Flex-Options Creating 21st Century Workplace Flexibility A Project of: U.S. Department of Labor, Women s Bureau Flex-Options for Women Meeting: San Diego Telework Forum Presenter: Kelly Jenkins-Pultz Date: January 16, 2008
What Is Flex-Options for Women? This project focuses on: Building national awareness of the benefits of flexible workplace solutions Encouraging business owners to consider work redesign and develop or expand flexible work arrangements Anticipated results: Positive bottom line impact for business owners Enhanced ability to manage work and life responsibilities for employees Fourth Edition: July 2007 2
Active in Ten Regions Flex-Options is being carried out in ten regions (Atlanta, Boston, Chicago, Dallas, Denver, Kansas City, New York, Philadelphia, San Francisco, and Seattle) to encourage 137 business owners to implement or enhance workplace flexibility policies or programs Goals include: Each region will recruit a minimum of 21 business owner participants Employers will establish or enhance a minimum of 460 workplace flexibility policies or practices Fourth Edition: July 2007 3
Flex-Options Process Inspiring business leaders with innovative ways of managing with workplace flexibility Facilitating sharing of information and best practices Providing tools including Web site resources, virtual presentations, and local events Fourth Edition: July 2007 4
Participant Qualifications Employers interested in developing at least one type of flexible work arrangement or enhancing current workplace flexibility Employers looking for innovative strategies to recruit, retain and engage workers Fourth Edition: July 2007 5
Why Should I Consider Telework? Absenteeism is reduced Business stays open during emergencies Opens doors to talent that might not be available otherwise (i.e. seniors, disabled, parents) Retains talent that experiences family moves, disabilities, caregiving issues, etc. Increases geographic reach of business to new territories, distant customers
Telecommuting Advantages Offers alternative to relocation Expands recruitment pool Reduces office space and associated costs Provides fewer workplace distractions Allows work during personal best time Accommodates employees with disabilities Reduces pollution Decreases wear/tear on transportation infrastructure Reduces or eliminates commute time Decreases employee work-related spending Fourth Edition: July 2007 7
Telecommuting Defined Working from a remote location one or more days/hours a week Common approaches: Home office: Designated office space at employee s home Satellite or neighborhood office: Remote office established by one or more employers typically in a community with a large concentration of employees Hoteling: Designated workspaces at a company location are reserved by employees who work remotely, but occasionally come into the office Fourth Edition: July 2007 8
Who Wants Workplace Flexibility? Dual Focus Families Between 1996 and 2006, the number of dual-income families increased by 34%, from 25 to 33 million Single-parent families Between 1996 and 2006, the number of single-parent families increased by 18%, from 16 to 19 million In March 2006, 27% of all children lived in single-parent families Sources: U.S. Department of Labor, Bureau of Labor Statistics, Current Populations Survey, March 1996, 2006 Fourth Edition: July 2007 9
Mothers Want Workplace Flexibility Mothers in Prime Working Years 63% of women age 16 and over with children under age 6 were in the labor force in March 2006 (up from 39% in 1975) 36% of women with children under age 6 who aren t in the workplace but may be attracted into your firm if you offered part-time, seasonal, flextime, work-from-home and other alternative schedules Sources: U.S. Department of Labor, Bureau of Labor Statistics: Employment and Earnings, January 2007; Current Population Survey, March 1975, 2006 Fourth Edition: July 2007 10
Fathers Want Workplace Flexibility Working Fathers Generation X fathers spend 1.2 hours more time with their children than Boomer fathers with children of the same ages, yet only 52 percent of Gen X fathers aspire to advance down from 68 percent in 1992. However, they work three hours a week more than those of the same age in 1977. Source: (2004 Generation & Gender, American Business Collaboration and Families and Work Institute)
Older Workers Want Workplace Flexibility Fifty-seven percent of older workers, 50 years or older, would like to remain in the workforce if they could reduce their working hours. This preference for reduced work hours is expected to become increasingly important as the workforce ages. Source: (2004 When Work Works, FWI)
Workplace Flexibility Reduces Stress, Boosts Loyalty Fifty-seven percent of employees exhibit high levels of mental health in organizations with medium or high levels of workplace flexibility, versus 17 percent in organizations with low levels of flexibility. Seventy-two percent of employees plan to remain with their employers for the next year in organizations with high levels of workplace flexibility, versus 49 percent of organizations with low levels of flexibility. Workplace flexibility makes more of a positive difference in retention and stress among lower-wage employees than their more advantaged counterparts. Source: (2004 When Work Works, Families and Work Institute; and the Impact of Job and Workplace Conditions, Families and Work Institute
Workplace Flexibility Produces More Productive, Committed Workers 67% of employees report high levels of job satisfaction in organizations with high levels of workplace flexibility, versus 23% in organizations with low levels of flexibility. 66% percent of employees report high levels of job engagement and commitment in organizations with high levels of workplace flexibility, versus 56% in organizations with low levels of flexibility. Internal organizational studies have established that employees who have even a small measure of flexibility have significantly greater job satisfaction, stronger commitment to the job and higher levels of engagement with the company, as well as lower levels of stress. Sources: 2004 When Work Works, Families and Work Institute; Business Impacts of Flexibility, Corporate Voices for Working Families
Highly Committed Employees Linked to Higher Profits Companies with highly committed employees had a 112 percent return to shareholders over three years, compared to 90 percent for companies with average commitment, and 76 percent for companies with low commitment. Source: (2000 Study by Watson Wyatt Worldwide)
Workplace Flexibility is Highly Desired Benefit Among employees who don't use a lot of workplace flexibility on the job, eight out of 10 people (79%) men and women, young and old want and would use more flexibility if they could do so without negative consequences. Source: 2004 When Work Works, Families and Work Institute
What are you missing by not offering a telework program? How can the Women s Bureau help you try on a pilot telework program?
Women s Bureau: www.dol.gov/wb Women Entrepreneurs Inc. and Women s Bureau Workplace Flexibility website: www.we-inc.org/flex.html When Work Works www.whenworkworks.org Alliance for WorkLife Progress www.awlp.org Families and Work Institute: www.familiesandwork.org Center for Work-Life Law at Hastings College: www.worklifelaw.org Center on Work and Aging and Workplace Flexibility at Boston College: www.agingandwork.bc.edu/template_index Center for Law and Social Policy, WorkLife Issues: www.clasp.org Corporate Voices for Working Families: www.cvworkingfamilies.org The Twiga Foundation: www.twigafoundation.org The Labor Project for Working Families: www.laborproject.org Workplace Flexibility 2010: http://www.law.georgetown.edu/workplace flexibility2010/ Fourth Edition: July 2007 18