By Alexandra Marriott
A lot of the themes discussed on this blog lately – and in wider media – have concerned the organisation of work, and what this looks like in practice for people on the frontline of workplace relations. One of the strands of this conversation seems to be – what form should flexibility take, and how can business implement flexible working practices?
We thought we’d get your opinion on this wider issue.
Your recent contributions to a poll about workplace naps was another way in which we considered whether flexible working practices could lead to improved productivity – or reduce flexibility and drive up working hours.
It seems to me that a big component of successful workplace relations strategy is the capacity for business to find that elusive link between flexibility and productivity.
In light of the Fair Work Act , the issue of flexibility is centered around some key aspects of the organisation of work:
- individual flexibility agreements;
- mandatory flexibility terms in enterprise agreements; and
- the right to request flexible working arrangements (for employees with parenting/caring responsibilities).
Many of these provisions in the legislation concern hours of work – and with the commencement of the National Employment Standards on 1 January 2010, we are facing a final phasing-out of industrial instruments (i.e. awards and agreements) that provide for a 40 hour working week.
There has been a lot of research around what are the optimal hours of work needed to achieve productive workforces – and a variety of conclusions indicate that, in fact, the 38 hour working week is still too long.
With a raft of new claims about shorter working weeks likely to commence around the 1,000 or so enterprise agreements that will expire over the next 12 months (particularly, shorter working weeks in construction) – it’s timely to consider whether a 38 hour working week is optimal for productivity – or if more flexible agreements for shorter working weeks/days will assist business to be more productive.
Cast your vote in our poll and also let us know what you think by leaving a comment.
[...] few weeks ago, we asked whether or not you thought the 38-hour work week was optimal for [...]
Thanks for your comments.
The link between flexibility and productivity is, I think, going to be very much an ongoing discussion on this blog – the introduction of the Fair Work Act 2009 and, as comments above indicate, modern awards will all inform how this shapes up in practice and in theory, going forward.
And, too, the link between flexibility and retention is apaprently strong. Businesses that support best practice models around flexibility report good outcomes around retaining and engaging valued staff. This has been both a major consideration, and challenge, in the circumstances resulting from the GFC for certain sectors and tiers of business in Victoria in the last year.
Economic recovery is likely to invigorate these debates, and I look forward to continued dialogue with you all on these points.
As a managing director of a company which owns business’ in different industries it is almost impossible to keep up with the ever changing IR laws and reforms.
The government, employers and employees all talk flexibility but then in the hair dressing award and the modern award – an employee who is part time must have all their hours defined, meal break times etc at the start of their employment contract. NO CHANGE OF ROSTER FROM WEEK TO WEEK! So if one of the employees wants a long weekend – can’t do. If it’s really busy and it suits to have a part timer stay and take time off the next day or when it suits, we have to pay over time, then give time off at time and a half, even when they have worked under 38 hours for the week.Casuals under this award get sick leave – how rediculous is this.
A labour government at its costly best.
So the outcome recently, instead of employing 2 great people part time, we have had to employ them casually. No security for the employee but this is the only way it works in rostering flexible work hours.
One of the issues that is often overlooked in the discussion on flexibility is its use as a strategy to attract new talent.
There are many experienced and valuable potential employees in the market who have made a conscious decision to work part time for reasons of family care or other balance issues. This is a untapped talent pool that smart, alternative thinking companies can use to overcome the skills shortages that will soon re-emerge when the GFC cloud lifts.
We specialise in every aspect of part time jobs, including flexible job design and resourcing for part time roles and our clients are often pleasantly surprised at the quality of the talent they can attract by simply offering some form of flexibility at the outset.
Jackie Cook
Director
Priorities – Flexible Employment Strategies
Is workplace felxibility too far of a stretch? No.
Flexibility is a good option for employers, employees, customers and economy as longh as the flexibility is reasonable and acceptable for the majority.
It is important to define normal hours of employment as full time and leaving the flexibility to negotiate other forms of part-time employment that suit the industry/customers/employees/employers/productivity/fairness.
Employer must remind that shorter weeks implies more workers to mantain the right level of productivity and ensure right level of remuneration and entitlements.
Some small businesses in the motor vehicle/mechanic industry who offer a service will have problems with a 38 hour a week. Most of these businesses work 40 hours a week. We are being dictated to again by a Govenement out of control and making it more difficult for small business. We are human beings as well who would like some rights in the work place.