FAQs - Cover at Work
Some of our people are “key” people, and we struggle when they are not available – say on a flexi day.
This is a senior management issue. Irrespective of flexitime, it's not a good situation where:
- The tasks of “key” people cannot be accommodated by others for a period ranging between some hours and a day.
- Again, contrasting with the arbitrary 9 to 5 day or a fixed shift, the concept of flexitime encourages people to plan their time more – which is good from the organisation's perspective. This includes key people and those they report to. The VisionTimeWeb system helps this process invaluably, through for example, providing the various parties with access to projected information on which to base decisions about how best to utilise working time.
- The notion of being seemingly indispensable, whereby, for instance,certain execs cannot be missed for a half a day a month or for a Flexible Leave day, is surely even less challenging than what happens when they take Annual Leave. For example, they are most likely already earned through a build up of time.
- Under the controlled conditions that apply in a properly constituted flexitime scheme (i.e with a full and agreed set of guideline), even whereby a manager takes Flexible Leave for a day or half day, it helps the department to function more effectively in the long run. This is partially because other members of staff have to routinely know and understand what goes on in his/her absence.
So a hidden benefit of flexible working hours is where an element of upskilling that has been reported.
This can also be the beginning of work participation – which can be tapped. This is particularly true following the point at where flexitime is being launched in the organisation, when people are already showing an openness to new ideas.
When considering the effects of flexiblity vis a vis the vital working processes of the organisation, it can become obvious that some employees can be afforded less flexibility than others because of their work responsibilities. However, even for those employees with such responsiblities, FlexTime has worked out techniques and then associated software progammes to those techniques, which can offer a type of restricted flexiblity. Such flexiblity, is nonetheless valaud by employees and supervisors alike, and is highly effective for the organisation too.
Also, it is amazing how people will co-operate to protect their own flexibility.
Some of our people are “key” people, and we struggle when they are not available – say on a flexi day.
This is a senior management issue. Irrespective of flexitime, it's not a good situation where:
- The tasks of “key” people cannot be accommodated by others for a period ranging between some hours and a day.
- Again, contrasting with the arbitrary 9 to 5 day or a fixed shift, the concept of flexitime encourages people to plan their time more – which is good from the organisation's perspective. This includes key people and those they report to. The VisionTimeWeb system helps this process invaluably, through for example, providing the various parties with access to projected information on which to base decisions about how best to utilise working time.
- The notion of being seemingly indispensable, whereby, for instance,certain execs cannot be missed for a half a day a month or for a Flexible Leave day, is surely even less challenging than what happens when they take Annual Leave. For example, they are most likely already earned through a build up of time.
- Under the controlled conditions that apply in a properly constituted flexitime scheme (i.e with a full and agreed set of guideline), even whereby a manager takes Flexible Leave for a day or half day, it helps the department to function more effectively in the long run. This is partially because other members of staff have to routinely know and understand what goes on in his/her absence.
A hidden benefit of flexible working hours is where an element of up-skilling that has been reported.
This can also be the beginning of work participation – which can be tapped. This is particularly true following the point at where flexitime is being launched in the organisation, when people are already showing an openness to new ideas.
When considering the effects of flexibility vis a vis the vital working processes of the organisation, it can become obvious that some employees can be afforded less flexibility than others because of their work responsibilities. However, even for those employees with such responsibilities, FlexTime has worked out techniques and then associated software progammes to those techniques, which can offer a type of restricted flexibility. Such flexibility, is nonetheless valued by employees and supervisors alike, and is highly effective for the organisation too.
Also, it is amazing how people will co-operate to protect their own flexibility.