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Secret Diary of an Entrepreneur

A London-based entrepreneur blogs for MT on life as a small business owner.

Secret Diary of an Entrepreneur: Not a flexible friend   

A few people asked me this week how I normally deal with flexible working, given our discussion last week about snowed-in staff working from home. Well, I have a confession to make: I know it's not very progressive for me to admit to this, but I really don't like it. In fact, I'd go so far as to say that my heart sinks every time someone brings the subject comes up.

It's not that I don't trust people to work hard when they're away from my steely glare. Well, ok - it's precisely that, in some cases. I was only thinking the other day about one person in particular - now very much an ex-employee - who used to develop a sudden obsession with home-working every time England were playing a cricket series (then again, he spent the whole time following it online when he was in the office, so I suppose it's as broad as it's long). When people see flexible working as a synonym for 'working in front of the TV in pyjamas', it’s always going to end in tears.

But it's actually more that I just like having everyone in one place. I know that these days you can email, and phone, and IM, and webcast, and Skype, and Twitter, and so on - indeed, there have never been more ways to keep in touch. I just find everything so much easier when you can see people react in real-time, rather than at 30 frames a minute; where you can have a conversation without that annoying delay I always get in conference calls and web conferences. Basically, I just like speaking to people in person. I suppose Google would probably argue that this makes me a bit of an old-fashioned freak these days.

There's also a team element: I don't care what anyone says, it's a hell of a lot easier to foster a spirit of collaboration when everyone's in the same room – no matter how good a manager you are. It's also much easier to gauge the general mood, to assess what people are good at, and to nip problems in the bud (there's always a chance that flexible working will lead to resentments, which is one headache I can do without just at the moment). And better still, if more people are in the office, I have more people to make me coffee.

That said, I do appreciate the principle behind flexible working. I know that if I don't offer it, I'm effectively discriminating against particular sections of the workforce - not least, women with children. I don't have children (or even any prospect of conceiving them, at the moment), but I can tell you now that there’s no chance of me packing in work to spend my days baking cakes. On the assumption that plenty of other women feel the same, I want to give them the chance to work for me. Besides, it’s a win-win - offering flexible working is popular with staff, and cheap to implement, so I’d be crazy not to.

But even so, I can’t help wishing the Government wasn't forcing us all to expand it this year, of all years...

Published Feb 12 2009, 06:37 PM by MT Editorial

All Comments

Steve Booth February 13, 2009
It is true that allowing people to work from home requires trust on both your parts - They have to trust you and their colleagues that they will not be forgotten and left out of the loop (with details of important information or just the work night out). You have to trust that staff will put in a full day’s work for a full day’s pay. From what you say it is the latter that you are concerned with. So I ask, ‘how do you ensure staff put in a full day’s work now?’ Just because a person is busy tapping away on their PC does not mean they are working (I look industrious right now … but I am not working). You need a criteria to manage staff who work from home. This could be results based – depending on your business. Let’s say a person needs to produce a final report by Friday. Does it matter what hours they worked and when if the report is completed to the high standard required? So what if they took the Monday off as their kid was sick and worked a couple of hours in the evening? [Take a deep breath as I can feel you hyperventilating]! Of course they will have other work to do, but you get the idea. Then again maybe this wouldn’t work in your business – that is for you to decide. Remember: just because a person works from home, it doesn’t mean they can’t come in the office. In fact it is essential for them as well as you to do so. They need the office gossip, they need to speak to people in person (as do you), they need to feel part of a team. So maybe working in the office one day a week would be required. Maybe they must come into the office Friday afternoon for that all important meeting. The fact is, the more you trust your staff, the more they will trust & respect you and the harder they will work – well most of them. You need to manage those who don’t and stopping their flexi may be the first call of port. Don’t expect it to go smoothly when you first start, learn from the mistakes. I recommend reading a short book on line: http://www.happy-people.co.uk/index.php?option=com_content&task=view&id=20 Enjoy, Steve
James Taylor (Web Ed) February 16, 2009
Steve - SD asked me to post the following for her (to preserve anonymity!) Hi Steve, thanks very much for the wise words. I try to make it results-based, and to a large extent it works because my people are good and trustworthy. I just can't help feeling that even the most conscientious ones end up feeling a little isolated from the rest of the team, no matter how much time they spend on MSN with them...
James White April 1, 2010

This is a really interesting debate. I think people do slack when they work from home but this may a result it being a novelty. They know they need to work in the office for 90% of their time so when they do get the chance to work from home its abused. On the other hand, the Semco model promotes home working as an option and it has worked very well. As long as targets are set well there shouldn't really be a problem with home working in my view.

 
 

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