In today’s hybrid work landscape, where many people are juggling work and family commitments, flexibility is the key to enabling employees to complete their work however and whenever it is most productive for them, writes Neal Woolrich, Director, HR Advisory at Gartner.

The push for flexibility is about more than just a convenient location. It’s about a personalised work experience that matches the unique needs of an individual.

As many organisations look to mandate a return to on-site work, those employers that embrace radical flexibility and human-centric work design will be at a clear advantage to their competitors in the war for talent.

If we take this one step further, radical flexibility gives employees the opportunity to place more focus on not only where they work, but who they work with, the type of work they do and the hours they put in. What we know is that by giving employees more freedom and autonomy, their productivity and performance increases.

Desire for workplace flexibility

Despite the industry or sector you work in, whether you’re a knowledge worker or not, all employees want more flexibility than their organisation currently offers. According to Gartner, 60 per cent of employees expect to work remotely at least once a week, compared to only 38 per cent who did so before the pandemic.

The challenge organisations have is balancing the tension between ensuring employee productivity, while providing them with a choice of flexible work options.

Organisations stand to win

Framing flexibility around a person’s identity and life experience makes employees feel understood, autonomous, valued, cared for and invested in their organisations. When HR leaders generate these emotions, both the organisation and the employees stand to win.

When organisations deliver radical flexibility, employees are not only happier, but their organisation is 3.8 times more likely to be high performing. Performance improves because radical flexibility provides employees with a much needed sense of autonomy, but reduces the risk of burnout.

Getting the balance right

In offering radical flexibility, HR leaders need to manage it accordingly. When managed poorly, it can reduce the ability for team collaboration, inequity and be an inconsistent experience. Set expectations, boundaries and team norms around how to be productive in a flexible environment, taking into consideration multiple employees’ schedules, personal needs and home environments.

The best organisations manage the natural tension between ensuring employee productivity and providing them with a choice of flexible work options, with responsibilities.

Three top tips for HR leaders

To ensure proper implementation of radical flexibility, HR leaders should consider the following recommendations:

1. Give employees choices about where, when and how they work within established team boundaries to increase alignment and collaboration.
2. Break each role down into its respective activities to increase inclusivity, then determine the activities that can be flexible.
3. Scale flexible work practices by providing a virtual space for managers of remote teams to share best practices and learn from one another.

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