Q: If I allow one employee to work flexibly, will it have a ?domino effect? -- will everyone want it?
A: Research indicates that organizations that have implemented flexibility have not seen the "floodgates open." The vast majority of employees have NOT requested flexibility. So, each request can be responded to on its own merits. The ?signal? a manager?s response sends is important; communicate that the decision will be based on facts, not assumptions without basis (e.g., that employees who work flexibly won?t get their work done.) Pilots that try a flexible arrangement to test what really happens are helpful.

Q: Will flexibility create more work for me and the team overall?
A: In general, managers actually find that flexibility requires less work for supervisors, when implemented properly, and should not put an increased burden on co-workers. It requires a different manager mindset--one that focuses on results and the process, not when and where the work gets done. It requires managers to be clear about goals and to make employees responsible for ensuring deadlines are met and quality is still maintained ? a mindset that should include and benefit co-workers as well. This process enhances employee skills of self-management and independence. It is the employee?s responsibility to ensure that co-workers will not have an additional burden placed upon them. The way in which co-workers communicate and exchange work across the team may change, but the overall work load should not. In fact, for managers, this new mindset can reduce their time spent ?looking over employees? shoulders? to make sure they?re working, giving them more time to focus on more interesting and valuable work themselves.

Q: Will I lose control over my employees and their work when someone is working flexibly? How can I evaluate a person whom I cannot "see" working?
A: The reality is that just because someone?s in the office doesn?t necessarily mean they?re productive. When the emphasis shifts to establishing clear work goals and measuring employee results, the manager actually has more control over the outcome. What?s critical is that expectations are clear and that employees are held accountable for results.

Q: Is flexibility disruptive to the work unit?
A: Any change in the way business is done can be difficult unless the process is well managed. But, once implemented, flexibility can run smoothly. Without question, if flexibility isn't implemented and the organization loses a strong performer, business operations will be disrupted.

Q: Is flexibility just a fad? Will interest in it pass?
A: Men and women of all ages and in all kinds of jobs say they want greater flexibility, although the type of flexibility they require varies and they often do not need it permanently. Labor force projections strongly suggest that flexibility will become an even more important issue going forward. This trend is illustrated by Gen Xr?s demanding greater control over how, when and where they work and putting overall quality of life at the top of their list of priorities. To succeed, both employees and employers will need more flexibility, not less.

Q: Will flexibility cost the business unit and organization more overall to accommodate the employee if it requires computer access, phone lines and equipment?
A: The costs of setting up an employee to work flexibly are relatively small and should be offset by the decreased office space needed for those using a telecommuting or working remotely. Costs can also be offset by expanded coverage available from those on a flextime arrangement. Managers do maintain the right to deny an arrangement if it is too costly to implement.

Q: Will I need to allow employees who work flexibly to have lower performance standards and expectations?
A: No. Flexibility does not and should not affect the organization?s performance standards. But it can encourage managers to identify subtle performance measures that may be outdated. For example, absenteeism may be a less effective measure of performance and commitment than it once was (when most employees had a full-time partner at home). Changing the performance criteria for everyone to focus on results and output is important.

Q: Should flexibility be available only to top performers?
A: Indicators that the employee will be able to perform well working flexibly, including that they can work with greater independence, certainly should be taken into consideration. Low performance should always be dealt with directly and separate from any flexibility decision. However, managers should remember that if an employee's weak performance is due to stress, burnout or conflicting personal obligations, flexibility might improve his/her performance. Managers can use flexibility as a tool to help some employees be more productive and focused and remain with the organization, which ultimately helps the whole team be more effective.

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