Written by Jonathan Buckle, head of public sector, Avaya UK
www.governmenttechnology.co.uk
FLEXIBLE WORKING
EFFICIENCY THROUGH FLEXIBILITY Many organisations are becoming more efficient with a limited set of resources thanks to flexible working FOLLOWING THE EXPECTED CHANGE of government, the widely held belief is that public sector spending is set to be further squeezed.1 This will put even more pressure on public sector organisations to deliver top quality service with fewer and fewer resources. Just as is the case in the private sector space, public sector organisations need to tighten customer service levels and ensure satisfaction; this can only be achieved through absolute staff efficiency, and the processes and systems that support them. To maximise efficiency, workers need to be more experienced and more available, so that service to customers can be delivered quickly and effectively. However, such proficiencies are typically found only amongst a happy, loyal workforce, and the development and retention of such a group of individuals can be very challenging when budgets are tight and there is pressure to reduce costs. Organisations, therefore, need to put in place systems and technologies that will incentivise and motivate staff, whilst simultaneously boosting productivity levels and business, all without breaking the bank. WORK/LIFE BALANCE Many organisations across the public and private sector are turning to flexible working technologies such as videoconferencing or remote access to office functionalities, which can help staff better balance work and home life, whilst ensuring maximum utilisation. Flexible working can also ease the pain of talent drain and recruitment challenges by providing organisations with the ability to staff important roles with non-traditional employees such as remote or part-time workers and retirees, translating to improved competition within the public sector. It also gives the private sector the ability to fill vital roles from a wider geographical pool, adding diversity, skills and expertise to its service network. In difficult times, this is a competitive advantage, when remuneration alone is not a sufficient draw. However, better communication methods and facilities can also provide an economical advantage. For example, Public Sector Network (PSN), have pledged to deliver integrated communications across the public sector, and predicts this will deliver more than £500 million in savings per year by 2014. However, in times such as these, organisations need solutions that can be deployed incrementally, often maximising the life and effectiveness of existing investment. For instance, by combining an existing infrastructure, such as VoIP, with newer technology, like Unified Communications (UC),
Jonathan Buckle
employees can work as effectively remotely as they do in the office. UC technologies – such as presence or extensions to mobile applications which enable remote staff to work seamlessly regardless of location – could enable employees to work a rolling set of hours and equip them with the ability to work from anywhere they happen to be, effectively extending business hours as experienced by the public without requiring employees to work a single extra minute. Statistics show that seventy-one percent of businesses are willing to invest in such communications technologies if they can see a justified return for their investment. COMMUNICATION IS KEY Organisations should take stock of their current internal and external communications and plan to invest in the areas which will have most impact on financial and other efficiencies. Research, commissioned by Avaya, showed that during the most recent recession, the effects of which are likely to resonate throughout the public sector up to the general election and beyond, the level and quality of communication within organisations, and between the public and private sector, have worsened significantly; 55 per cent said internal communications have deteriorated, 52 per cent said that communications with their own customers have suffered, and 41 per cent said that communications from suppliers have
worsened. While public sector businesses need to consider this issue in order to remedy their profit woes, public sector leaders view this trend in the broader context of their organisation’s role within the community or sector that it serves, and the impact any current inefficiencies may be having, both directly on that group and also upon the wider economy’s ability to recover. Public sector organisations must ensure that every communication is carried out efficiently, with a long term view of increasing good will, value and satisfaction. By incorporating flexible working options into their working, public sector organisations will be able to live the dream of first call resolution, becoming even more efficient with a limited set of resources. Introducing such policies and technologies not only benefit those using them; customers see the advantages too. Increased access to experienced and knowledgeable staff allows clients to feel valued. The social and political landscapes are changing, as is the way we work. Through increased flexibility, and via the technologies mentioned above, the public sector can become more efficient, so it can better fulfil its function – to serve. References: 1. TechMarketView, UK Public Sector SITS Market Trends and Forecasts 2010
THE BUSINESS MAGAZINE FOR GOVERNMENT TECHNOLOGY
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