4 Tips to Embrace a Flexible Work Mindset
With TG-FWAR less than a month away from implementation, flexible work arrangements are top of mind for many employers in Singapore. This topic is not distinct to one region, however, as a global study revealed that nine in ten employees want more choice in where and when they work.
Cultivating an environment where personnel have greater control over their schedules requires more than policy changes. It also invites a mindset shift. As companies in Singapore and across the globe formalise flexible work practices, I’ll share a few insights from my experience as Regional Director of our Asia Pacific office to help your staff and organisation thrive.
Our Approach to Dynamic Work Arrangements
Worldwide, Emergenetics International has been a proponent of adaptability in the workplace. Specific to Singapore, we have adopted a hybrid environment. Each Monday, we connect in person to discuss challenges and engage in team meetings. During the rest of the week, staff may choose to work from the office or home (or a coffee shop, family member’s house, etc.) as long as we remain reachable and productive.
While team members generally follow standard office hours, we can also adjust our schedules based on our needs so long as we are able to manage our assignments and meet deadlines.
These practices have been quite effective. Employees are engaged, recognising that we can take care of personal and professional commitments while our throughput measures remain intact. When I consider why these practices have been so successful, I believe that the root cause lies in our trust in one another. We know, without being in the same location or even in the same time zone some days, that each team member will do what they say they will do and deliver high-quality results.
If we did not have the confidence that we enjoy today, I imagine it would be quite difficult for flexible work arrangements to flow as seamlessly as they do. Based on my experience, I recommend four best practices for building similar levels of trust in your organisation:
- Align on Objectives & Measures
- Prioritise Accountability
- Commit to Continuous Communication
- Recognise the Value of Self-Care
#1 – Align on Objectives and Measures
In the past, if an employee showed up early, stayed late or always had their head down at their desk, there was a common perception that this person was industrious – which may or may not have been true depending on the condition of their output.
To move away from this traditional view, prioritise outcomes rather than metrics like hours in the office or how long a Slack or Teams icon remains green. Make sure that managers and staff members have a clear understanding of their goals as well as the specific measurements that will be used to indicate whether or not they have been successful.
When assessing performance, remind supervisors to evaluate results and not consider past perceptions of productivity. We all have our own preferred methods of working, and when leaders focus on outcomes, employees are free to operate in the ways that serve them best.
#2 – Prioritise Accountability
Integrating flexibility does not mean that responsibility is ignored. In fact, it is even more important to have consistent check-ins to review progress and address performance challenges.
It is vital to promote a culture of accountability by explaining the boundaries that exist within your policies. At Emergenetics International, we accommodate flexi-hours so long as deadlines are met and output aligns with the quality levels we expect. If challenges arise, supervisors step in to provide coaching, and staff are aware that they may need to be in the office more frequently or work according to our standard hours to accommodate this level of training.
Being clear about the limitations of flexibility helps individuals know what to expect and ensures employers can get the best out of their team members.
#3 – Commit to Consistent Communication
Overcommunication is often the best policy in adaptable environments. In the absence of information, individuals may make assumptions about what is or is not happening.
Define communication guidelines to help your teams flourish. Consider how frequently and in what mediums to provide regular project updates. Determine a cadence of virtual or in-person check-ins as well as standard response times for phone calls, emails or chat messages. Also, consider co-creating a set of team norms to establish behaviours that will be helpful in creating a collaborative culture. Having clear expectations will empower teams to work together effectively across locations or timeframes and build trust in their colleagues.
Additionally, I find it helpful to check in with staff over the course of the year to discuss what is and what is not working with our policies, and to ensure that communication guidelines and norms are having a positive impact on well-being, not just productivity. That way, we can adjust our norms to support our employees and the business. Having that two-way conversation allows personnel to have a voice in the process, safely share any concerns or challenges they may have and realise why we are making adjustments.
#4 – Recognise the Value of Self-Care
Pre-pandemic, it was quite common for employers to focus solely on the roles individual contributors played at work, rather than the holistic elements that influenced each person’s world. COVID forced leaders to reckon with the idea that our lives outside of the office do have a significant impact on our jobs.
Since then, many employers have embraced the idea of whole-person well-being and are looking for opportunities to strengthen the holistic wellness of staff, realising that doing so will positively impact the business’s financial health. Flexible work arrangements are one such opportunity.
It’s important to continue reminding personnel about the value of taking care of themselves and the impact wellness has on productivity and turnover. By making well-being a priority, leaders and managers will be more likely to adopt flexibility as a tool to support their people.
Offering adjustable schedules and working locations is a powerful way to address staff’s desire for greater personalisation in their employee experience. By doing so, employers can also expect to bolster the bottom line because happier, engaged personnel boost profitability and performance.
How else might you optimise the employee experience? Explore how Emergenetics can advance customised approaches to communication, leadership and management. Visit our website or fill out the form below to speak with one of our team members today!
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