Survey Results
The results from this survey reflect how the HRNZ community feel about flexibility, its impact on productivity, work-life balance, and career progression, and the challenges that organisations must address to make flexible work successful.
Of those who responded to the survey, 87% are currently working in a flexible working arrangement, and 13% were not. The most common forms of flexible work were hybrid, flexi-hours and remote work, with only 1% working in a job-sharing arrangement. When asked how important it is that an organisation provides some form of flexible working arrangements, 80% of respondents said it was extremely important, 18% said it was somewhat important, 1% said that they were neutral, and another 1% said that it was somewhat not important. No one said that it was extremely not important.
In terms of job satisfaction, 61% of people are very satisfied with their current working arrangement. 28% of respondents said they were very satisfied, and only 11% of respondents were either neutral or unsatisfied.
79% of respondents believed that flexible working arrangements can be as effective when compared to traditional office-based work. 17% were unsure, and 4% stated that they did not believe flexible working can be as effective. In explaining their answers, some key themes were cropping up throughout. The final question addressed perceptions on the impact of flexible working arrangements on career progression. Many respondents (31%) stated that there was no impact on career development, and many were also not sure. 16% of respondents believed working flexibly had a negative impact on career progression and 23% believed there was a positive impact on career progression.
Effectiveness of Flexibility
Trust and Accountability
Trust Issues: Many respondents noted that trust is a crucial factor in making flexible working arrangements effective. Managers who struggle with trusting their employees may find it difficult to adapt to flexible or remote work environments.
Accountability: Several respondents highlighted the importance of clear expectations and accountability. Flexible working is seen as effective when employees are held accountable for their outputs rather than the hours they work.
Productivity and Efficiency
Increased Productivity: Many respondents believe that flexible working can lead to higher productivity, as it allows employees to work during their most productive hours and reduce distractions.
Focus on Outputs: There’s a strong sentiment that work should be measured by outcomes rather than hours spent in the office. Flexibility allows employees to focus on completing tasks efficiently.
Work-Life Balance
Improved Work-Life Balance: Flexible working arrangements are seen as beneficial for work-life balance, particularly for parents or caregivers. This balance leads to increased employee satisfaction and productivity.
Stress Reduction: Removing the daily commute and offering the ability to manage personal and professional responsibilities more fluidly was cited as reducing stress and improving overall well-being.
Collaboration and Communication
Challenges in Collaboration: Some respondents pointed out that remote working can make collaboration more difficult and may hinder team bonding and communication.
Need for Deliberate Communication: Effective flexible working requires clear and deliberate communication, especially when team members are not physically together.
Flexibility and Customisation
Tailored Work Arrangements: Flexible working was viewed as beneficial because it allows employees to tailor their work environment and schedule to their personal needs and preferences.
Varied Effectiveness: The effectiveness of flexible working arrangements can vary depending on the role, individual, and specific circumstances. Some roles may not be as conducive to flexible work as others.
Challenges and Limitations
Equity Concerns: Some respondents expressed concerns about equity, noting that flexible arrangements might not be possible for all roles, potentially leading to feelings of unfairness.
Cultural Impact: There’s a concern that flexible working might negatively impact company culture, particularly if not all employees are able to participate equally.
Technology and Tools
Importance of Technology: Access to the right technology and tools is critical for the success of flexible working. This includes stable internet connections, communication platforms like Zoom or Teams, and other digital collaboration tools.
Hybrid Work Preference
Preference for Hybrid Models: Many respondents prefer a hybrid working model that combines remote work with office presence. This allows for focused work at home and collaborative work in the office.
Set Days for Office Presence: Some respondents suggested having set days for everyone to be in the office to facilitate face-to-face interactions and maintain team cohesion.
Adaptation and Future Outlook
Changing Work Norms: The traditional 9-5 workday is viewed as outdated by many respondents. There’s a strong belief that work arrangements should evolve to better suit modern lifestyles and expectations.
Autonomy and Empowerment: Giving employees autonomy over their work schedule is seen as a key factor in enhancing job satisfaction and performance.
Career Progression
The sentiments in explaining the perceived impact on career progression can also be split into distinct themes.
Visibility and Presence
Reduced Visibility: Many respondents believe that being less visible in the office might hinder career progression. This includes concerns about being overlooked for promotions, not being seen as productive, or missing out on important networking opportunities.
Out of Sight, Out of Mind: Several respondents mentioned that those working remotely or flexibly might be perceived as less engaged or driven, which could negatively affect their chances for advancement.
Bias and Perceptions
Managerial Bias: Some respondents noted that traditional or "old school" managers might have a bias against flexible working, preferring employees who are physically present in the office. This bias could impact career progression for those who work flexibly.
Proximity and Visibility Bias: There is concern that flexible workers, especially those working part-time or remotely, might be unfairly compared to full-time, in-office employees, potentially leading to slower career progression.
Performance and Outcomes
Focus on Results: A common sentiment is that career progression should be based on performance and results rather than the location or hours of work. Respondents believe that if an employee delivers strong results, their career should not be hindered by flexible working arrangements.
Autonomy and Trust: Flexibility can lead to higher job satisfaction and productivity, which in turn could positively impact career progression. Some respondents noted that demonstrating strong self-management and accountability while working flexibly could actually enhance trust and career prospects.
Industry and Role-Specific Factors
Industry and Role Dependence: Respondents acknowledged that the impact of flexible working on career progression might vary depending on the industry, role, and specific job requirements. For example, roles that require on-site presence or direct team management might be less compatible with flexible arrangements.
Sector Variations: Certain sectors, particularly those that are male-dominated or traditional, may view flexible working less favourably, which could negatively impact career progression in those environments.
Organisational Culture and Policies
Company Policies: In organisations where flexible working is well-integrated and supported by leadership, respondents believe there should be no negative impact on career progression. In contrast, in companies where flexible working is not fully accepted, career progression might be hindered.
Equity Concerns: Some respondents raised concerns about equity, noting that flexible working could disadvantage certain groups, such as part-time workers or women with caregiving responsibilities, in terms of career advancement.
Personal and Professional Development
Opportunities for Growth: Flexible working can provide employees with more time for personal development, such as pursuing further education or professional training, which could support career progression.
Impact on Leadership Roles: Some respondents believe that while flexible working can support individual productivity, it might be more challenging for those in or aspiring to leadership roles, which often require more in-person interaction.
Long-Term Impacts
Evolving Work Norms: There is a sense that as flexible working becomes more normalised, its impact on career progression might decrease. However, this evolution is still in progress, and perceptions vary widely.
Future Outlook: Some respondents feel that the long-term impact of flexible working on career progression is still uncertain and may depend on broader changes in workplace culture and management practices.
Commentary
Flexible work expert Gillian Brookes has provided some insight into what these survey results tell us about the future of flexible work!
First of all, Gillian explains, almost everyone has something, and they love it. Hybrid work is still the biggest flex arrangement going, which has shifted in terms of the working from home trends. People clearly love hybrid working, but there are also a couple of things that aren’t working. We miss our face-to-face, and we also find communication a challenge. These are both connected strongly, and they clearly impact our sense of belonging in the workforce.
These impacts are unsurprising. There has been a seismic change in our working arrangements over the past few years, and we have been trying to adjust as rapidly as possible. Ultimately, we are playing catch-up. An example of this is our response to having less face to face interaction in the workplace. We have shoehorned everything into video calls, and we’re sick of it. There is too much of this one type of interaction. A big opportunity that Gillian has seen to change our flexible work arrangements is to revoluntionise our coordination of hybrid work. We need to know when, why and with whom we will be meeting with when we come in. Many people express frustration when they come into the office and are not able to meet with the people they intended to. This is the biggest pain point in hybrid work for most people!
There are some secondary challenges; which are boundaries and tools. In setting boundaries with all types of work, there needs to be a behavioural change. Burnout rates are eyewateringly bad across the board. Stress, burnout and mental health risks pose a very significant health and safety critical risk. One contributing factor to this is being able to put healthy boundaries in place. Healthy boundaries and language around preferences and behaviour must be prioritised.
In terms of tools, because we have seen this seismic shift in hybrid work, it is creating its own market to create enabling technologies for better experiences for hybrid work. The creation for the right tools to get that connectivity and meet the current challenges is gathering investment. It's a stable market, as over the longer term the predictions are that there is going to be increasing opportunity and demand for the ability to work from home, probably in the hybrid context. Along with this comes the demand for better technology. We will see more and more of this emerge over the medium term, to support people with their flexible working arrangements to achieve well.
In terms of the impact of flexible work on career development, clearly the jury is out! People are having mixed experiences, which is not surprising. Gillian emphasises the need to have a flexible work lens over the entire employee life cycle, including learning and development, so that people’s careers don’t come off track because of a lack of visibility. Many executives prefer to be in the office, which helps them perceive the office environment, and because it is comfortable. Thus, presenteeism hasn’t gone away. There is a pressure for workers to get in front of the right decision makers to get the development opportunities, and with that comes the question, am I going to get talent spotted from home? It feels harder to get these opportunities, because of all the connection challenges. There is a concern that this really impacts learning, development and career opportunities. The jury is out, but this is one to watch.