It is a much debated issue as to how working hours should be timed and limited since in the contemporary corporate scenario, working hours often trickle way beyond the stipulated duration. That does not necessarily mean that greater amount of work was executed. It may simply be because managers could not provide employees with flexible work planning. This may be because managers are simply not trained enough to allot tasks effectively for optimum use of time. Employees consequently are made to believe that they must work for long and dragging hours or until the managers are working. Not only is this practise frustrating, it could be counterproductive as well.

Breaking the myth

It is a blatant myth that managers are the only ones who decide the office hours and schedules and that employees should stay and be available in the office as long as their supervisors are. Number of hours employees work can never be the correct parameter to judge their performances. If supervisors are constantly updated about the progress of employees, they would stop bothering about how many hours each employee stays and works in the office.

Clearing the air of doubts

Supervisors must have clear conversations with employees about flexible working hours to gain the trust of employees. Employees should feel free to approach supervisors when some urgent personal issues arise and be able t state the honest reason. Managers should lend helping hands in cases of dire urgencies. Supervisors must make it a point to instil the faith in the employees that the organisation seeks to find a harmonious solution where employee interests and business expectations converge. This helps employees to understand what exactly is expected from them.

Flexible solutions from employees

Employees must substantially be aware of business requirements and opportunities so as to be able to offer broad range of effective solutions

Portfolio of employee workings and team work methods

While any employee is of major significance to any organisation, it is also true that nobody is wholly indispensable. Supervisors must reassess the absolutely necessary jobs done by employees and how far flexible and interchangeable they are. Supervisors must be aware when and how certain tasks could be deferred, rearranged or suspended if necessary. Several flexible solutions involve entire teams where each and every body is aware of each other`s responsibilities and work in collaboration to get the job done. Solutions are best presented when the entire team is engaged rather than individual employees.

Excessive formality destroys innovation

It would be prudent to approach a conflict not through formal and elaborate programs and methodology. The problems must be adequately discussed and comprehended first which will lead to original and innovative solutions and adjustments. Later formal or semi-formal alternatives may be sought after.

Effective blueprints for work

When any supervisor is designing flexibility arrangements that involve realigning of task force, employees should be adequately informed. Employees should be aware of what effects their contributions are going to have on their futures so that they can assess themselves. It is important that supervisors discuss with employees whether they can cope up with the responsibilities entrusted to them.

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