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Working program

Flexible working is the key in the new challenges in the global market. Increased competition and war on talents are important factors to consider in making a decision of adopting a flexible working program in a company. In some highly competitive markets employees are paid not on the hours they devote for work but on the results they can present to the employer. This is a task-arrangement employment. In this situation, the amount of work is set against measurable targets. Organizations, according to CIPD, generally decide to introduce flexible benefits schemes as part of a wider move towards a more flexible working environment.

Such a scheme will also increase the perceived value of the reward package offered to employees, at no additional cost to the organization (CIPD, April 2007). With improvements in technology, work may be done remotely. This means that the employee may not be physically present in the same work environment with the employer but the employer-employee relationship exists. Thus, employee is still required to render some work for the employer who will expect results from the former based on measurable targets. In this kind of work arrangement, the employer exercises macro leadership allowing him to also grow and

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expand his business.

He leaves the details to the employee as to how the results would be attained. The employer, therefore, has reposed a degree of trust with the employee who will also do his part of the contract of employment by giving quality, timely, and creative results. The implementation of a flexible working program warrants the establishment and adoption of a thoroughly studied policies and guidelines. An organisation needs a clear direction and purpose, as reported in a 2003 research of CIPD, beyond the bland mission statement or generic goal of financial returns, which engages, enthuses, and unites people.

((Understanding the People and Performance Link. CIPD, 2003). The latter lays down the foundation of the program which should be well communicated among the employees. There cannot be ambiguity because flexible working goes into the heart of employer-employee relationship, i. e. work requirements and remuneration. Thus necessary steps are to be properly and thoroughly considered before flexible working is implemented. With the advent of flexible working, HR is again tasked to initiate these changes. What HR does and how HR implements the program determine the success of flexible working in different companies.

HR may utilize various tools to determine employees’ awareness, interest, and know the various benefits that employees prefer to receive from the employer in exchange of work done for the company. It is HR’s responsibility to carefully study the dimensions and implications of adopting a flexible working. One factor that should be considered in the conceptualization stage of the program is the basic requirements of the law which guarantees security of employment and minimum standards of work. These cannot be compromised in a flexible working program.

HR may also benchmark from the success stories of other companies which have already implemented flexible working programs. Good practices in the implementation may be considered and its appropriateness to the company’s profile, set-up, business goals, and to the needs of the employees should be carefully studied. Another factor that should be carefully considered is the cost of running the flexible working program. CIPI research and survey among organizations revealed what flexible working benefits these organizations are most likely to make available to their employees.

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