Formalized Flextime: The Perk That Brings Productivity - includes flextime web resources

Workforce, Feb, 2001 by Sarah Fister Gale

The policy demands that employees take responsibility for their relationships, with both team members and clients, says Lewis. "The focus is on the client, not the individual. As long as all of the client's needs are served, we will consider whatever arrangement is appropriate."

Flextime options began informally, with arrangements for individual employees left up to department heads and work groups, he says. When the At Home program was established two years ago, Lewis and others began monitoring flextimers and surveying employees about their interest in flex options. "There was an incredible amount of interest," he says. "But it became clear that we needed to put a framework around it."

A policy team drew input from across the company through interviews and daily communications between flextimers and managers. The goal of the policy was to create some commonalties and standards that were fair across the company to all employees.

"Without the policy we would be edging toward chaos," says Duras. "There are so many different points of view. We needed to focus on the core of the business."

Now when employees are interested in flexible scheduling, there is a process to follow. They first read all of the guidelines, then go to their work teams to discuss whether and how it could work, says Lewis. Then they go back to the policy and complete a six-page flex-work proposal that defines their plans to meet their responsibilities. "It helps them think through all of the issues involved so they go into it with their eyes open," he says.

The policy also includes guidelines and questions from managers and team members to help them determine whether flextime is a good idea for their group and how to work with a flextimer. "That first decision for managers is critical," says Duras. "Internally, we communicate success stories and make sure everyone reads them. We encourage everyone to try it."

Lewis estimates that 500 of the 45,000 employees formally take advantage of the program and that nearly 75 percent take advantage informally on an occasional basis.

Sarah Fister Gale is a freelance writer based in Minneapolis.

Experts share wisdom, experience in launching flex programs

Implementing a flextime policy can be a major hurdle in companies that still measure loyalty through face time. For those interested in taking the plunge, these experts share advice on how to launch a successful program that not only improves morale but also positively affects the bottom line.

* Use flex policies to lure new employees by mentioning it in job openings. If it's not mentioned in the ad, people interested in flex schedules won't apply, says Robert Rodriguez, chief people person at JigZaw, Inc., a Chicago-based work/life balance consulting company. He includes the phrase "people interested in flextime are encouraged to reply," and has seen a dramatic increase in the volume of responses.

* Recognize that flextime isn't a perk, it's a strategic tool. Employees who take advantage of Ernst and Young's flex program are "more loyal, dedicated, and motivated," says Denny Marcel, a member of E&Y's Office for Retention. E&Y implemented flex policies as part of a strategic initiative to reduce turnover in 1996 and has seen significant results. Of the 1,600 employees who take advantage of the program, 84 percent say it's the primary reason they stay at E&Y, says Marcel.