Following the recent directive from the NSW Premier, Chris Minns, to work “primarily in an approved office,” many people have been left wondering: What does an authentically flexible workplace look like in 2024?
Promoting flexibility isn’t just about offering remote work or adjustable hours; it’s about creating a culture that truly values and supports diverse working styles.
Unfortunately, some companies mistakenly treat flexibility as a one-size-fits-all solution, failing to consider individual employee needs or the practical implications of their policies. Others use flexibility as a buzzword without genuinely committing to it.
We caught up with some of our Endorsed Employers to help you identify the red flags when weighing up just how flexible a workplace genuinely is – and the green flags they’re proudly waving to ensure flexibility remains a high-value benefit for their teams.
Employers: Displayr | Freightliner | Moonee Valley City Council | Powerlink Queensland
RED FLAG: A lack of essential tools and resources to support flexible opportunities.
It might seem like common sense, but when flexibility is thrown around as a buzzword, it’s essential to dig deeper and go beyond the ‘why join us’ bullet points on the job description. Merryn Tomlinson, Head of Talent at Displayr shares:
“First and foremost, be cautious of companies that do not provide essential tools or resources for effective remote work or flexible schedules, such as home office equipment reimbursements. This lack of support might indicate that the company does not value or facilitate flexible working arrangements.”
While flexible working opportunities should have some degree of flexibility (to pardon the pun) to meet individual needs, it’s still important that workplaces have the foundations in place. Simon Daniels, Head of HR – Intermodal Logistics & Central Services for Freightliner, adds:
“Many organizations talk about flexible or hybrid working, but this is often not supported by a defined policy or confirmed in writing and can become an agreed way of working between the manager and colleague. This can often result in a toxic work environment. It’s so important to have the foundations there to support everyone.”
GREEN FLAG: Defined, robust, and accessible policies in place.
So, how do you navigate this? One way is to ask questions – especially during the interview process – to check a company’s overall approach to flexible working. Madeline Morgan, Recruitment Lead for Powerlink Queensland, explains:
“Undefined or vague policies can often be a red flag. If details are not outlined clearly within an organization and are instead communicated informally, this can indicate that the organization is not fully committed to implementing or supporting flexible work. Here at Powerlink, we have well-defined and publicly accessible policies outlining the specifics of our flexible work arrangements. Our policies detail the options available – such as remote work, part-time, job share, and flexible hours- and explain the process for requesting and implementing these arrangements.”
Flexible working doesn’t always have to be something you ask for – and everyone benefits when there’s a defined policy in place. Madeline adds one way Powerlink Queensland achieves this:
“As a standard employment engagement, we offer a nine-day fortnight, something many of our employees love because of the accessible work-life balance it offers.”
RED FLAG: Flexible workers are often passed over for promotions and progression opportunities.
Regardless of the reason why, let’s face it – most people asking for these options are women, usually parents.
The Diversity Council Australia found that 57% of men reported using flexible work options in a 2023 report, compared with 72% of women.
A major red flag is how employees are treated if they need to work flexibly. Merryn Tomlinson of Displayr explains further:
“An important factor to consider is how employees who use flexible work options are treated. If these employees are consistently overlooked for promotions or key projects, it may reveal an underlying bias against flexible work practices. This can affect both career growth and job satisfaction.”
GREEN FLAG: Flexible opportunities are embraced by ALL (yes, even senior management).
If you want to avoid falling into the flexible worker bias trap, look for a company that embraces flexible working at all levels of the organization. Merryn shares how Displayr embraces this:
“We’re dedicated to fostering work-life balance through our comprehensive work-from-home policy. We provide all employees with the necessary resources to create a productive home office environment. Our commitment to flexibility extends to our leadership team, where some members work part-time. This reflects our inclusive approach and reassures job seekers that utilizing flexible work options will not negatively impact their career progression at Displayr. Here, flexibility and professional growth are seamlessly integrated, creating an environment where both can thrive.”
A leadership team proactively utilizing flexible working is a big sign that things are done differently. Amy Acciarito, Head of Human Resources at Moonee Valley City Council, adds:
“An organization’s support of its current leadership team to work flexibly and the internal promotion of employees currently accessing flexible work options provides an opportunity to lead by example and supports the future career aspirations and retention rates of valuable employees who work flexibly.”
RED FLAG: ‘Mandated’ or rigid core hours that limit authentic flexibility.
In some roles and industries, there are set times when you need to be available to fulfill the core functions of your role.
But there is a but; Madeline Morgan from Powerlink Queensland explains:
“Even if there are core hours, this should always be up for discussion – things change after all. Rigid core hours can limit the flexibility of when work can be done. We all know that with some roles, work needs to be performed at a certain time. However, for many roles – when and how the work gets done can be fluid. Having mandatory hours that closely resemble a traditional 9 – 5 schedule (even if remote work is allowed) can undermine the flexibility offered.”
For Amy at Moonee Valley City Council, this one comes back to a lack of formal policies or procedures that help employees know what’s available to them:
“This can mean the organization is saying all the right things; however, in reality, there aren’t mechanisms for employees to access flexibility options, or the process to apply is too difficult.”
GREEN FLAG: Your employer works WITH you to ensure flexible opportunities work for you and the business.
Ultimately, the key to authentic flexibility is in the word itself – it’s about employers being flexible to understand what employees need and being open to the conversation about how to help make this happen. Amy shares:
“An organization can show its support of flexibility by being primarily outcome-focused. While for some roles, set hours of work and location are unavoidable, many positions encompass tasks that can be completed at times that suit individuals who have competing work and life responsibilities. The support of this, and working through options that could work for both employees and the organization, shows a direct link to understanding that flexibility can be tailored to suit most roles and employees.”
It’s also worth remembering that flexible work options should benefit different people for different reasons. Whether you’re a parent or taking on carer responsibilities, looking to pursue personal development opportunities like further study, living with a disability, or simply looking to find more work-life balance – no reason should be more valid than another when it comes to asking for what you need in the workplace.
Flexible Working Case Study: Meet Lynn Crump, Head of Communications at Freightliner
When Lynn reached retirement age, she knew she wasn’t ready to leave her career behind just yet, but she also knew she wanted more time for family life. She approached Freightliner with a request to reduce her work days. Here’s how it went for her:
I’ve worked as Freightliner’s Head of Communications for approaching nine years following my first foray into Rail as Communications Manager at Heathrow Express and 20 years at NatWest/RBS. I am also a mum of two and grandmother to three!
My role is very varied. In addition to managing internal communications, I am responsible for managing the company’s charity donations and local community sponsorships, which I really love as it keeps me connected to our colleagues and what they get up to outside of their work roles. Freightliner is great at supporting local charities nominated by colleagues each year and also by matching staff fundraising activities.
Because of my knowledge of the business and industry, I’m also able to support the external communications/marketing team. I’ve also taken on the role of joint diversity, equality, and inclusion champion for Freightliner and am part of an early-year engagement group for the industry. So, all in all, a varied and challenging role but one that I have thoroughly enjoyed and found to be completely fulfilling since I joined Freightliner in 2015.
When I reached retirement age in March this year, I wasn’t ready to hang up my boots just yet. I wanted more time to myself to share with my three grandchildren and to do a range of things that I never got around to doing. As a result, I applied for flexible work on a part-time basis, three days a week.
Not surprisingly, I had to put together a business case on how this could work for me and the Communications team. I submitted it to my line manager and subsequently submitted it to our HR director for approval. I am delighted to say that my request was approved on a trial basis and is working really well. Working part-time has had a really positive impact on my work-life balance, and I can’t stop telling colleagues how much I am enjoying life!
Now, I can give back my knowledge and skills and continue learning new ones in the role I do – a win-win for everyone!
