BOOK Summary: The End of Work as We Know It

by Nadine Mockler and Laurie Young with Arlene Matthews, published in 2002

10 Points for the W2W Community from The End of Work as We Know It

1. For employers flexible employment makes sense in both good times and bad. In bad times it is viewed as cost-effective staffing. In good times it becomes a way to retain your best employees in a tight job market.
   • Technology has changed work dramatically, but even so, the when and where of work have not changed.
   • Flexible employment can actually extend coverage for an employer. Employees who share jobs can work under an arrangement where 52 full weeks are covered per year and sick days are virtually non-existent.

2. In a Wall Street Journal interview Harvard sociobiologist Edward O. Wilson called some flexible work alternatives “the most heartening and healthful trends…in social evolution and cultural evolution.” He added, “It is more like our species evolved. You can interweave your family and your contacts with business all through the day.”
   • A Wall Street millennial prediction stated, “The values workers place on time vs. money will continue to shift in favor of time.”

3. In a survey of 352 Human Resource professionals the American Management Association (AMA) found flexible schedules were a more effective retention tool than stock options, pay for performance, and bonuses.

4. The authors conducted a side-by-side survey of 200 employees with a flexible work arrangement and their managers. Fifty-six percent of the employees reported that the flexible workers were more productive employees than their full-time counterparts. The remaining 44% were rated with the same productivity. None were rated as less productive.

5. Employers begin to embrace more flexible solutions when they start looking at jobs as a series of results rather than a set of hours or a salary they are willing to pay.
   • Work expands to fill the time allotted – both employers and workers can win by keeping this in mind.

6. Flexible work is not for everyone. Those that do it best answer yes to the following questions: Are you a self-starter? Are you able to tolerate less socializing with co-workers? Are you focused and well organized? Are you efficient and results oriented? Are you apolitical? Are you a good communicator? Are you available? Are you flexible and innovative? Do you know when to stop?

7. Rebutting the 6 myths held by employers about flexible work:
   • “If I give it to one person, everyone will want it.”
     • History tells us this is untrue. Many people like working 9 to 5. The employer and managers may also find they like the new arrangement.
   • “Professionals who want to work part-time aren’t committed.”
     • The authors’ surveys indicate that this isn’t true. Often flexible workers are more committed because they are dedicated to making the arrangement work.
   • “I can’t get along without full-time coverage.”
     • Employers who voice this concern should consider job-sharing. In addition to filling a full-time position, the employer gets more flexibility in the skills/experiences going into the job.
   • “I can’t manage someone who isn’t there.”
     • Supervising and managing are two different things. A combination of technology (beepers, cell phones) and a results oriented outlook solve this problem. In the end, it comes down to the quality of the individual in the position.
   • “We tried it – we didn’t like it.”
     • Follow this comment with questions. Was it the employee or the flexible work arrangement? What was the communication strategy? Why didn’t it work?
   • “We already offer flexibility, sort of?
     • Many policies firms offer are actually for helping employees stay at the office longer – day care, dry cleaning, concierge services. These services don’t truly offer employees a balanced life.
8. Management and the employee should seriously consider the home work environment. Both sides should establish rules about when and how often they can communicate, there should be a separate work line from the home line, and childcare arrangements should be transparent – telecommuting is not a way to save on babysitting costs.
   • If you are telecommuting try not to be defensive about your work arrangement. Many people overcompensate and checking e-mail becomes an obsession. Set reasonable expectations and stick to them.
9. Successful implementation of flexible policies requires formalization of the policies. By formalizing policies an organization can market them, implement according to company-wide standards, and objectively evaluate results.
10. In some cases, flexible policies such as telecommuting fail because of dishonesty. By trying to hide the fact that workers are at home or unavailable on certain days, customers become confused and frustrated. By being transparent, but offering solutions, such as, “I won’t be in that day, but ___ can help you,” clients will feel differently about the relationship.