On the Search for the Flexible Working Environment

When companies like Grumman downsized in the late 1980s and early 1990s in New York, roughly 100,000 Long Island jobs were lost. As the defense and manufacturing industry steadily declined it seemed that the damage to the local workforce and economy would be both sustained and substantial. But recovery was quick as small businesses stepped up to fill the gap and flourished.

In 2007, Long Island continues to enjoy a relatively healthy but modest growth in employment, and an economy that exceeds most metropolitan area economies as the 17th largest in the nation. But now there are new challenges: rising interest rates, taxes, healthcare and energy costs.

Combating those challenges is contingent on maintaining workforce stability, by adapting to employees changing needs, says Linda Lisi Juergens, Executive Director of the Long Island-based National Association of Mothers Center. Challenges include an aging labor pool, rise in single-parent workers, employees’ needs for child care and elder care, as well as the looming threat of brain drain as people flee the area’s high cost of living. Here’s more of what she had to say:

JUDY: What is the predominate attitude toward work/life integration on the Island?

LINDA: In the preponderance of smaller and middle-sized companies, we feel there’s work to be done allowing for flexibility and supporting the employees who need better work/life integration. Research shows this really helps the bottom line, but smaller companies believe implementation might “break the bank.”

JUDY: What’s an example of a policy that companies might employ that won’t “break the bank?”

LINDA: Flexibility is one. Allow your employees to make a business case to you about filling their needs while fulfilling their work requirements. Then put it into place temporarily — say three months — and then review it. If it’s working and you’re getting the amount of quality work you need from them — you both benefit.

JUDY: How important are work/life issues in regard to boosting revenue and profits?

LINDA: It’s absolutely necessary. Take for example a workforce who has children and elderly parents to care for -- the pressures this can create will only get worse as baby boomers age themselves. Seasoned accomplished companies have found that giving flexibility to employees so they can deal with their life issues was good for their bottom-line, as those workers became less burdened and more productive.

JUDY: How likely is it for an employer to take the time for an internal assessment about whether there’s room for change?

LINDA: It varies by industry and profession. The opportunity to work at home requires an attitude on the part of supervisors or managers that face time is not all important. Just because you see somebody sitting at their desk, it doesn’t mean they’re accomplishing what they need to. If you can set goals and the employee is reaching those goals within the time frame that you give them — wherever they are — then it can work. It’s about results and the products that are produced, rather than whether they (employees) are under my nose.

JUDY: Even the idea of stirring the pot is fearful. What is the greatest benefit of heading down this uncharted road and allowing for that change?

LINDA: Retention and loyalty — and that’s invaluable. There are studies that someone who requests a flexible schedule or even a cut-back schedule, will accomplish part time, what they have previously accomplished full time, because they are grateful. They tend to be more productive with their time management. Acknowledge that people have personal issues and allow them to approach you and get help. In return, they’ll go out of their way and give 110 percent. So, employers really do benefit from it.



On the Search for the Flexible Working Environment - To learn more about this author, visit Judy Martin's Website.

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