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www.ctcpas.org
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www.ctcpas.org
By Cassidy J. Solis, Workplace Flexibility Program Specialist, Society for Human Resource Management
T
he 21st century workplace re-
quires policies and practices
that are responsive to employee
needs and enable them to have more
control over how they accomplish their
work and responsibilities. That's why
top employers are making effective
and flexible work or "workflex" a
fundamental part of their strategy to
attract and retain the best talent.
What do top employees want?
Telework, more control over schedules,
robust leave policies, and to be
evaluated based on results, not face-
time, to name a few. Smart employers
are listening and responding. For this
reason, workflex is gaining increased
attention as a key recruitment and
retention tool.
What is Workflex?
Workflex defines how, when, and
where work gets done in ways that
work for everyone (including families,
clients, coworkers, and communities).
Workflex is a dynamic process by
which employers and employees col-
lectively create work strategies to help
employees simultaneously achieve
personal and professional goals.
Workflex is not a reward or perk; it's a
business strategy that research dem-
onstrates produces positive results
for employers and employees alike.
Employees benefit from more sup-
portive workplaces that are less likely
to negatively affect their personal and
family lives, while employers benefit
from having employees with higher en-
gagement, job satisfaction, and a de-
sire to stay.
How Does Workflex Benefit
Employers and Employees?
Workflex is a powerful, in-demand tool
in today's workplace. This broad desire
for workflex is not surprising given that
workflex helps with:
Improved work-life fit: According to
the National Study of the Changing
Workforce, 43 percent of employees
experience work-life conflict. Workflex
can be an effective way to help em-
ployees better manage their time to
accomplish goals at work and in their
personal lives.
Keeping employees engaged and
healthy. The Society for Human
Resource Management (SHRM) 2016
National Study of Employers reports
that employees in more effective and
flexible workplaces are more likely
than other employees to have:
Greater engagement in their jobs.
Higher levels of job satisfaction.
Stronger intentions to remain with
their employers.
Less negative and stressful
spillover from job to home.
Less negative spillover from home
to job.
Better mental health.
A low frequency of minor health
problems and sleep problems.
A low general stress level.
Healthier employees are more likely
to show up for work and take fewer
sick and personal stress management
days, thereby reducing interruptions or
delays in work flow.
Reducing turnover. Flexibility is a key
driver of retention and, conversely,
lack of flexibility can impact turnover.
According to SHRM, 91 percent of
human resources professionals agree
that flexible work arrangements posi-
tively influence important outcomes
such as employee engagement, job
satisfaction, and retention.
Retention is key, as turnover can be
costly. It's estimated that replacing
someone who left voluntarily costs 150
percent of that person's salary, which
includes the time and effort it takes
to recruit a replacement and the time
it takes to bring the new person up to
speed and to develop new internal and
external relationships.
M
aking
W
ork
W
ork
for the 21st Century Workplace
Exploring the Benefits of Workflex