Flexibility in a crisis? Work it out!

Certain beliefs with regards to flexibility and new work, which were untouchable for years, are currently fading. This momentum must be maintained beyond the crisis.

A substantial aspect of successful diversity management in companies is the acceptance of different needs in terms of time and work location flexibility – not only among employees with children. Neither technology nor data protection have been the biggest challenge implementing flexible work arrangements so far – since there are solutions for both. In fact, it is the managers’ lack of trust in their own employees. For example, anyone who still uses quotation marks when talking about home office, obviously believes that productivity is not actually possible outside of a physical office. In a representative study by IAB, two thirds of employees answered that being present in the office was important to their superior. At the same time, 74 percent of German employees want more flexible working hours and 85 percent would like to have better home office options.

In many places, the corona crisis has now undermined these mechanisms of control and micromanagement. However, for a lasting change solid foundations are needed to make a long-term virtue out of the current situation.

1. Flexibility must be organized

As paradoxical as it may appear at first glance: flexibility needs structures. This does not only include IT infrastructure and data security guidelines, but also a clear definition of the working models offered, for example in company policies or employee handbooks. Whether there is a basic catalogue with classic part-time, job-sharing or working from home offers or –, as is the case at a leading German automotive supplier –, a portfolio with over 100 models of flexible and remote working – it is important to keep an eye on the result: namely reflecting both professional requirements and individual needs appropriately. This creates more satisfaction (and thus productivity), reduces stress and absenteeism due to illness, lowers fluctuation and increases overall employer attractiveness.

Such policies and frameworks need to be adapted continuously. At EY, for instance, we have therefore stopped talking about work-life balance and instead, started referring to work-life dynamics, since professional and private interests manifest themselves with varying intensity and change dynamically over the years of employment. Anyone who has dedicated themselves to a demanding hobby or voluntary work or cares for relatives, will simply set priorities differently. After all, out of  3.4 million people in need of care in Germany, 1.76 million are cared for by relatives.

2. Ideas for a "new normal"

Various examples of informal and formal flexibility can already be found in most companies. Visible role models are crucial to whether flexibility becomes accepted as part of the new work culture:

• Celebrating October as ‘Flextober’: Every year in autumn, we collect the best ideas on how flexibility can succeed in different business areas. We publish them both internally and on our social media channels. This includes a special recipe book (examples from everyday life garnished with practical recipes for healthy cooking for home office days or working remotely) or a campaign on different family and work settings ( "Meet the parents"). We also offer toolkits on wellbeing and virtual cooperation.
• Role model campaigns: via video, interview or podcast it's easy to show colleagues in the most diverse facets of flexibility – for example, how to succeed in everyday working life as a consultant and sportsperson or how men from the fathers’ network work smoothly manage their family responsibilities.
• Flexibility Champions: Create a network of colleagues from the business who are easily approachable to colleagues, providing tips and tricks on tried-and-tested working models.
• Other best practices: The German Diversity Charter has published a practical study with TUM on creative ideas for organizing family, private life and working requirements, the German Demography Network offers regular webinars to broadcast digital collaboration, and INQA offers practical advices for small to medium-sized enterprises.

 3. Flexibility needs competent leadership

For a long time, the golden rule also applied to leadership: treat others as you want to be treated. However, this contradicts a holistic diversity approach that recognizes different working styles, approaches, productivity levels and the need for work-life-dynamic offerings in a team. That’s why leaders should follow the platinum rule: Treat others as they want to be treated. So, when it comes to trying out and advocating new working models, team members should discuss how effective cooperation can be achieved in a New-Ways-of-Working environment:

• Can the tasks be structured and carried out independently and on one's own responsibility? 
• How often is a coordination call or briefing necessary within the team or with individual persons and functions? Does this have to take place in the office?
• To what extent do team members already use different work models? When do they have to get together to ensure a proper workflow?
• To what extent are travel activities or on-site visits necessary, for example at a client venue?
• In order to achieve a reduction in working time, it may be necessary to reallocate tasks. Is a reallocation possible, taking into account existing capacities and workload? Who could possibly take over individual tasks (for whom would this also be a chance for job enrichment or job enlargement)?
• Which communication tools can replace on-site presence?

So, when employees begin to return to the offices in the next few weeks, get together and reflect on what has worked well during the crisis and what you would like to retain for yourselves as a team. Do not think of work as a fixed place or time, but rather as a series of activities. And above all: Trust yourself, each other and work it out!