This is a guest post written by corporate real estate expert Roland Chua. The opinions expressed in this article are Roland’s own and may not reflect those of his past or present employers.
Flexible working arrangements have traditionally been viewed as a special privilege for employees. Organisations often struggle to embrace this idea and integrate it into the management structure and culture.
More often than not, organisations will have some generalised policy on flexible working arrangements, with ambiguous wordings which basically allow managers to opt out of the option very easily. Statements like “we encourage flexibility in the workplace;” “we offer various work life balance options;” “we have an open and trusting workplace culture which encourages flexibility;” etc, all come to mind.
The typical policies on flexible working arrangements are never specific, and they always fail to list the actual rights that an employee has. And they always include a statement which puts the staff’s line manager in full control of the outcome.
In order for flexible working arrangements to be successful, the plan must have top-level endorsement.