G. Brint Ryan discusses how workplace flexibility is a key business strategy at Ryan Inc., leading to reduced turnover, increased revenue, profits and client service scores.
Posts Tagged Workplace Flexibility
Shortly after joining ABC News as a senior consultant for "Good Morning America” in 2001, Claire Shipman learned she had been branded a “nonjumper.” And not in a good way.
“It’s just that everyone else at this company jumps and you don’t,” she recalls being told by one exasperated network executive. The fact that, unlike her colleagues, she was unwilling to put the demands of the network above all else made her “complicated,” she was warned.
I was summoned to a pitch by a PR guy a few weeks ago. The scene was typical of Wall Street: a swanky bar and two earnest would-be sources: Nick Leopard, 30 and Andy Blechman, 27. These guys were polished, young and had impressive suits and equally impressive resumes. Heck, they were both captains of their respective D-1 college lacrosse teams, which is a guaranteed foot in the door at virtually any bulge-bracket, or top-tier, bank.
With an emphasis on a solutions-based approach, this article explores key factors of a successful transition to a virtual organization and includes real-life scenarios to illustrate both effective and ineffective approaches, with a focus on leadership styles, the effectiveness of virtual working teams, communication, technology, virtual meetings and management, and global virtual teams.
An analysis of recent studies suggests that employee-controlled flexible working arrangements, such as self-scheduled work hours and telework, have a positive impact on employees' mental and physical health and their general well-being.
Companies spend billions on rent, offices, and office equipment so their employees will have a great place to work.
However, when you ask people where they go when they really need to get something done, you'll rarely hear them say it's the office.
If you ask, you'll usually get one of three kinds of responses: A place, a moving object, or a time.
Hank Jackson & Ellen Galinsky announce the new SHRM and FWI partnership on workplace flexibility - Moving Work Forward.
Admiral Mike Mullen announces a new partnership between SHRM and FWI that will help organizations be more successful by transforming the way businesses view and adopt flexible workplace practices.
Dr. Shirley Davis announces that SHRM is partnering with the Families and Work Institute to increase workplace flexibility.
Author Tamara Erickson discusses how today’s competitive companies successfully recruit and retain talent by addressing three key factors: time, place and approach to the way work is done.
Ellen Galinsky and James T. Bond
Economic recessions are associated with significant revenue and earning declines for most employers, and, consequently, with higher rates of unemployment and underemployment for American employees—as well as with other changes in life on the job.
High salaries and hefty bonuses aren’t what keep high-performing employees devoted to their jobs, even in a dismal work environment. What you must give them is something they can’t put a value on. Managers must turn to sustainable alternatives that truly satisfy employees’ needs and wants.
Below are three levers of real value. The cost of investment: minimal. The payoff: inestimable.
As the peak season for the nation’s accounting firms begins, David Leeds’s team at Ernst & Young is once again bracing for two months of 60-hour weeks auditing the books of a major bank in Atlanta.
In years past, those grueling weeks often fueled nasty marital spats about missed dinners and children’s tantrums over forgotten basketball games.
The quality of employees’ personal/family lives is positively affected as a result of implementing flexible work arrangements, according to two-thirds of HR professionals (68%). Another two-thirds (67%) of HR professionals believe implementation of formal flexible work arrangements has a positive impact on employee morale, job satisfaction and engagement.
Changes all around us, including economic factors, are forcing organizations to re-evaluate the way they do business and develop alternative approaches to work. Findings from this research report reveal that the reasons that prompted organizations to offer flexible work arrangements (FWAs) range from requests from employees to organizational reasons and technological advances in teleworking.
In November 2008, the Society for Human Resource Management (SHRM) conducted the
SHRM 2008 Workplace Flexibility Survey. The purpose of the survey was to identify
1) the prevalence and types of flexible work arrangements (FWAs) that employers offer
2) employee utilization of FWAs
3) employers that collect metrics/analytics on FWAs
4) successful FWAs, as well as success factors
The Society for Human Resource Management (SHRM) is urging members to get their organizations to become “Business Champions” by signing a pledge to embrace workplace flexibility policies.
The national Business Champions campaign, which was launched in March 2010 and ends in March 2011, comes from a coalition SHRM has joined that is encouraging the business community to be more competitive globally and to meet the needs of a 21st century workforce by embracing flexible workplace arrangements.