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FLEX-WORK PROGRAMS THAT ACTUALLY WORK by Frances Brooks Taplett, Matt Krentz, Jennifer Garcia-Alonso, and Leila Hoteit

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FLEX-WORK PROGRAMS THAT ACTUALLY WORK by Frances Brooks Taplett, Matt Krentz, Jennifer Garcia-Alonso, and Leila Hoteit FLEX-WORK PROGRAMS THAT ACTUALLY WORK By Frances Brooks Taplett, Matt Krentz, Jennifer Garcia-Alonso, and Leila Hoteit ust about every aspect of work has likely to seek a new job at another compa- Jchanged in the past decade or so, but ny in the next three years—and men in the one thing remains the same: companies same situation are 30% more likely to move still require that most people do most of on. (Of course, that disparity may be due in their work at the office. This inflexible and part to women’s inclination to make the increasingly outdated approach holds best of any situation in which they find companies back, and for organizations that themselves.) don’t make needed changes the problem will only get worse. Seen in this light, flex work is becoming a business imperative. The payoff is signifi- Our research shows that flexible-work op- cant in terms of gender diversity but also tions—giving employees a say in when, in terms of retention, employee engage- where, and how much they work—is a key ment, and a company’s ability to differenti- lever in retaining female employees. Yet to ate itself in the war for both male and fe- view these programs as just a gender diver- male talent. Companies that don’t embrace sity measure is to underestimate their pow- flexibility will be left behind. For those that er. Flexibility is increasingly in demand by understand its power, we have identified men as well; it’s a trend that’s growing be- six steps that lead to success. cause of both demographic changes (mil- lennial men are far more likely than previ- ous generations to want flexible work When Face Time Is Overvalued, options) and the shift to a gig economy. In Women Pay the Price other words, companies that use flexible Traditional, always-in-the-office work mod- work solely as a means of boosting gender els can be challenging for many employees, diversity are missing the full picture. Our but particularly for women. The rise of research shows that women at companies dual-career couples, a culture of always-on with no flexible work option are 20% more work (fueled by technology), and other fac- tors mean that many employees feel over- Not Just for Women—and Not stretched in their efforts to meet all their Just for Parents work, family, and personal obligations. In In fact, flexible work is becoming more im- most families, women still bear the heavi- portant for both women and men. A Pew est burden in caring for children and ailing study found that 60% of working mothers parents and in running the household. feel that balancing work and family is diffi- Women in dual-career households are 1.9 cult, 52% of working fathers feel the same, times more likely than their spouse to have and many of both step back from, or off, primary responsibility for everyday chores. the career track as a result. That trend is If something has to give, it’s their job— likely to gain momentum because of demo- which is why many women step off the ca- graphic shifts. BCG research has found that reer track, at least temporarily. millennial men are more likely than men of previous generations to be involved at A Center for Work-Life Policy survey of home and to take on some domestic re- women with advanced degrees or sponsibilities so their wives can work. high-honors undergraduate degrees found They’re also more willing to adjust their that among those who had left work, 69% own ways of working to accommodate col- would not have done so had their work- leagues who work on flexible terms. place offered more flexible work arrange- ments. This is a big loss to companies, Flexibility has become so important to em- which sacrifice a major source of talent ployees that many say they would change and fall further behind in boosting gender jobs to get it. Global Workplace Analytics diversity (especially in senior roles). To be found that more than 80% of the US work- clear, flex-work models don’t necessarily force would like to work remotely at least mean that participants work less—they part-time. Another survey, by Gallup, found just have some say in when and where that 37% of workers would switch jobs to they work. accomplish this, and 51% of workers say they would switch jobs if they found one Companies clearly understand the value of that offered flexible working hours. gender diversity, which leads to increased innovation and better performance. And Young people place an even greater premi- companies are investing in measures to um on flexibility. These employees want to improve. A 2018 BCG survey of roughly advance their careers but do not want work 16,500 employees in 14 countries found to be all-consuming. They want to spend that 98% of companies have some form of more time on private projects such as con- gender diversity program in place. tinuing their education, devoting time to so- cial issues, or pursuing their passions. Yet there’s a disconnect between what companies offer and what employees The advantages of flexible work for em- want. In that survey, both men and women ployees are clear. But companies also bene- ranked flexible-work models as the sec- fit. Offering flexible work can help compa- ond-most effective intervention to increase nies attract the best talent and retain those gender diversity, out of a total of 31. (In people once they’re onboard. Reducing several countries, including Australia and turnover, in turn, reduces the cost and orga- the UK, flex-work models were ranked nizational friction involved in replacing first; in the overall global sample, antidis- staff. That effect is compounded for wom- crimination policies were ranked first.) en on track for senior-leadership roles, But only 34% of female respondents said where most companies realize they have that their company has a flexible-work significant work to do in creating more gen- program in place. (Of course, a company der-balanced executive teams. Overall, could have such a program without its fe- higher engagement and satisfaction mean male employees knowing about them, but a more motivated and productive work- that lack of awareness would itself be a force. (In some cases, flex work also allows problem.) companies to reduce their real estate costs Boston Consulting Group | Flex-Work Programs That Actually Work 2 because they no longer need to provide successful if it boosts retention but not space for every employee every day.) advancement. Companies need to remove any unconscious biases that pigeonhole Flexible-work models also push organiza- employees based on their perceived tions to get better at measuring perfor- commitment to their careers. For example, mance on the basis of outcomes and out- they can communicate cases of employees put, rather than face time or the degree to at all levels working under flexible terms which employees speak up in meetings or and still succeeding at the organization. claim credit for their achievements (two This applies to promotions, bonuses, key metrics that give men an inherent and un- assignments, and other incentives. (See the fair advantage). In this way, they can help sidebar “Walking the Talk: BCG’s Flex- eliminate bias from decisions about promo- Work Journey.”) tion and advancement. 2. Involve employees in setting up the More broadly, offering flexible work sends policy. In many organizations, the flex-work an explicit signal to employees that compa- policy gets written by a small group of HR ny leaders understand their challenges and leaders. Then it gets launched and every- trust them to do their best work in whatev- one wonders why no one uses it. Support er way they think they can be most produc- across the company, from leadership to line tive. It creates a partnership that benefits management, is critical when the program both employees and the organization and is being developed. Companies should is perceived by both sides as a source of engage employees at all levels—and across value. business units, functions, and geographic regions—to set a collective vision for how the policy should function. Six Imperatives for Flex-Work Programs 3. Be flexible about flexibility. There is no Based on our research, here are six impera- one-size-fits-all model, and companies tives to make flexible-work programs truly should offer a variety of options for when, effective. Some deal with implementation, where, and how much employees work, while others deal with culture. But all are depending to their circumstances and the crucial for success. company’s business priorities. (See the exhibit.) For example, part-time work or a 1. Make sure that flexible work doesn’t job-sharing arrangement may be attractive hinder employees’ advancement opportu- to an employee with young kids or an nities. First—and most important—em- elderly parent who needs a period of ployees who take advantage of these sustained care. Another employee may programs shouldn’t be stigmatized for need to relocate, making remote work doing so. After all, flexible work won’t be more appealing. And an employee with a Successful Companies Have Flex-Work Policies in Place Across Multiple Dimensions When people ork Where people ork Ho much people ork Flexible-ork schedule • Flexible office location Part-time ith variable start and stop times Remote ork from Job sharing home or any other FLEXIBLE- ption for longer location Leave of absence K MLS breaks Source: BCG analysis. Boston Consulting Group | Flex-Work Programs That Actually Work 3 WALKING THE TALK: BCG’s Flex-Work Journey Consulting is a tough field, with client- Men participate in FlexTime as well.
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