Five Ways to Talk to Your Manager into Supporting Your Flex Schedule
By Jacey Fortin (New York City)
If workplace flexibility is so good for employees and their managers, why is it such a hard sell?
A recent survey conducted by WorldatWork in 2011 found that workplace flexibility is positively correlated with employee engagement, worker satisfaction and low turnover. But the same survey found that most organizations do not offer adequate training for middle managers to effectively handle non-traditional schedules. As a result, these managers often turn down employee requests for increased flexibility.
Rose Stanley is a work-life practice leader for WorldatWork, a nonprofit organization that provides research and education on human resources issues. When it comes to flexibility, she says, “It is true that middle managers can be a deal breaker. But the more they understand the business side of flexibility…the more accepting they are.”
Diane Burrus is a senior consultant and workplace flexibility practice leader at WFD Consulting, which works with leading global companies to enable greater work-life integration. “We have found flexibility to be an area that organizations need to focus on in order to really attract, motivate and engage talented people,” she said.
How can employees convince a stubborn manager that a flex schedule is the right answer for them? “It’s all in the presentation,” said Stanley. “The way they are requesting it can really make all the difference.” Here are five effective ways to approach the conversation.
1. Define Your Terms
Workplace flexibility comes in many forms. Before you make your request, figure out what’s best for you. “A lot of people have different perceptions about what flexibility means,” said Burrus. “For instance, there’s informal day-to-day flexibility such as adapting a schedule or taking time off when needed.” These tend not to require much negotiation.
But if you’re after a more formal long-term flexibility arrangement, Burrus suggests you come up with a plan that suits your needs and responsibilities. Be realistic—in a sales job where personal interaction is key, telecommuting doesn’t cut it. For IT professionals who work with nine-to-five clients, clocking odd hours won’t fly. Take some time to look into the options. “The formal kinds of flexibility that are most common are part-time work, flex time—adjusting daily start and end times—and telecommuting,” said Burrus. Other options include job sharing, a compressed work week and phased retirements.
2. Make a Team Effort
“Managers fear that as soon as everyone knows [about one employee’s flexible schedule], they’ll all want it,” said Stanley. “So some employees feel they’d have to hide their new schedule from others.” This is a big issue, since secrecy is not exactly conducive to healthy work environments. Furthermore, an employee’s physical absence may shift some burdens onto the shoulders of colleagues.
To mitigate these risks, discuss flexibility with coworkers. Think about workplace dynamics—can one coworker attend meetings in your stead while you work remotely? Would you be willing to double down on days when other team members are absent? Work out the details, and then pitch the idea as a team. This shows that you’ve considered the full effects of your initiative, and your manager won’t have to worry about workplace conflicts.
3. Do a Trial Run
Is your employer unsure whether you can handle the greater freedom that flexibility affords? Take the opportunity to prove yourself.
Set up a time frame—a week, a month or a quarter—to test out your proposed schedule. Since it’s not as binding as a permanent agreement, this pitch will be harder for your manager to resist. If you can prove yourself in terms of accountability and productivity, the arrangement could become your new normal.
“A pilot is a great idea,” said Stanley. “When you go in and negotiate, make the suggestion to try it out for a certain time, and then sit down afterwards to talk about what worked and what didn’t.’” This tactic will not only serve to ease your manger’s worries; it will also give you the opportunity to test your own capabilities and determine what level of workplace structure is right for you.
4. Have Patience
In strictly structured work environments, achieving flexibility involves changing a collective mindset—it can’t happen overnight. Even if your request is denied, you’ll at least encourage your manager to think about the issue. In time, they may find that it’s not such a far-fetched idea after all. “You know, 98 percent of organizations offer some sort of flexibility,” said Stanley. “That’s a huge number! But there is sometimes a big difference between what’s offered and what’s actually utilized and culturally accepted.”
In other words, be prepared to encounter some roadblocks at first. “You may be turned down, but that’s okay,” Stanley explained. “To change anybody’s mind and to change the culture, it may take a while. Maintain that professionalism and ask what makes your manager uncomfortable with the idea, what you need to talk about, or whether you can revisit the issue in a few months.” Eventually, that resistant superior may begin to see your point.
5. Make the Right Case
Both Burrus and Stanley agree that the most effective way to push for flexibility is to show how your employer will benefit.
“Think of the manager’s point of view, and try to work through the issue ahead of time,” said Burrus. “I find it’s really important to put responsibility on the employee to say, ‘What is the arrangement I want, and how am I going to overcome any challenges it might present? How will I ensure my performance will stay the same, or even improve?’ The manager will realize it’s not their responsibility to figure out how it’s going to work.”
Done right, flexibility really is a win-win for employees and managers. “Employers are beginning to better understand the benefits for both their employees and the organization,” said Stanley. “Understanding that they can utilize their flexible work arrangements within a strategic framework can put them at a competitive advantage.”