Research from Yougov shows that the majority of workers want to have some sort of flexibility in their work, with more than half wanting to deviate away from the traditional 9 to 5 routine. It has also been shown that just under half of workers are already working flexibly one way or another.
This echoes my findings based on the 2015 European Working Conditions Survey which found that just under 30% of workers in the UK have access to some sort of flexible schedules and 23% regularly work outside of their offices/at home. As today’s survey shows this type of flexibility helps workers better navigate between the demands of work and family life, which increases wellbeing, job satisfaction, motivation and loyalty towards the company eventually making them stay in the job longer. This in sum provides huge benefits for employers.
However, there is increasing evidence that workers, especially men, are hesitant to ask for flexible working due to fears of repercussions on their career. My own research shows that more than 1/3 of workers feel that flexible workers make more work for others, and will result in negative outcomes for one’s career/promotion chances. This is largely due to the fact that our working culture is still one where long hours in the officeis seen as a sign of commitment.
But with demand for flexible working high and abundant evidence for the business case for flexible working we need to tackle the flexibility stigma – i.e., the biases against those who work flexibly and change our notion of what productivity and commitment looks like. This will ensure flexible working works for all and achieves the benefits it can bring to both business and their staff.’
All large companies in the UK have been rushing to report their gender pay gap by an April 5 deadline, when new rules came into force to tackle the stubborn gap between the salaries of men and women.
Motherhood is a key reason why this gender pay gap persists. Many women leave the labour market or move into part-time jobs after giving birth, which has a knock-on effect on their pay. This is partly due to conservative views regarding the division of labour in the UK, where most mothers take on the bulk of childcare and housework. Even when mothers choose to maintain their careers after childbirth, there can be an inherent bias towards them due to societal perceptions that they will prioritise their family over their work.
The best way to solve this problem is to ensure that fathers, or partners, are made to take on as much of a role in childcare as mothers. One way to do this is to give them the opportunity to spend time with their new-born babies, as well as to provide them with the opportunity to be more hands on later in the child’s life.
Nearly one in five [18%] of working mums have been forced to leave their jobs because a flexible working request has been turned down, according to Workingmums.co.uk’s annual survey published today .
The survey of over 2,000 women in Workingmums.co.uk’s 10th anniversary year shows that over a quarter of mums in work [26%] have had a flexible working request turned down. Some 12 per cent said their employer did not even seem to consider their request at all and over a quarter [27%] said the reason given for turning down the request was not one which is allowable under flexible working legislation.
Annabel Crabb in conversation with four men, each working flexible hours in various careers. What are the perceptions of men working flexible hours and how does this affect their careers, colleagues and family life?
WAF note: Key points mentioned here about the flexibility bias, how to eliminate them, and how to manage a flexible working workers – and finally flexibility is NOT only about reducing hours!
Ah, the Danish model of childcare. So much ink has been spilt over how great of a system it is, in terms of cost, quality as well as just the abundance/accessibility of it – and consequently how it really supports/allows mothers to get back to work after childbirth.
There are now over three million employees who are regular night-workers in the UK – an increase of 6.9% between 2007 and 2014.
In 2014, 14.9% of male employees were night workers, this is compared to 9.7% of female employees. However, the number of women working nights has grown at a faster rate: 12% since 2007 for women, as opposed to a 4% increase in regular night working for men.
There are negative health implications for those who work nights, such as heightened risks of cardiovascular disease, diabetes and depression. Less attention has been given to the impacts on home life, relationships and work-life balance.
A new report from the TUC demonstrates that night working can increase the risk of relationship problems, can affect the emotional well being of a night worker’s children, and is associated with higher childcare costs. However, these negative impacts can be mitigated when employees have more influence and control over their shift patterns.
Employers must properly consider and address all the implications for staff of night working and how best to mitigate negative outcomes. Decisions to extend night working need to involve consultation and negotiation with workers’ representatives to ensure fair and safe outcomes.
Laura Good, Deborah Towns and Jesse E. Olsen, from the Centre for Workplace Leadership at the University of Melbourne, discuss work-life balance, workplace gender inequality, and an innovative Australian programme to encourage more men to take-up flexible working arrangements.
Women’s increased participation in the labour force over the past 50 years has outpaced changes to work organisation and social attitudes. This is true for issues of work-life balance, which continue to polarise workers and managers.
Younger generations of workers – so called ‘Millennials’ – are used to constantly using new communications technology to constant keep up-to-date with social media and personal email. This has also come to mean that monitoring work emails outside office hours has become routine – blurring the boundaries between work and personal life. A majority of 18-34 year old workers in one survey said that answering work email during dinner way OK, versus only 22% of workers age 55-64.
However, there are signs that younger workers are dissatisfied with the effects of a constant digital connection to their workplace on their work-life balance. This will have implications for employers as younger workers are the most active employee group in seeking better work-life balance; they are the most likely group to move jobs, relocate home or take a pay-cut for better balance and work flexibility.
To attract and retain the best talent, employers will need to better adapt to the demands of these workers who want work-life balance. Examples of how this is being done include shifting management focus from requiring attendance in the office, to looking at ways of allowing workers the flexibility to be work productively. Importantly, this means putting high-levels of trust in workers.