Why we need to re-design work for an older population. Part 2 – The case for and against flexible working

The UK is getting older.  Disastrous pension provision and a faltering economy, as well as personal choice, mean that many of us will not have a traditional retirement as we continue to work beyond our early 60s.  All of us are more likely than ever to become carers, if not for our parents and grandparents then for our grandchildren.  And whilst medical advances mean that many of us will live longer, most of us can expect to have chronic health conditions of some sort or other. But is the world of work ready to embrace this new cohort of older people with differing ambitions, health conditions and family responsibilities? If not, how can we re-design it to enable us all to continue working?

In this series of blog posts, we look at why work needs to change (Part 1), the case for and against flexible working (Part 2) and finally, how we need to re-design work (Part 3).

Part 2 – The case for and against flexible working

In Part 1 we looked out how whilst the last 60 years has seen extraordinary changes in society, the workplace and our families, the way we work has so far failed to keep up. So how should work be adapted to reflect these changes?  Increasingly people are calling for more “flexible working”.

Marrisse Whittaker from Virtual Granny puts it like this: “60 is the new 40. The vast majority of people around the current retirement age are still both physically and intellectually bright and carry a vast weight of experience with them, which can be hugely valuable to any workforce.  However, having slogged it out at work for many years, most people are looking for more of a life balance and flexible working hours would allow over 60’s to contribute to the workforce and also to offer valuable help to families, particularly by helping care for grandchildren.”

But what do we mean by “flexible working”?

Rowena Cowen, City HR Director, explains “The meaning of flexible working has changed considerably over recent years – traditionally we tended to think of it applying especially to women with young children. While legislation has now extended this right, in reality, flexible working covers a whole host of different lifestyle needs. For example, single adult households who need time at home to stay in for deliveries without taking holiday, or even, in our aging population, older workers who just find the daily commute into the City each day onerous and who value being able to work at home one day a week.

Flexible working also has many guises. Working at home, part time work, fixed term contracts, compressed hours, flexi-time, job sharing, sabbaticals, time off for charitable work, are all variations on a theme”.

Disadvantages of flexible working

But of course, as many a working mother has found to her cost over the years, flexible working does not always deliver what it promises.  In the past “flexible” working has often meant less chance of advancement and earnings penalties for people unable to work “full time”. Many flexible jobs are low status and low paid.

Employers are often reluctant to adopt flexible working patterns. Flexible working can be seen as difficult to manage and there are concerns about how to monitor employees at home.

Employers can often also worry about client or customer perception, that flexible can somehow equate to unprofessional.

There is also a danger that a flexible workforce might be less cohesive. There are definite social benefits of a work environment where people are together and some people feel very isolated working at home for long periods.
 

Benefits of flexible working

Notwithstanding the challenges that it can bring, some employers are beginning to appreciate the benefits of a flexible workforce.

Rowena Cowan again: “In my experience, some sectors have embraced the concept of flexible working more readily than others. In certain, more ‘traditional’ professions, there can be a residue of hanging on to the comfort of the 9-5, must come into the office every day routine. But there is evidence that even these bastions of the ‘normal’ office routine are re-examining their policies in the face of not only mounting  pressure from their employees, but also good business acumen.   I think there are a number of reasons why companies can no longer afford to ignore the flexible working revolution. Employees are certainly aware of their rights and are very persistent in pursuing their flexible working requests. The fact is that, despite (or perhaps because of) the current economic uncertainty, people are no longer as afraid of moving jobs as they might have been a generation or so ago.  And while I would not question employees’ loyalty to a reasonable employer, the fear of changing jobs, the demise of final salary pensions, and the fear of the unknown is not as great so if employees cannot get what they reasonably ask for, the chances are high they will find it somewhere else. In addition, despite the high number of unemployed, the battle for the top talent remains as fierce as ever and employers must constantly be aware and responding to the demands of that talent if they are to attract them.

But the necessity to embrace flexible working in all its forms is not just about attracting staff, or the fear of losing them. There is now an increasing body of empirical evidence that those employers who do offer flexible working have more motivated and engaged staff which in turn, leads directly to a healthier bottom line. Flexible working is not the answer to every challenge we face as employers, but it is a good place to start.”

Entrepreneur Duncan Edwards of Trabasack agrees, highlighting a number of other benefits to employers of allowing people to work from home: “Accessibility is improved as people are working in their own suitably adapted environment more, rather than the ‘one size fits all’ workspace. Productivity can be improved as people are working at the best times for them and when they are most efficient and not merely “putting the hours in”. There are time efficiency savings with less travelling as well as time and energy efficiencies with carbon savings, less commuting and reduced office infrastructure costs.”

By removing barriers to work, flexibility can also reduce reliance on benefits and cut care costs by encouraging independence and allowing people time to look after their own family and friends.

So, although potentially very challenging for employers and employees alike, we think the case for flexible working is very persuasive.  In Part 3 we consider what sort of changes need to be made to the way we work to achieve this sort of working model.

Do you agree with us ? We would love to hear your thoughts and observations.

If you would like a complete copy of the article (with all three Parts), please email us at contact@thefutureperfectcompany.com