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Connecticut CPA
May/June 2017
Employees who
have a high degree
of workplace
effectiveness are
more than twice
as likely to want
to stay in their
current jobs.
(77% vs. 30%)
the effectiveness of your initiative,
help you make course corrections if
needed, and help build support among
management and employees.
5. Continue to innovate.
Ensure that workflex contributes to
your organization's success year after
year by continuing to innovate new
ways that workflex can help achieve
your organization's strategic priorities.
Implications for Organizational
Leaders: What's Next?
Workflex is part of the modern business
strategy. As hiring activity continues
to increase in the U.S. labor market,
organizational leaders must continually
craft competitive pay and benefit
packages in order to recruit and retain
top talent, and workflex is an important
Given the fact that 78 percent of
employers report difficulty recruiting
employees for highly skilled jobs and
38 percent report difficulty recruiting
for entry-level hourly jobs, increasing
workflex offerings is an opportunity for
employers to distinguish themselves
as employers of choice in the war
for talent.
Employers should develop or expand
upon their workflex strategies now so
they can lead that change rather than
follow in its wake.
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Cassidy Solis has served as the
workplace flexibility program spe-
cialist for SHRM's Effective and
Flexible Workplace Initiative since
September 2012.
She is responsible for growing
When Work Works, a nationwide ini-
tiative that brings research on work-
place effectiveness and flexibility
into community and business prac-
tice, and educates employers about
effective and flexible workplace
She can be reached via email at