Flexibility. This is THE buzzword of the moment in the field of human resources. At a time of pandemics, labour shortages and the “Great Resignation”, let’s see what’s behind this notion with Geneviève Provencher, founder of the Flow firm, a specialist in this field.
When did you start being interested in the subject of flexibility at work?
Geneviève Provencher: I worked on a first pilot project in 2009 for flexible measures at work. So long before it became the topic of winter 2020 with the pandemic! At the time, I thought that people were too stressed and that we were heading for the wall if we didn’t put in place actions to promote family-work balance.
Then I went back to school, had children and lived in the United States, where I realized how difficult it is to be a good leader at work with a family life, whether as a woman or as a man. I discovered this concept of flexibility and decided to import it to Quebec when I returned.
Do you see a difference since the pandemic?
G.P.: We were already feeling a movement long before the pandemic. But it’s true that there has been an incredible acceleration in the space of two years. But I think the labour shortage is at least as important a factor: without it, many employers would have tried to go back to the world before.
It’s become an inescapable fact of life today. It can no longer be ignored, in a context where we’ve been talking about telecommuting for two years and are now moving towards a hybrid model.
What does the concept of flexibility at work encompass? We imagine that it is much broader than just telework.
G.P.: Indeed. It’s a way of managing HR policies in a flexible way so that employees can find the right balance between their professional and personal lives.
We have built a methodology for this based on 4 pillars: communication, leadership, change management and technology and the work environment. And we act as a consultant and recruitment aid for companies on this issue.
What is this methodology based on?
G.P.: The first thing is to survey and listen to employees. Then analyze the data before proposing solutions… but without imposing them by force. That is to say, by working on a pilot project that will be evaluated and revised in 6 months. This must be clear in communications so that there are no misunderstandings and that it generates a great deal of trust internally.
The analysis of the pilot project must obviously measure the level of employee satisfaction but also verify that the measure is compatible with the company’s business model. It’s a package deal.
We can see very clearly that companies that listen to their employees are the ones that do best, both in terms of attraction and retention. Nevertheless, everyone claims to be flexible… but few are really flexible when you dig a little deeper.
What does that mean?
G.P.: You sometimes hear managers say they are flexible because they accept telecommuting. But it’s slightly more complex than that. It’s a matter of defining their offer for flexibility in greater depth, and that can’t be done over dinner.
It requires surveying people, involving them, seeing what can be done and then deploying actions and communicating around this flexibility. In this approach, managers become coaches and employees are more empowered.
Isn’t there a risk of abuse or overkill on the part of the latter?
G.P.: That’s the fear that some people have: “If we open the door, my people will always want more, or everyone will want their own little thing”. With use, we realize that this is not the case. Of course, there are always a few employees who will abuse the flexibility offered… but just as they used to abuse other things.
The idea is to go in blocks. For example, when it comes to telecommuting, we need to define the framework we are setting: is it for everyone? Can we work from abroad? In a place other than the home? Under what conditions are people who want to stay in the office received, etc.
This is a point that is often underestimated: it is important to frame flexibility. Otherwise, employees find themselves in grey areas and do not feel any better. Illustration with “unlimited vacation” or saying “you can take Friday off if you’re done with your work for the week”. In fact, most are not going to allow themselves…
