1. Flexible Work Arrangements
Top 10 Stubborn Myths Vs. Realities About Formal Flexibility
My name is Lisa Poelle. During this session, I will be introducing you to the topic of FWA’s and we‘ll be talking about the ground rules and guidelines for implementation of this type of business tool here at Time Warner.
Why is TW involved in this? How do we know it really works? How would it work for me or the people on my team? Those may be some of the questions you came in with today. Over the course of the next hour and a half, we’ll discuss these issues in detail and then provide you with materials in case you should choose to apply.
And, as they say in the theatre, now would be a good time to check that all of your electronic devices are turned off so we don’t experience any interruptions or distractions.

2. Top Ten FWA Myths – I Flexible schedules yield more pain than gain.
Offer FWAs and the floodgates will open.
Formal FWAs increase the risk of discrimination.
A person’s reason for wanting flex is the best basis for decisions.
There’s no way to know if telecommuters are actually working at home.
I would like to start us off with a quick round of introductions:
Then….
Let me provide you with some TW statistics:
TW started FWA in By end of 2006, TW had 50 people on FWA. We found that it was equally used by Men and Women and by all levels of the workforce. Turnover rate was 18% less for ees on FWA. More than 20% of all promotions that year in the Admin. Dept. were for ees on FWA. In the latest EE Satis. Survey and in focus groups, ees said they felt more respected, loyal, trusted, and supported when given FWA.
In addition to the Admin. Dept., this year, TW rolled out Flex to the Finance and Global Media Depts. So, there are currently about 70 people working on a formal Flex arrangement in Corp and we anticipate more before the end of the year.
Some of the divisions have rolled out their own flex programs to portions of their companies, specifically Time Inc and Southern Progress, and HBO. Other divisions are showing interest in moving forward with a Flex initiative of some type.
© Respectful Exits 2018

3. Top Ten FWA Myths – II
You can’t achieve consistency in decision-making
Managers can’t handle this burden.
Flexibility won’t work in a long-hours culture.
Our entitlement mentality makes saying “no” very difficult.
High performers don’t typically want flexible schedules
© Respectful Exits 2018

4. Stubborn Myths Vs. Realities about FWAs
Flexible work arrangements yield more pain than gain.
Reality
Yes—when they are done poorly, casually and with little regard for the business. Done with proven methods, they can be business-based, accountable processes that drive retention, efficiency, and business problem-solving.
© Respectful Exits 2018

5. Stubborn Myths Vs. Realities about FWAs
Offer FWAs and the floodgates will open.
Reality
This is highly unlikely. Hundreds of companies rolling out FWAs do not report a surge in first-year requests. Why? Most employees greet a major policy change by watching to see what happens to the early adopters. And people can’t change their schedules quickly and easily. Expect a trickle.
© Respectful Exits 2018

6. Stubborn Myths Vs. Realities about FWAs
Formal FWAs increase the risk of discrimination.
Reality
When flexibility is informal, discrimination is more likely. Untrained managers lacking clear guidance typically offer flexibility to one group: female employees with children. Others are not encouraged to apply. A business-based FWA process reduces the risk of discrimination.
© Respectful Exits 2018

7. Stubborn Myths Vs. Realities about FWAs
A person’s reason for wanting flex is the best basis for decisions.
Reality
A person’s reason is their motivation for wanting an FWA. Making it the company’s basis for decisions invites discriminatory practices and marginalizes FWAs. Basing decisions on business impact can expand the productive potential of FWAs and support managers.
© Respectful Exits 2018

8. Stubborn Myths Vs. Realities about FWAs
We won’t know if telecommuters are actually working at home.
Reality
If this becomes a problem, it reflects a far deeper managerial weakness: managing employees for showing up, not for outcomes. Telecommuting offers an opportunity to focus on properly directing and maximizing employee output. The question “Where are they?” can be replaced by “Have they met their goals today?”
© Respectful Exits 2018

9. Stubborn Myths Vs. Realities about FWAs
You can’t achieve consistency in decision-making.
Reality
Unless there is a coherent system in place, major inconsistency probably exists already. Clear standards for eligibility and decisions and a method for equal access to a fair process are steps toward eliminating inconsistency, not its source. Much greater consistency and the perception of fairness can be achieved.
© Respectful Exits 2018

10. Stubborn Myths Vs. Realities about FWAs
Managers can’t handle this burden.
Reality
An uncoordinated approach to flexible schedules is far more burdensome to managers—and employees—than clear thought-through principles and tools. A system allows manager support and training which reduce the greater burden of “making it up as you go along.” Clear business-based criteria for saying “yes” or “no” are comfortable terrain for any manager.
© Respectful Exits 2018

11. Stubborn Myths Vs. Realities about FWAs
This won’t work in a long-hours culture.
Reality
Redesigning schedules can and should enable the rethinking of how work gets done. Flexible schedules can simply reorganize how demanding workloads are organized—or help reduce unnecessary and redundant work. In a structured approach, if a proposed FWA reduces overall output or otherwise has a negative impact on the business, it should not be accepted.
© Respectful Exits 2018

12. Stubborn Myths Vs. Realities about FWAs
Our entitlement mentality makes saying “no” very difficult.
Reality
Two aspects of a healthy approach to FWAs counter entitlement: clear structure and a universal framework that causes employees to think through the impact of their proposals and supports managers to say “no” appropriately. Without this guidance, the entitlement mentality will drive dysfunctional forms of saying “yes.”
© Respectful Exits 2018

13. Stubborn Myths Vs. Realities about FWAs
High performers don’t typically want flexible schedules
Reality
While people at any performance level may want flexibility, high performers often have very high standards for themselves on and off the job. Their desire to excel at work, with families, or in continuing education makes them both likely and good candidates for FWAs. FWAs can be excellent retention tools for these employees.
© Respectful Exits 2018