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Featured Guest Blogger April 13th, 2009

Sandy Burud, Ph.D., is a researcher, consultant and author on human capital and work-life. She is the Chief Strategy Officer for FlexPaths, a flexibility-focused software platform for employers and employment portal for individuals. Please note that the views of our guest bloggers do not necessarily reflect the views of the Sloan Work and Family Research Network.

I’m usually out in the trenches, talking with employers about flexible work practices or others who monitor their attitudes. As I hear their questions and hunt for answers, I notice some that seem to not yet have been answered. So, I pass them on to those of you who do research and discover answers so well. I should say up front that if anyone’s already doing this work, I’m eager to know about it. Let’s get the word out.

I’ll mention three in this blog:

1. Who Requires What Type Of Flexibility?

Overall, it would be great for research to now get very specific. We know most people (across genders and generations) want more flexibility in general, but we seem to know less about how important specific forms of flex are, especially informal flexibility and the newer forms of flex, like reduced work schedule options and career flexibility. We also don’t know much about those preferences by the types of jobs or education level. It would be great to show employers that highly skilled or people in shortest supply (engineers, medical technologists or IT people), for example, crave a reduced work hours option or some other option. Employers understand that flex is valuable, but not how valuable, what types of flex exactly, for whom, and in what situation.

For example, what is the importance of flexible options or a flexible climate in whether an employee chooses to stay or leave? In these days of job loss it’s easy for employers to think that people will work in whatever way the company requires. To enlighten them, it can help to show if and for whom flexibility is a requirement rather than a “nice-to-have.”

2. Flexible Rightsizing vs. Layoffs

There are great conversations now happening about the advantages to employers of ‘flexible rightsizing’ (using flexible work options to reduce personnel and other costs) in lieu of layoffs. I’m participating in an effort spearheaded by WorldAtWork that identifies the various savings from across-the-board layoffs vs. the advantages of flexible rightsizing.

If an organization chooses flexible rightsizing and invites, for example, employees across the board to choose a reduced work schedule or to take time off without pay with job protection, there are direct and indirect benefits. All are ripe for research. An earlier study by Wayne Cascio (Responsible Restructuring, 2002) found that organizations that downsized unilaterally weren’t even more profitable in the short run, let alone the long run. An update of that analysis would be very valuable. Research exploring the other effects would be incredibly valuable right now, especially if it can be done quickly. For example, researchers might look at how layoff survivors behave (perhaps less risk-taking) vs. the greater focus, sense of security and reduced stress of employees in organizations that use flexible rightsizing. I’m especially curious about whether allowing people to take unpaid downtime or work on a reduced schedule for a while gives exhausted people (which is most of us) a chance to rest and rejuvenate. I wonder if it’s true that they are qualitatively more effective from this break, and in what ways, e.g., more focused, creative or relating to coworkers and/or customers differently. It makes sense to me, but it would be great to explore and document.

3. How to Do it Well – Flexibility

There has been much research groundwork laid about why it’s important for organizations to transition to a flexible way of managing people. What has been investigated less is what it means to do it well and how doing it in specific ways impacts desirable outcomes for employees, teams, and organizations. We know that culture and communication matter, but it would be great to take it another level and get very specific for those seeking to apply research findings in their organizations.

I celebrate and appreciate the important research you all do and invite your comments or questions.

• Flexible Schedules , Organizations , Research , Workplace