterns. 

The mindset shift is recognising flexibility doesn't mean less accountability or productivity.  When HR and management embrace it through training, communication and adapting leadership style will benefit employees and the organisation.