Email the Editor    Email a Friend    Print this Page 

For firms rolling out telecommuting and other flex workstyle programs, a democratic, rather than directive, approach usually works best, experts say.

So instead of senior management unilaterally determining workstyles, employees should have a big say in that decision, according to Joel Ratekin, founder and president of Ratekin Consulting LLC.

The Mechanicsville, VA-based firm helps organizations develop and implement workspace programs that boost on-site and virtual productivity.

Ratekin was a participant in a panel discussion on "The Evolution of Flexible Work" held in Toronto last week.  The event was hosted by telecom firm Telus headquartered in Burnaby, B.C.

The Evolution of Flexible Work - Video of Roundtable

To illustrate the effectiveness of employee choice in a corporate workstyles program, Ratekin cited the example of one of his customers.

Desk use averages in knowledge-based work environments
35 per cent at most are in their chair at one time – 60 per cent of the desks show a “sign of life” at peak periods throughout the day
Source: Frank Duffy, DEGW, the New York office

The firm -- a manufacturer of defence equipment, including fighter planes, ships, and artillery -- had experienced a substantial growth in business, and in response, sought to implement more team-focused, collaborative production processes.

See related stories

Candian firms lead in telework, lag in mobility

Cross border telecommuting on the rise in Canada

New workstyles work wonders at Telus

Becoming a successful, and satisfied teleworker -- an expert shows how

"We implemented a 'choice' program at the company," Ratekin recalled. "Instead of senior management matching roles to workstyles, the decision was largely left up to employees themselves."

He said the staff selected their preferred work option, got their manager's approval, and the program was implemented.

Many of the firm's employees were retired military personnel -- former majors, captains, and colonels -- and Ratekin admitted to initial misgivings about how a flex program would be received by folk so accustomed to a more regimented way of doing things.

Yet to his surprise more than 50 per cent of the staff opted for a mobile work style.

This meant they would still work in the office for a portion of the time, but would also be sufficiently mobile not to require a dedicated office, and could share space.

Creative workplace re-designs can boost collaboration

The main aim of this desk-sharing arrangement, he said, wasn't to save on real estate costs, but rather to boost collaboration and performance.

"And it worked very well. People were able to engage and interact more powerfully than ever before."

share: