What term describes the ability of employees to minimize conflict between their work and nonwork roles?

With advancements in technology giving people the ability to access important pieces of information wherever they are, there’s no longer a need for employees to work in an office to be productive. Flexible working arrangements allow employees to negotiate a less rigid working arrangement to improve work-life balance and their overall contribution to their company.

If your business and its employees are struggling with long commutes, conflicting schedules, and poor productivity; perhaps you should look at the benefits that a flexible working arrangement can have on you and your workers.

1. Reduced costs

One of the biggest benefits of flexible working arrangements, particularly for large organisations, is the ability to save on costs. Direct costs that contribute to keeping an employee at a desk, including internet use and general office expenses, are significantly reduced if the employee works from home or with limited office hours. There’s also the ability for a business to reduce real estate costs simply by cutting down on individual office spaces and utilising a shared or co-working environment.

2. Increased productivity

By cutting out long or expensive commute times and allowing employees to work in their own space, you’re encouraging them to become more productive by using time otherwise spent in traffic to focus on their work. According to new research, working from home is considered to be the most productive office space for workers. The global survey explains how workers tend to be less distracted when they’re working from home and are more productive simply because they get to choose the environment that best boosts their productivity.

In today’s modern workplace, shared spaces and open-planned offices can be distracting for some people; with colleagues, meetings, phones, and the strict regime of 9-5 working hours causing endless interruptions. Other workplaces are using flexible working arrangements to allow employees to have later start times to avoid morning peak-hour traffic. By doing this, workers don’t have to worry about being late and can use their working hours to fully commit to being productive.

3. Improved work culture

One of the biggest reasons businesses and employees are desiring flexible work schedules is because it boosts overall morale and engagement within the workplace. By allowing employees to have a better work-life balance, you’re encouraging them to become happier and more fulfilled in their personal lives, as well as having them hold their work in much higher regard. An increase in employee happiness, engagement, and morale means more productive employees. If an employee is happy with their work situation, there’s less chance of them looking for employment elsewhere.

4. Diverse teams

Diverse teams have been proven to be more productive and more creative, and flexible working arrangements allow workers of all backgrounds to be included and to cooperate effectively. Working parents, individuals with a physical disability, or those who cannot work in a traditional office are able to provide their talents, outlooks, and ideas from the comfort of their own space. By providing a flexible working arrangement, you’re encouraging a more diverse talent pool to apply, leading to a far more creative and productive business.

5. Better retention

The more satisfied and engaged your employees are, the less chance of them seeking work elsewhere. Studies have shown that even the occasional use of flexible working arrangements significantly improves an employee’s satisfaction with their workplace, making them more likely to remain with their current employer for longer.

Studies have also shown that millennials regard flexibility within the workplace of higher importance than income and are more likely to stay with a company if they’re given this option. By offering a flexible workplace, you’re helping to prevent or reduce employee turnover and the added costs of regular recruitment that coincide with turnover.

6. Better recruitment

Offering a flexible working arrangement gives you as an employer more options and a greater talent pool to hire from. If you advertise your business as being obliging toward flexible working hours and encouraging work-life balance, you’re going to attract all types of workers as people who are working or studying part-time may be more enticed to apply.

Working parents, single parents, and those who have to travel significant distances are also given the opportunity to apply without fear of being overlooked. Individuals who are genuinely interested in joining your company may feel more at ease in being upfront about their current working requirements from the beginning of the recruitment process. By lessening their worries about being rejected, you’re attracting individuals who may be of real value to your company regardless of their personal situation.

Consider a flexible working arrangement for your business

It’s always in your business’ best interests to be more employee-friendly and to give workers the flexibility that they want or need. By trusting employees to carry their work home with them and offering them a better work-life balance, you’re fostering higher morale with your workers and are creating a more positive workplace.

Simplify your recruitment process by hiring through Ability Options. We provide the best employees for your business, including a diverse and talented pool of job seekers with the right skills to improve your workplace.

Poorly defined or conflicted roles in a person conducting a business or undertaking (PCBU) can be a stressor for workers - tip sheet 8

Poorly defined or conflicted roles in a person conducting a business or undertaking (PCBU) can be a stressor for workers. Poor role definition arises from lack of clarity in workers' objectives, key accountabilities, their co-workers' expectations of them and the overall scope of responsibilities of their job. role conflict occurs when a  worker is required to perform a role that goes against their personal values or when their job demands are incompatible.

Possible solutions

Decisions need to be made about what practical solutions (control measures) will be used in the workplace to prevent, eliminate or minimise the effect of work-related stressors on worker health.

At the organisational level, controls target the work itself and focus on job design, work environment and working conditions.

For the risk factor ‘poor role clarity and role conflict’, organisational level solutions should address workers’ understanding of their role within the workgroup and the PCBU, and the potential for expectations placed on them to conflict.

Role clarity

A wide range of work situations can create role confusion, such as beginning a new job, starting in a new organisation, a transfer, a new supervisor or manager or following a change in the structure of a work unit. Lack of role clarity can lead to tension and conflict between workers.

Refer to Tip Sheet 9 – Managing relationships.

The following may help to manage this stressor:

• provide all workers with a corporate induction and ensure they are aware of their role within their immediate work team or unit, program area and the broader organisation
• ensure all workers receive suitable training for their jobs
• assist workers to develop personal work plans that clearly define task objectives and expected outputs
• develop and maintain a working environment where workers are consulted and can provide feedback on changes impacting on their job tasks
• implement a performance feedback system, where workers receive regular feedback on jobs well done and any areas for improvement
• encourage workers to talk to their supervisor or manager early if they are unclear about the scope and/or responsibilities of their role
• ensure workers have an up to date role or position description, which includes the role purpose, reporting relationships and the key duties expected of them
• ensure that management structures across the organisation and reporting lines within work teams are clear. This will help workers know who they are accountable to and where they can go for help with work problems
• provide an organisational chart that gives a clear view of the organisational structure and communication channels
• following an organisational change or restructure, check with workers to ensure they understand any additional responsibilities or duties that are required of them. Revise position descriptions to reflect new accountabilities
• it is important workers feel confident and capable of undertaking new or revised tasks. Make sure they receive enough training for them to be competent in their roles
• where a change in structure or roles occurs, or re-training is required, use the performance review process as a positive opportunity for workers to have renewed input to the way they complete their work

Role conflict

Role conflict occurs when workers are given different and incompatible roles at the same time, or their role overlaps with another worker or work group. The greater the role conflict, the higher the likelihood of a worker experiencing work-related stress.

Ways to manage role conflict:

• avoid placing inconsistent demands on workers and ensure that as far as possible the different requirements are compatible
• have clear reporting relationships so that workers know who they are directly accountable to. Where possible, avoid making workers accountable to more than one immediate supervisor to reduce potential conflict in work demands
• ensure systems are in place to enable workers to raise concerns about any conflicts they have in their role and responsibilities. For example, hold regular team meetings to enable workers to discuss any potential role conflict
• if possible, avoid assigning roles to workers that conflict with their personal needs and values

At the individual level, solutions are aimed at assisting individuals to cope or build resilience.

Appropriate activities and assistance to be considered at this level of intervention include:

• corporate induction programs
• access to employee assistance programs
• training about resilience
• health and wellbeing programs
• counselling/therapy for people experiencing distress from sources both in and outside of the workplace

This document was developed by Workplace Health & Safety QLD, Department of Justice and Attorney General worksafe.qld.gov.au

SW08371 0816