Read how one retailer was able to provide workplace flexibility for workers in ‘hourly’ jobs.

Employers may think that workplace flexibility is impossible to provide for workers in ‘hourly’ jobs – but that is not necessarily so.

While the typical forms of flexible work options offered to salaried workers (flex-time, part-time work or job sharing) do not easily transfer to hourly jobs, especially hourly jobs in the retail sector, it can, none-the-less, be done.

There is a great case study Work ‘N’ Care would like to share from the US which shows how this concept can work.

The chief researcher on the study was Dr Jennifer E. Swanberg, Associate Professor at the Institute for Workplace Innovation at the University of Kentucky, USA.

It centres on CitiSales, a real US retail firm (whose name has been changed for privacy reasons). CitiSales has shown that flexibility for hourly workers is not only possible, but viewed by many as a critical component of their success in the retail industry.

At CitiSales, a range of flexible work practices for hourly workers have been described as reflective of the company’s workplace culture, rather than as an employee benefit.

Their flexible work practices for hourly workers primarily include strategies that give employees control over their schedule and provide accommodations and job security around work-life conflicts.  CitiSales uses six primary forms of flexible work practices:

1. schedule preferences – permits employees to have some choice about the times and days that they are scheduled to work.  Employees may be given preferences for specific days, shifts, or hours; or preferences for a set, routine schedule;
2. pre-planned schedule modifications – gives employees an opportunity to request not to be scheduled during a particular shift;
3. just-in-time schedule changes – permits employees to request a modification to the existing schedule either through employee-generated schedule coverage or shift swapping;
4. flex-place: permits employees to work at more than one store location.  CitiSales uses two forms of flex-place: A.) community flex-place – where employees work at multiple store locations within the same geographic area, and B.) regional flex-place – where employees have an opportunity to work within different geographical locations during different times of the year;
5. reduced work hours:  the opportunity for reduced work hours for full-time employees allows for a reduction of work hours to as few as 30 hours a week without the loss of full-time status and associated benefits;
6. short-term leave:  short-term leave offers full-time employees job security if they plan to be off work for more than a week.  That is, they will not lose their full-time status or their health benefits for up to a 30-day leave period.

Associate Professor Swanberg said there was a good business case for providing workplace flexibility for hourly workers.

Findings from the CitiSales case study suggest that managers perceive the use of flexibility as a strategic business practice, as opposed to an ‘employee benefit’.  They consider workplace flexibility a contributing factor to the company’s success.  From the manager’s perspective, workplace flexibility is a business imperative because it:

• optimizes recruitment among the hourly workforce
• boosts retention of key talent
• promotes employee productivity
• engages employees
• cultivates quality customer service
• reduces costs associated with turnover

CitiSales managers generally make a clear case: workplace flexibility for hourly workers is vital for business success in the retail industry.

Offering flexibility gives them a competitive edge in recruiting and retaining workers.  Their efforts to blend employee scheduling requests with the business demands result in an engaged workforce that is more likely to offer better customer service than a workforce that is less enthusiastic about their job.

While there are costs associated with creating a flexible work environment for hourly workers, the case is also clear that the benefits to the business far outweigh the costs.

For detailed findings from the CitiSales Study, go to:  www.CitiSalesStudy.com