1. SHRM Survey Findings: Workplace Flexibility for Select Populations
April 26 , 2012

2. Definitions
Disabled worker: employee with a disability that qualifies under the Americans with Disabilities Act (ADA).
Low-wage/hourly worker: employee earning $15.50/hour or less.

3. Key Findings Disabled workers
Do organizations currently employ individuals with disabilities that qualify under the Americans with Disabilities Act (ADA)? Nearly two-thirds (65%) of organizations currently employ individuals with disabilities that qualify under the ADA. Almost one-half (47%) of the organizations have also created flexible work arrangements specifically for this population. Of the organizations that do not currently employ individuals with ADA-qualified disabilities, one-third (33%) indicated that they would provide flexible work arrangements if requested, while 65% indicated that the decision would be made on a case-by-case basis.
What type of flexible work arrangements does your organization offer for employees with ADA-qualified disabilities? Among organizations that employ individuals with ADA-qualified disabilities and offer flexible work arrangements specifically created for these employees, the most common flexible work arrangement was reduced work hours (60%). Organizations also provided traditional flextime (59%), telecommuting/ working from home options (55%) and break arrangements (47%).

4. Key Findings
Veterans
How likely are organizations to provide flexible work arrangements for veterans? Among the organizations that do not currently employ any veterans, 23% indicated that they would provide flexible work arrangements if a veteran requested such arrangements, while 73% of organizations indicated that the decision would be made on a case-by-case basis. Organizations that already employ and provide veteran employees with flexible work arrangements typically offer shift flexibility (66%), last-minute flexibility (55%), traditional flextime (52%) and telecommuting/work from home options (52%).
What are the obstacles to implementing flexible work arrangements for veteran employees? Approximately one-third (35%) of organizations had concerns about providing equal treatment for all employees. Other challenges in implementing flexible work arrangements for veteran employees included ensuring that the work is done/satisfying the customer (30%) and the impracticality given the nature of jobs in the organization’s industry (25%).

5. Key Findings Low-Wage/Hourly Workers
Do organizations currently employ low-wage/hourly workers? Approximately three-quarters of organizations (78%) employ low-wage/hourly workers. Of these organizations, one-quarter (25%) have created and implemented flexible work arrangements specifically for these employees.
What flexible work arrangements do organizations offer specifically for low-wage/hourly employees? Nearly three-quarters of organizations (71%) offer reduced work hours for their low-wage/hourly workers. Other common flexible work arrangements provided to low-wage/hourly employees include traditional flextime (61%), shift flexibility (59%), break arrangements (51%) and leave for caregiving (51%).

6. Key Findings Parents With Dependent Care Responsibilities
Do organizations design flexible work arrangements specifically for employees who are parents with dependent care responsibilities? Roughly one-third of organizations (32%) indicated that they have created and implemented flexible work arrangements specifically for this population. According to these organizations, the most common flexible work arrangements are traditional flextime (73%), last-minute flexibility (65%), reduced work hours (57%) and leave for caregiving (57%).
Have organizations used flexible work arrangements as a means to recruit parents with dependent care responsibilities? The majority of organizations (96%) indicated that they do not make any special effort beyond what they do to recruit all employees. HR professionals report that the main obstacles to implementing flexible work arrangements are equal treatment for all employees (40%), ensuring work is done/satisfying the customer (37%), difficulty in supervising employees (30%) and possible co-worker resentment (30%).

7. Disabled Workers

8.   Does your organization currently employ any individuals with disabilities that qualify under the Americans with Disabilities Act (ADA)?
Note: n = 422. Respondents who answered “Don’t know” were excluded from this analysis.

9. Comparison by organization staff size
Does your organization currently employ any individuals with disabilities that qualify under the ADA?
Comparisons by organization staff size
Organizations with 500 to 24,999 employees are more likely than organizations with 1 to 499 employees to currently employ any individuals with disabilities that qualify under the ADA.
Comparison by organization staff size
500 to 2,499 employees (81%)
2,500 to 24,999 employees (86%)
>
1 to 99 employees (38%)
100 to 499 employees (58%)
Note: Only statistically significant differences are shown.

10.   Has your organization created and implemented any flexible work arrangements specifically for your employees who are individuals with disabilities that qualify under the ADA?
Note: n = 217. Respondents who answered “Don’t know” were excluded from this analysis. Only respondents whose organizations currently employ individuals with disabilities were asked this question.

11. What flexible work arrangements does your organization offer specifically for your employees who are individuals with ADA-qualified disabilities?
Percentage
Reduced work hours (e.g., less than full-time, part-time)
60%
Traditional flextime (allowing employees to periodically change starting and quitting times within some range of hours)
59%
Telecommuting/working from home
55%
Break arrangements (giving employees some control over when they take breaks—e.g., employees and employers create a mutual agreement on when employees are allowed to take breaks, allowing for more flexibility)
47%
Last-minute flexibility (allowing employees to take time off during the workday to attend to important family or personal needs without losing pay)
43%
Shift flexibility (allowing employees to coordinate with co-workers to adjust their schedules by trading, dropping or picking up shifts)
40%
Leave for caregiving (e.g., caring for a sick child, elder care; this leave goes beyond the maternity, paternity or adoption leave policies)
38%
Compressed workweek (working longer hours on fewer days for at least part of the year)
24%
Alternative location arrangements (working at a hub or other site that isn’t at the employee’s home or the organization’s workplace)
20%
Alternative or modified work assignments* 3%
Other 9%
Note: n = 98. Only respondents whose organizations employ individuals with disabilities and have created and implemented flexible work arrangements specifically for those employees were asked this question. Percentages do not equal 100% due to multiple response options. An asterisk (*) indicates that this response option was developed from open-ended responses.

12.   Would your organization provide flexible work arrangements if an individual with an ADA-qualified disability requested such arrangements?
Note: n = 151. Respondents who answered “Don’t know” were excluded from this analysis. Only respondents whose organizations currently employ individuals with disabilities but have not created or implemented any specific flexibility options for individuals with disabilities were asked this question.

13. If your organization hired an individual with an ADA-qualified disability, would it provide flexible work arrangements upon the employee’s request?
Note: n = 207. Respondents who answered “Don’t know” were excluded from this analysis. Only respondents whose organizations do not currently employ individuals with disabilities were asked this question.

14. Does your organization actively recruit employees with ADA-qualified disabilities?
Note: n = 347. Respondents who answered “Don’t know” were excluded from this analysis.

15. Does your organization actively recruit employees with ADA-qualified disabilities?
Comparisons by organization staff size
Organizations with 2,500 to 24,999 employees are more likely than organizations with 1 to 99 employees to actively recruit employees with ADA-qualified disabilities.
Comparison by organization staff size
2,500 to 24,999 employees (37%)
>
1 to 99 employees (13%)
Comparisons by organization sector
Publicly owned for-profit and nonprofit organizations are more likely than privately owned for-profit organizations to actively recruit employees with ADA-qualified disabilities.
Comparison by organization sector
Publicly owned for-profit (38%)
Nonprofit (38%)
>
Privately owned for-profit (16%)
Note: Only statistically significant differences are shown.

16. Has your organization used flexible work arrangements as a means to specifically recruit ADA-qualified disabled individuals?
Note: n = 127. Respondents who answered “Don’t know” were excluded from this analysis. Only respondents whose organizations actively recruit individuals with disabilities and those who didn’t know if their organizations actively recruit individuals with disabilities were asked this question.

17. Does your organization actively attempt to retain employees with ADA-qualified disabilities?
Note: n = 396. Respondents who answered “Don’t know” were excluded from this analysis.

18. Does your organization offer any supervisor/managerial training related to support for disabled workers’ workplace flexibility?
Note: n = 375. Respondents who answered “Don’t know” were excluded from this analysis.

19. Comparison by organization staff size
Does your organization offer any supervisor/managerial training related to support for disabled workers’ workplace flexibility?
Comparisons by organization staff size
Organizations with 25,000 or more employees are more likely than organizations with 1 to 499 employees to offer supervisor/managerial training related to support for disabled workers’ workplace flexibility.
Comparison by organization staff size
25,000 or more employees (58%)
>
1 to 99 employees (16%)
100 to 499 employees (21%)
Note: Only statistically significant differences are shown.

20. What are the main obstacles to implementing flexible work arrangements for disabled workers?
Percentage
Ensuring equal treatment for all employees
34%
Ensuring work is done/satisfying the customer
32%
Impractical given the nature of jobs in our industry
26%
Job requirements/workload do not allow
Difficulty supervising employees who work from home, managing changes in schedule
25%
Haven't heard about the need for these programs and policies from employees
21%
Potential abuse (e.g., absenteeism)
18%
Potential loss of productivity
17%
Possible co-worker resentment
16%
Small organization/few employees
15%
Lack of organizational/senior management support
13%
Lack of staff
Note: n = 399. Percentages do not equal 100% due to multiple response options.

21. What are the main obstacles to implementing flexible work arrangements for disabled workers? (continued)
Percentage
Administrative hassles
12%
Inflexible work arrangements
10%
Union considerations 9%
Managers don't want these policies and programs 7%
Costs too much/limited funds 6%
Lack of information about these programs and policies
Liability
Time constraints
Employment laws restrict the arrangements that can be offered 4%
Not a cost-effective investment
We had a negative experience in a prior effort 1%
There are no business obstacles
Note: n = 399. Percentages do not equal 100% due to multiple response options.

22. Veterans

23. Does your organization currently employ any veterans?
Note: n = 403. Respondents who answered “Don’t know” were excluded from this analysis.

24. Does your organization currently employ any veterans?
Comparisons by organization staff size
Organizations with 100 to 2,499 employees are more likely than organizations with 1 to 99 employees to currently employ veterans.
Comparisons by organization staff size
100 to 499 employees (91%)
500 to 2,499 employees (99%)
>
1 to 99 employees (63%)
Note: Only statistically significant differences are shown.

25. Has your organization created and implemented any flexible work arrangements specifically for employees who are veterans?
Note: n = 295. Respondents who answered “Don’t know” were excluded from this analysis. Only respondents whose organizations currently employs veterans were asked this question.

26. What flexible work arrangements does your organization offer specifically for your employees who are veterans?
Percentage
Shift flexibility (allowing employees to coordinate with co-workers to adjust their schedules by trading, dropping or picking up shifts)
66%
Last-minute flexibility (allowing employees to take time off during the workday to attend to important family or personal needs without losing pay)
55%
Telecommuting/working from home
52%
Traditional flextime (allowing employees to periodically change starting and quitting times within some range of hours)
Leave for caregiving (e.g., caring for a sick child, elder care; this leave goes beyond the maternity, paternity or adoption leave policies )
48%
Compressed workweek (working longer hours on fewer days for at least part of the year)
Reduced work hours (e.g., less than full-time, part-time)
41%
Break arrangements (giving employees some control over when they take breaks—e.g., employees and employers create a mutual agreement on when employees are allowed to take breaks, allowing for more flexibility)
Alternative location arrangements (working at a hub or other site that isn’t at the employee’s home or the organization’s workplace)
21%
Military leave policy/military time off* 7%
Other
Note: n = 29. Only respondents whose organizations currently employ veterans and have created and implemented flexible work arrangements specifically for those employees were asked this question. Percentages do not equal 100% due to multiple response options. An asterisk (*) indicates that this response option was developed from open-ended responses.

27. Would your organization provide flexible work arrangements if a veteran requested such arrangements?
Note: n = 300. Respondents who answered “Don’t know” were excluded from this analysis. Only respondents whose organizations currently employ veterans, but have not created or implemented any specific flexibility options for veterans were asked this question.

28. If your organization hired a veteran, would it provide flexible work arrangements upon the employee’s request?
Note: n = 92. Respondents who answered “Don’t know” were excluded from this analysis. Only respondents whose organizations do not currently employ veterans were asked this question. Percentages do not equal 100% due to rounding.

29. Does your organization actively recruit veterans?
Note: n = 377. Respondents who answered “Don’t know” were excluded from this analysis.

30. Does your organization actively recruit veterans?
Comparisons by organization staff size
Organizations with 100 or more employees are more likely than organizations with 1 to 99 employees to actively recruit veterans.
Comparisons by organization staff size
100 to 499 employees (42%)
500 to 2,500 employees (44%)
2,500 to 24,999 employees (55%)
25,000 or more employees (75%)
>
1 to 99 employees (21%)
Comparisons by organization sector
Publicly owned for-profit organizations are more likely than nonprofit and privately owned for-profit organizations to actively recruit veterans.
Comparisons by organization sector
Publicly owned for-profit (60%)
>
Nonprofit (32%)
Privately owned for-profit (34%)
Note: Only statistically significant differences are shown.

31. Has your organization used flexible work arrangements as a means to specifically recruit veterans?
Note: n = 134. Respondents who answered “Don’t know” were excluded from this analysis. Only respondents whose organizations actively recruit veterans and those who didn’t know if their organizations actively recruit veterans were asked this question.

32. Does your organization actively attempt to retain veterans?
Note: n = 401. Respondents who answered “Don’t know” were excluded from this analysis.

33. Does your organization actively attempt to retain veterans?
Comparisons by organization staff size
Organizations with 2,500 to 24,999 employees are more likely than organizations with 1 to 99 employees to actively attempt to retain veterans.
Comparisons by organization staff size
2,500 to 24,999 employees (34%)
>
1 to 99 employees (11%)
Note: Only statistically significant differences are shown.

34. Does your organization offer any supervisor/managerial training related to support for veteran workplace flexibility?
Note: n = 364. Respondents who answered “Don’t know” were excluded from this analysis. Percentages do no equal 100% due to rounding.

35. What are the main obstacles to implementing flexible work arrangements for veterans?
Percentage
Ensuring equal treatment for all employees
35%
Ensuring work is done/satisfying the customer
30%
Impractical given the nature of jobs in our industry
25%
Difficulty supervising employees who work from home, managing changes in schedule
24%
Job requirements/workload do not allow
Haven't heard about the need for these programs and policies from employees
22%
Potential loss of productivity
19%
Potential abuse (e.g., absenteeism, etc.)
18%
Possible co-worker resentment
16%
Small organization/few employees
15%
Lack of staff
13%
Lack of organizational/senior management support
12%
Note: n = 399. Percentages do not equal 100% due to multiple response options.

36. What are the main obstacles to implementing flexible work arrangements for veterans? (continued)
Percentage
Administrative hassles 9%
Inflexible work arrangements 8%
Union considerations
Lack of information about these programs and policies 7%
Managers don't want these policies and programs
Time constraints 5%
Costs too much/limited funds 4%
Liability
Not a cost-effective investment
Employment laws restrict the arrangements that can be offered 3%
We had a negative experience in a prior effort 1%
There are no business obstacles
10%
Note: n = 399. Percentages do not equal 100% due to multiple response options.

37. Low-Wage/Hourly Workers

38. Does your organization currently employ any low-wage/hourly workers?
Note: n = 427. Respondents who answered “Don’t know” were excluded from this analysis.

39. Does your organization currently employ any low-wage/hourly workers?
Comparisons by organization staff size
Organizations with 500 to 24,999 employees are more likely than organizations with 1 to 99 employees to currently employ low-wage/hourly workers.
Comparisons by organization staff size
500 to 2,500 employees (89%)
2,500 to 24,999 employees (88%)
>
1 to 99 employees (63%)
Note: Only statistically significant differences are shown.

40. Has your organization created and implemented any flexible work arrangements specifically for your employees who are low-wage/hourly workers?
Note: n = 310. Respondents who answered “Don’t know” were excluded from this analysis. Only respondents whose organizations currently employ low-wage/hourly workers were asked this question.

41. What flexible work arrangements does your organization offer specifically for employees who are low-wage/hourly workers?
Percentage
Reduced work hours (e.g., less than full-time, part-time)
71%
Traditional flextime (allowing employees to periodically change starting and quitting times within some range of hours)
61%
Shift flexibility (allowing employees to coordinate with co-workers to adjust their schedules by trading, dropping or picking up shifts)
59%
Leave for caregiving (e.g., caring for a sick child, elder care; this leave goes beyond the maternity, paternity or adoption leave policies)
51%
Break arrangements (giving employees some control over when they take breaks—e.g., employees and employers create a mutual agreement on when employees are allowed to take breaks, allowing for more flexibility)
Last-minute flexibility (allowing employees to take time off during the workday to attend to important family or personal needs without losing pay)
47%
Compressed workweek (working longer hours on fewer days for at least part of the year)
42%
Telecommuting/working from home
21%
Alternative location arrangements (working at a hub or other site that isn’t at the employee’s home or the organization’s workplace)
13%
Other 4%
Note: n = 76. Only respondents whose organizations currently employ low-wage/hourly workers and have created and implemented flexible work arrangements specifically for those employees were asked this question. Percentages do not equal 100% due to multiple response options.

42. Would your organization provide flexible work arrangements if a low-wage/hourly worker requested such arrangements?
Note: n = 241. Respondents who answered “Don’t know” were excluded from this analysis. Only respondents whose organizations currently employ low-wage/hourly workers, but have not created or implemented any flexible work arrangements specifically for those employees were asked this question.

43. If your organization hired a low-wage/hourly worker, would it provide flexible work arrangements upon the employee’s request?
Note: n = 88. Respondents who answered “Don’t know” were excluded from this analysis. Only respondents whose organizations do not currently employ low-wage/hourly workers were asked this question. Percentages do not equal 100% due to rounding.

44. Does your organization actively recruit low-wage/hourly workers?
Note: n = 402. Respondents who answered “Don’t know” were excluded from this analysis.

45. Does your organization actively recruit low-wage/hourly workers?
Comparisons by organization staff size
Larger organizations with 100 or more employees are more likely than organizations with 1 to 99 employees to actively recruit low-wage/hourly workers.
Comparisons by organization staff size
100 to 499 employees (59%)
500 to 2,500 employees (68%)
2,500 to 24,999 employees (66%)
25,000 or more employees (79%)
>
1 to 99 employees (31%)
Note: Only statistically significant differences are shown.

46. Has your organization used flexible work arrangements as a means to specifically recruit low-wage/hourly workers?
Note: n = 218. Respondents who answered “Don’t know” were excluded from this analysis. Only respondents whose organizations actively recruit low-wage/hourly workers and those who didn’t know if their organizations actively recruit low-wage/hourly workers were asked this question.

47. Does your organization actively attempt to retain low-wage/hourly workers?
Note: n = 380. Respondents who answered “Don’t know” were excluded from this analysis.

48. Comparisons by organization staff size
Does your organization actively attempt to retain low-wage/hourly workers?
Comparisons by organization staff size
Organizations with 500 to 2,500 and 25,000 or more employees are more likely than organizations with 1 to 99 employees to actively attempt to retain low-wage/hourly workers.
Comparisons by organization staff size
500 to 2,500 employees (73%)
25,000 or more employees (92%)
>
1 to 99 employees (48%)
Note: Only statistically significant differences are shown.

49. What are the main obstacles to implementing flexible work arrangements for low-wage/hourly workers?
Percentage
Ensuring equal treatment for all employees
37%
Ensuring work is done/satisfying the customer
34%
Job requirements/workload do not allow
32%
Impractical given the nature of jobs in our industry
31%
Difficulty supervising employees who work from home, managing changes in schedule
27%
Potential abuse (e.g., absenteeism)
26%
Potential loss of productivity
24%
Possible co-worker resentment
21%
Haven't heard about the need for these programs and policies from employees
20%
Lack of staff
17%
Small organization/few employees
15%
Lack of organizational/senior management support
14%
Note: n = 399. Percentages do not equal 100% due to multiple response options.

50. What are the main obstacles to implementing flexible work arrangements for low-wage/hourly workers? (continued)
Percentage
Inflexible work arrangements
12%
Administrative hassles
10%
Managers don't want these policies and programs 8%
Union considerations
Time constraints 7%
Lack of information about these programs and policies 6%
Not a cost-effective investment
Costs too much/limited funds 4%
Employment laws restrict the arrangements that can be offered
Liability 3%
We had a negative experience in a prior effort 1%
There are no business obstacles
Note: n = 399. Percentages do not equal 100% due to multiple response options.

51. Parents With Dependent Care Responsibilities

52. Has your organization created and implemented any flexible work arrangements specifically for your employees who are parents with dependent care responsibilities?
Note: n = 382. Respondents who answered “Don’t know” were excluded from this analysis.

53. What flexible work arrangements does your organization offer specifically for your employees who are parents with dependent care responsibilities?
Percentage
Traditional flextime (allowing employees to periodically change starting and quitting times within some range of hours)
73%
Last-minute flexibility (allowing employees to take time off during the workday to attend to important family or personal needs without losing pay)
65%
Reduced work hours (e.g., less than full-time, part-time)
57%
Leave for caregiving (e.g., caring for a sick child, elder care; this leave goes beyond the maternity, paternity or adoption leave policies)
Telecommuting/working from home
56%
Break arrangements (giving employees some control over when they take breaks—e.g., employees and employers create a mutual agreement on when employees are allowed to take breaks, allowing for more flexibility)
51%
Shift flexibility (allowing employees to coordinate with co-workers to adjust their schedules by trading, dropping or picking up shifts)
48%
Compressed workweek (working longer hours on fewer days for at least part of the year)
39%
Alternative location arrangements (working at a hub or other site that isn’t at the employee’s home or the organization’s workplace)
17%
Other 6%
Note: n = 122. Only respondents whose organizations currently employ parents with dependent care responsibilities and have created and implemented flexible work arrangements specifically for these employees were asked this question. Percentages do not equal 100% due to multiple response options.

54. Would you provide flexible work arrangements if employees who are parents with dependent care responsibilities requested such arrangements?
Note: n = 289. Respondents who answered “Don’t know” were excluded from this analysis. Only respondents whose organizations have not created or implemented flexible work arrangements specifically for parents with dependent care responsibilities were asked this question.

55. Does your organization actively recruit parents with dependent care responsibilities?
Note: n = 400. Respondents who answered “Don’t know” were excluded from this analysis. Percentages do not equal 100% due to rounding.

56. Does your organization actively attempt to retain parents with dependent care responsibilities?
Note: n = 408. Respondents who answered “Don’t know” were excluded from this analysis.

57. Has your organization made any special effort to ask fathers what they need in terms of workplace flexibility?
Note: n = 371. Respondents who answered “Don’t know” were excluded from this analysis.

58. What are the main obstacles to implementing flexible work arrangements for parents with dependent care responsibilities?
Percentage
Ensuring equal treatment for all employees
40%
Ensuring work is done/satisfying the customer
37%
Possible co-worker resentment
30%
Difficulty supervising employees who work from home, managing changes in schedule
Impractical given the nature of jobs in our industry
28%
Job requirements/workload do not allow
27%
Potential abuse (e.g., absenteeism, etc.)
26%
Potential loss of productivity
22%
Haven't heard about the need for these programs and policies from employees
19%
Lack of staff
16%
Small organization/few employees
15%
Lack of organizational/senior management support
14%
Note: n = 399. Percentages do not equal 100% due to multiple response options.

59. What are the main obstacles to implementing flexible work arrangements for parents with dependent care responsibilities? (continued)
Percentage
Administrative hassles
13%
Inflexible work arrangements
11%
Union considerations 9%
Managers don't want these policies and programs 8%
Lack of information about these programs and policies 6%
Time constraints
Costs too much/limited funds 5%
Not a cost-effective investment
Liability 4%
Employment laws restrict the arrangements that can be offered 3%
We had a negative experience in a prior effort 1%
There are no business obstacles
Note: n = 399. Percentages do not equal 100% due to multiple response options.

60. Demographics: Organization Industry
Percentage
Manufacturing
23%
Health care and social assistance
15%
Professional, scientific and technical services
Educational services 9%
Public administration
Finance and insurance 7%
Construction 5%
Retail trade
Accommodation and food services 4%
Administrative and support and waste management and remediation services
Information
n = 390. Percentages may not equal 100% due to multiple response options.

61. Demographics: Organization Industry (continued)
Percentage
Transportation and warehousing 4%
Religious, grant-making, civic, professional and similar organizations 3%
Repair and maintenance
Wholesale trade
Arts, entertainment and recreation 2%
Mining
Real estate rental and leasing
Utilities
Agriculture, forestry, fishing and hunting 1%
Personal and laundry services
Other 9%
n = 390. Percentages may not equal 100% due to multiple response options.

62. Demographics: Organization Sector
Note: n = 387. Percentages may not equal 100% due to rounding.

63. Demographics: Organization Staff Size

64. Demographics: Other
Does your organization have U.S.-based operations (business units) only, or does it operate multinationally?
U.S.-based operations only
74%
Multinational operations
26%
n = 385
Is your organization a single-unit organization or a multi-unit organization?
Single-unit company: An organization in which the location and the organization are one and the same
35%
Multi-unit organization: An organization that has more than one location
65%
n = 391
What is the HR department/function for which you responded throughout this survey?
Corporate (companywide)
68%
Business unit/division
15%
Facility/location
17%
n = 269
For multi-unit organizations, are HR policies and practices determined by the multi-unit corporate headquarters, by each work location or both?
Multi-unit headquarters determines HR policies and practices
52%
Each work location determines HR policies and practices 4%
A combination of both the work location and the multi-unit headquarters determine HR policies and practices
44%
n = 270

65. SHRM Survey Findings: Workplace Flexibility for Select Populations
Methodology
Response rate = 18%
Sample composed of 509 randomly selected HR professionals from SHRM’s membership
Margin of error +/- 4%
Survey fielded February 8-27, 2012
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Project leader:
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Project contributors:
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