Search the Nework website    site map

The NEWORK Centre
Level 2 Willbank House
57 Willis Street Wellington
Phone 499 1048
e-mail nework@xtra.co.nz

No 41                                                                               December 2004

Suspicious Minds Undermine Flexibility

Sydney, 05 September 2004 – Australian (New Zealand)

Technology companies have an untapped opportunity to provide organisations with consultative services regarding flexible working. Michael Herman reports.

A report released by Toshiba (Australia) Pty Limited, Information Systems Division (ISD) and conducted by independent researcher, Sweeney Research, shows that Australasian managers do not trust their employees to work away from the office and are denying them the opportunity to work flexibly.

This, the report says, opens the opportunity for technology companies to offer specialized consulting services to help customers take advantage of the economic benefits that accrue from flexible working structures.

The report, Mobility and Mistrust, surveyed 600 managers and employees across Australia and New Zealand into their attitudes towards flexible working, which it defines as the ability for employees to work from whatever place offers the greatest suitability and productivity for the employee and their employer or manager. Flexible workplaces include home offices, branch offices, airport lounges, internet cafes, hotel rooms, business centres and other external venues. While flexible working is normally conducted during standard office hours, in many instances staff may work at different times that offer greater convenience or productivity.

Mobility and Mistrust shows that mistrust and rivalry between coworkers regarding flexible working is rife on both sides of the Tasman, with those who work away from the office subject to criticism and corridor gossip from their colleagues.

Only one-third of organisations offer flexible working and many do not have a clear understanding of the benefits available to the business. The report attributes the lack of uptake and the high levels of mistrust to ignorance of the management practices and culture necessary for monitoring and motivating a flexible workforce.

Mark Whittard, General Manager, Toshiba ISD, said flexible working is a key driver for sales of the suite of products associated with remote working, presenting a "huge opportunity" for companies to position themselves as experts in this field.

"The Mobility and Mistrust report shows that there is a need to educate and properly resource organisations so they may realise the direct cost savings and long-term business benefits associated with flexible working," Whittard said.

"In addition to advising on technology, there is an opportunity for resellers to provide value-add consultation, addressing issues including management practices and sharing the experiences and wisdom from organisations which are successfully offering the practice."

Whittard said flexible working was increasingly being demanded by employees seeking greater work/life balance and that there were compelling arguments for organisations to offer an alternative to onsite work.

"With some studies suggesting that the workforce participation rates are shrinking to the tune of 1.5 million people over the next 25 years, retaining good staff is going to be a key business concern for organisations looking to retain their competitive advantage."

Dr James Cowley, independent academic and adviser on the report, said, flexible working offers up to six times the level of return through the cost savings associated with less overheads, technology and recruitment and training costs.

"It also assists organisations to maintain their business sustainability through the experience of loyal staff. Quite frankly, it makes sound economic sense," Cowley said, adding that Australian and New Zealand businesses need to start following the lead of other countries.

"Flexible working has the potential to revolutionise the workplace to bring about innumerable benefits to the business and the individual, and also addresses the greater societal issues associated with over-urbanisation, such as pressure on transportation and the environment," he added.

The key findings of Mobility and Mistrust were:

    • Mistrust of flexible workers is prevalent amongst Australian and New Zealand organisations. More than 50% of respondents think managers are less trusting of flexible workers and nearly 75% think employees disapprove of their colleagues who sometimes work away from the office.
    • Most managers (75%) in non-flexible workplaces said they would be unlikely to let employees work flexibly, even though nearly 50% of employees would like to, if allowed.
    • A main obstacle to the uptake of flexible working is the perceived difficulty in monitoring and supervising employees, indicating scope for greater use of performance rather than attendance-based evaluation techniques in order to increase trust. Sixty five per cent of managers and 59% of employees cited monitoring and supervising as a common problem.
    • Most organisations do not have policies to support flexible working: only 26% of flexible workplaces have policies, and most of these are individual, not standard across the organisation.
    • Technology is not considered a significant impediment to flexible work practices.

Toshiba ISD is calling on leading business people, management and human resource experts to be involved in a Special Interest Group on flexible working. The outcomes of this consortium will be published in a management guide, which will provide organisations with practical advice on how to achieve the benefits offered by flexible working, including models and case studies. To participate in this special interest group, send an email to Kristie O'Dwyer at kodwyer@toshiba-tap.com

Networking

It's been said before, but its worth saying again.

It is estimated that between 70 and 80 percent of all jobs are filled (including contacts) by people who heard about them through word of mouth. Getting as much mileage as you can out of the professional connections you make is the key to successful networking. The larger your personal network, the more likely it is you'll find out about positions when they become available.

Some successful networking tips:

    • Tell friends, colleagues, business associates and peers that you're seeking a new task, contract or project. Be specific when describing your ideal position.
    • Develop a 25-second sales pitch to tell people you meet who you are, what you're looking for and how they can help to you.
    • Attend professional association meetings, civic, social or other events, and bring plenty of business cards.
    • Always let the people you call or write know early in the conversation or networking letter that you're looking for help.
    • If you're calling someone for the first time that you have no personal connection with and receive his or her voice mail, call back later instead of leaving a message.
    • If you accomplish nothing else from a networking source, try to obtain at least one or two additional names of people to contact, and permission from your source to use his or her name as a reference.
    • Always send a short thank-you note to everyone who gives you time in person or on the phone.

That's the "'dos", now the "don'ts", things to avoid in your networking campaign:

    • Calling people you don't know at home - unless you have been instructed to do so.
    • Putting people you are talking to on hold for more than a few seconds.
    • Using the name of someone you don't know or haven't received permission from as a way of making a connection to someone.
    • Getting surly when people don't give you the help you asked for.
    • Placing pressure on the people who work for the person you want to speak to.

 

 

 
 
   
© 2003 The Nework Centre   |   email neworknz@yahoo.co.nz
Top of the page