Today’s digital work environment has opened up a whole new world of possibilities for working outside the traditional model of 9-to-5, Monday through Friday, chained to your desk. While some jobs will always require employees to be in a certain place at a certain time, communications technology now makes flexibility possible for most knowledge workers in terms of where, when, and how they get their work done, at least some of the time. Flexible work is attractive to many employees, but it’s more than just a perk: Many organizations are discovering that it can help drive important business goals such as engagement, retention, productivity, and inclusion. To that last point, flexibility is now seen as a valuable tool for helping working parents and caregivers manage their home obligations without sacrificing professional growth and career progress.
One company that has had a positive experience with flexibility is PricewaterhouseCoopers (PwC), which over the past ten years has evolved a culture of “everyday flexibility” that makes flexible work available to all employees, regardless of their role or circumstances. Anne Donovan, U.S. People Experience Leader at PwC, recently outlined what the company learned in this process at the Harvard Business Review. One key lesson, she writes, is to “be ‘flexible’ when creating a flexibility culture,” rather than implementing a rigid, formal policy:
Flexibility for a caregiver might mean being able to leave work early to take an elderly parent to a doctor’s appointment. For a parent, it might mean taking a midday run, so evenings can be spent with their children. And for others, it could simply be taking an hour in the afternoon to go to a yoga class and recharge. When we look at flexibility this way, it’s easy to see why formal rules actually hinder adoption and progress. It’s impossible to have a one-size-fits-all approach for flexibility. We let our teams figure out what works best for them, as long as they deliver excellent work, on time. The rest is all fair game.