Info-Tech Research Group states that even though remote and hybrid work are now commonplace across many industries, many IT leaders still have trouble finding flexible work arrangements. Considering flexible work patterns as a key priority when deciding where to work creates additional problems for talent acquisition (TA) and retention in this case. Organizations must take into account the viability of flexible work options as the future of work continues to shift toward virtual in order to boost TA and retention outcomes. Info-Tech Research Group has published its most recent research on the subject of flexible work to assist IT directors who are attempting to reconcile both employee and corporate needs.
According to Jane Kouptsova, research director at Info-Tech Research Group, “IT excels at hybrid location work and is more effective as a business function when location flexibility is an option for its employees, but hybrid work is just a start.” Organizations must comprehend the needs of particular employee groups in order to identify the possibilities that will attract and keep talent since a comprehensive flex work program goes beyond flexible location.
Some people may have concerns about productivity when considering switching to flexible work arrangements, but research demonstrates that, when done correctly, flex work actually makes employees more effective in achieving organizational objectives.
The company also emphasizes in the blueprint that a one-size-fits-all strategy that disregards the specific demands of individual employees would not reap the rewards of providing a flexible work program, such as better engagement or improved employer brand. Flexible work programs that are poorly designed and implemented may exacerbate already existing problems like high turnover or even introduce new ones.
Info-Tech has developed a straightforward three-step process to give IT directors the direction they need to establish and administer the best flexible work program for their businesses and employees. Below is a high-level description of the procedure, which is part of the new blueprint:
- Evaluate the flexibility demands of the organization and the employees. In the first step, IT leaders are tasked with identifying important stakeholders and their roles, determining the organization’s present and intended states, and analyzing feedback to identify potential improvements in flexibility. The next step is to identify and rank personnel segments, decide on the program’s objectives, and decide on the right level of flexibility for work hours, location, and deliverables.
- Decide on viable flex choices after identifying possible ones. The second step entails developing a shortlist of prospective options for each priority employee segment, assessing their viability, figuring out the advantages and disadvantages, and obtaining employee feedback on each option. Then, senior leadership can finalize the selections.
- Apply the chosen option(s). The third and last step guides IT leaders through tackling implementation problems and cultural hurdles, piloting the program and gauging its performance, and creating a plan for program distribution and communication. In this phase, advice is also given on creating a plan for program evaluation and coordinating HR to support the program.
The company recommends organizational and IT leaders to take into account any position that could be performed in a hybrid site. Determining whether procedures can be digitized or automated is a wonderful starting step to spread flexibility as equally as feasible throughout the businesses’ roles and departments if onsite job obligations restrict an employee group from participating. Flexibility in the workplace offers the chance to future-proof a company by going beyond its immediate needs. The leaders’ collaborative support of the flexible program, which determines the program’s successful adoption, can result in a win-win situation that satisfies employee requirements and is financially feasible for the firm.
Source: HRTech Series
