Project Scope Flexible Working Arrangements by aad18065

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									Implementing Global Flexibility



                   Danielle Hartmann
               BC Center for Work & Family
                   Cindy Martinangelo
                      Merck & Co.
                    Ann Andreosatos
                    Procter & Gamble
    CWF Mission
   Boston College Center for Work & Family is committed to
    enhancing the success of organizations and the quality of life of
    today's workforce by providing leadership for the integration of
    work and life, an essential for individual, organizational &
    community success

    Key differentiators:
      Bridge research & practice
      Employ a global perspective
      Recognize changes in work-life needs
       through the career continuum
Membership
         BP plc.
                               •   Cadbury
         Chevron
                               •   Dell Computers
         Deere & Co.
                               •   FM Global
         Dow Chemical
          Company              •   IBM
         GlaxoSmithKline      •   Johnson & Johnson
         Kraft Foods          •   Novartis Pharmaceuticals
         Merck & Co           •   PricewaterhouseCoopers
         Proctor & Gamble •       State Street Corporation
         Prudential Financial
What we have learned

     Many core concepts of leadership & managing the workforce
      translate well across cultures
     However, we need better understanding of differences
        Legal and Cultural Environment: France
        Fair Work Act 2009: Australia
        Emerging Markets: Brazil
        Talent and Flexibility: China


     Coordination of strategies across corporation is critical
Universal Work-life Issues

   We have found that there are 4 universal work-life issues around
    the globe. Resolving those issues takes creativity and sensitivity
    to local culture.

   Dependent Care
   Demand for Flexibility
   Work-load/Stress
   Health & Well-Being
Legal and Cultural Environment: France
      Employers have less legitimacy than the State in the work-life
       arena
      Employees seek to protect their personal life; hold a more
       distrustful view of employers and their vested interests
      Structure and focus of unions sometimes conflict with work-
       life ideals.
      Work-life is seen as a social issue, not an economic one that
       requires a ―business case‖
      HR managers must comply with complex legal requirements

   Ollier-Malaterre, Ariane(2009) 'Organizational work-life initiatives: context matters', Community,
       Work & Family,12:2,159 — 178.
Fair Work Act 2009: Australia
 1.    maximum weekly hours of work
 2.    the right to request flexible working arrangements
 3.    parental leave and related entitlements
 4.    annual leave
 5.    personal/carer's leave and compassionate leave
 6.    community service leave
 7.    long service leave
 8.    public holidays
 9.    notice of termination and redundancy pay
 10.   provision of a Fair Work Information Statement
What should employers do to ensure compliance with r2r?
          Prudent employers would educate their managers about the
           factors to be taken into account when determining such a request.
          A checklist of factors would include:
            • whether a work/family policy exists within the organisation
            • whether a similar request has been granted elsewhere in the
            business
            • the nature of the role and key performance indicators
            • options for change (eg including modifications to the request)
            • the impact of the change on the team/business unit
            • the cost of the change vs the cost of not making the requested
            change      (eg turnover).



       Aequus Partners:
           http://www.workplaceflexibility.com.au/r2r_NES_survey_report_1_Sept_2009_executive_summary.p
           df
Emerging Markets: Brazil
Work-Life Trends in Brazil

   Still many Brazilians work in the informal employment sector
   Continued inequity between genders
   Access to education is competitive
   Challenges in approving flexible work arrangements
   Demand for daycare exceeds availability




   Sharon Lobel, Work-Life in Brazil Executive Briefing:
   http://www.bc.edu/centers/cwf/research/publications/meta-elements/pdf/BCCWF_EBS-Brazil.pdf
Talent and Flexibility: China

    Cultural norms and workforce expectations make flexibility
     difficult to implement, yet demand for flexibility is increasing.
    Demand for top talent and global work environment make
     flexibility a business necessity
    Prevalent and successful programs include:
        Informal flexibility
        Core hours, flexible starting and ending times
        Working from home and telework
        No meeting Fridays

 Russell, Graeme, Work and Life in China, BC CWF Report, January 2008
 http://www.bc.edu/centers/cwf/research/publications/meta-elements/pdf/China_Policy_Paper_Final.pdf
Global Flexible Work
   Arrangements

  Working Mother Media
        October 29, 2009

       Cindy Martinangelo
Director, Global Work Environment
Agenda
    Global Constituency Group Model
    Business Case for Flexibility
    Results of Employee Survey
    Guiding Principles
    Project Timeline
    Global Implementation
    Challenges to be considered
    Key Learnings
    10 Global Constituency Groups (GCG) representing
    all Merck

                 Asian                         Differently
                              Black                Able



Women                                                        Generational
                                Global
                         Constituency Groups

      Native/
    Indigenous                                               LGBT


                              Latino/
                 Men         Hispanic          Inter-Faith

    Women’s GCG initially made recommendation to Executive
     Committee to develop a global flexible work policy in Dec.
     2007
                                                    Business Case for Flexibility & Results of
                                                    Merck FWA Survey


              Employee input                                  Research on Benefits                                    Benchmarking


         • Focus Groups and                                 • Productivity and Innovation
         interviews worldwide: a                                                                              • Reduced turnover
                                                            (Center for Work and
         common concern a-mong                              Family)                                           •Better productivity in part-
         Merck employees                                                                                      time Sales Division
                                                            • Talent Attraction (Alliance
         • Flexibility Survey: a                            for Work-Life Progress)                           • Increased commitment
         common diagnostic of                                                                                 • Improved productivity
                                                            • Commitment and Health
         benefits among employees
                                                            (Halpern)
         and supervisors



    Overview of Survey (conducted March 2008)
    •Global participation (stratified random sample, 61% response rate, more than 7000 employees globally)
    •Designed to access satisfaction with and interest in flexible work options. Addressed perceived barriers and impact to productivity & careers.



Key Outcomes                                                                   Business Case Confirmed
Use/availability of FWA varies by location/division/local                      Employee engagement is 29% higher when employees
manager                                                                        have FWA
Many employees are unaware/dissatisfied with access to                         Expected turnover rate for employees who do not
FWA                                                                            have FWA they need is more than twice that for those
                                                                               who do
Formal FWA used more by women & is viewed as an                                Even access to occasional flexibility had a positive
entitlement or individual accommodation for personal                           impact on employee satisfaction
reasons
Occasional flexibility is used successfully in some part of                    Access to flexibility is a ―very important‖ retention
the business by both men and women.                                            tool to 49% of employees.
     Merck’s Global Guiding Principles
  Our competitive         Equitable
environment requires
    that business
                       consideration is
                                            Flexible work
 objectives be met       central to the
                                            arrangements         Results are
  Flexibility is        Merck Flexible
                                             are not an         what count, not
 good for our               Work
                                            entitlement.         "face time."
 business and           Arrangements
 good for our             approach.
    people.




The reason for a        Flexibility helps
  flexible work        the company be
  arrangement          a better place to                         Flexibility does
                                             Flexibility is a
 request is not            work and                             not limit career
                                            two-way street
   part of the             become                               opportunities or
    process.             Employer of                             advancement.
                           Choice.




    These principles provided guidance for the formation
    of our global policy.
                                      March
                                Dec           June/July   Aug/Sept   Oct   Nov   Dec
Flexible Work                   07
                                      April
                                                 08          08      08     08    08
Arrangement Timeline                   08

Global FWA policy approved
Global Survey Conducted &
analyzed

FWA Policy & Approval
Engage Country HR and Line
Leaders. Website & Tool
Development
 Executive Briefing
 HR Communications to
 announce HR Webinars
 Deliver 3 WebExs to the HR
 community
 On line FWA Introduction for
 Managers and Q&A telecons
Global communications of FWA
policy, website & tools,
translated as appropriate.
Measure success and evolve
model as required
                                                                                       17
Support tools are available
via the My/MerckFlex
webpage




                              18
Challenging Issues and Solutions
    Workload of current environment doesn’t allow for FWA
       ✦Research clearly indicates that FWA enhances engagement,
        productivity, and creativity and reduces turnover
       ✦Our expectation is that the majority of employees are looking for
        occasional flexibility, flex time or telework, not reduced hours.
    Entitlement/ Accommodation mentality
      ✦ Decisions are based on business need. Arrangements can be
         changed/terminated as the business needs change
    Employees need to be available to others
       ✦ Decisions are based on business needs. Technology has made
         staying connected much more practical in a remote environment.
    Nature of the job is not conducive to a FWA
       ✦ Not all jobs may support FWA. Decisions are based on business
         needs.
    Managing in a flexible work environment is difficult
       ✦ Managers’ skills and comfort level will vary. Requires training,
         coaching and support.
What we are seeing now:
                 Requests by FLEX TYPE

                     Hybrid Choices
                                      Rem ote Work
               Other 2%   13%
                                          13%
        Com pressed
        Work Week 8%

         Flextim e 10%
                                              Telew ork 39%
          Job Sharing 7%
                      Part-Tim e 8%




                         Requests by GENDER


                          Male
                          17%




                                         Fem ale
                                           83%
Key Learnings
    Work –life integration is defined by the individual. Not one –size
     fits all
    Communication – Messages should be customized (at the
     country level and at the functional level) (Field, plant, office).
    Culture is set at the country level, not at the region.
    Don’t underestimate the value of reason - neutral
    Ensure that employees understand website records/requests
     are confidential. Accessible only by administrators and direct
     managers
    Highlight employees who are dedicated to their career and
     demonstrate effective use of FWA
    Use FWA as a way to be clear-headed and productive in the
     workplace, not to burn out.
    Provide people managers with guidance on how to manage by
     objectives (not about being seen, but results that are being
     delivered)
    Link FWA to employee engagement in a highly stressed
     environment – Provide a manager toolkit for engagement.
Expanding Flexibility on a Regional Approach
                        Drivers of
Flexibility             Work-Life
                        Effectiveness
       Energy
                Well
                Being
Demands                       Performance
   Survey Question


Across the globe……
          We ask employees if they have enough flexibility
          to manage their work and personal lives
    CEEMEA REGION‟ Strategy for
         Re-launch of Flexibility

    The strategy is regional
                                . . . the action is local.

    The challenge is complexity and scope

         . . . the solution is clear, energetic central      project
     ownership and management
 Resolve the significant issues through smart choices and a good strategic
     framework

             Availability
              Establish a “minimum floor” of policies that all countries should have in place

             Awareness
              Communication strategies were owned by each local entity starting with engaging
              senior managers
 Resolve the significant issues through smart choices and a good strategic
     framework

            Utilization
             objectives and strategies for tracking and understanding utilization

            Supportive Culture
             Expect availability, awareness, utilization and behaviors around flexibility
             to be fully integrated
 Power Lies in Measurement
     „   Favorable survey responses increased by 12 points versus from 2008 results

     „   2,500+ employees (57% of survey respondents) report using some form of FWA.
           ‟ Flexible Hours (flexible start and start time)
           ‟ Work from Home (occasional use or set schedule)
           ‟ Personal Leave of Absence
           ‟ Less Than Full Time
 Build a solid infrastructure and make it easy to accelerate flexibility
     The journey will continue:

        „   Partner with organization leaders to broadly deploy
        „   Set expectations with line leaders and managers
        „   Build greater education for employees
        „   Internalize and role model behaviors that address needs, inspire and instill these new
            attitudes
Policies may be adapted to meet labor and union
requirements, and will be found in the country’s
 policy book… or FlexPaths. Where differences
   exist between regional guidelines and local
  policies, local policies are to be followed.”….




           Latin America
Latin America
Thank you—We’d be happy to answer any questions


 Danielle Hartmann, BC Center for Work & Family
              danielle.hartmann@bc.edu

        Cindy Martinangelo, Merck & Co.
           cynthia_martinangelo@merck.com

       Ann Andreosatos, Procter & Gamble
              andreosatos.am@pg.com

								
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