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BECOME MORE FLEXIBLE TO RETAIN YOUR TOP TALENT There’s a misconception in recruitment that long hours mean ‘hard working’ and breed success. But in fact, becoming more flexible as an employer will allow you to attract and retain the best talent possible – and can make a positive impact on your bottom line hen you hear ‘flexible working’ you think ‘part time’. It’s a scary phrase, but it shouldn’t be. It simply means a variable work schedule. It doesn’t mean employees aren’t ambitious, driven and competitive. Arguably, it demonstrates the opposite – that they are extremely commercial, driven and ambitious. Flexible working became a reality to me when our second biggest biller resigned. “Why?” I asked his manager. “He wants to set up a business with a friend.” “In recruitment?” “No.” “How will he fund it?” “He says she is going to find another job part-time.” “In recruitment?” “Yes.” My jaw dropped. Why had he thought we would not accommodate a part-time role? Why was my offer of a reduction to three days a week met with astonishment? Why was it not received internally as a breath of fresh air and a morale booster? To answer those questions, consider the culture that recruitment agencies have created. At Eames, the story gets better: our second and third biggest billers during the year-to-date now work reduced hours. Their salaries are paid pro rata and they both cover the interim market. In total, six fee earners work flexible hours – four females and two males. The reasons vary: three have childcare commitments, one is pursuing external study, and two are developing business ventures outside recruitment for the future. ture. Creating a barrier to o the acceptance of flexible working is the common misconception ception in recruitment that long g hours mean ‘hard working’ ing’ which, in theory, then brings success. Another barrier er is created by scepticism and the fear of being bombarded barded with requests from every ery employee to work flexibly. ibly. So how can you convince vince the most resistant? The answer nswer is cost. You don’t need to spend a single pound to measure any return on investment. No budget is needed. Nothing needs to
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Samantha White is managing director for the UK and Europe at Eames Consulting. www.eames consulting. com/
change except for the existing culture, and such change must be led from the top. The real problem is that most recruitment leaders don’t have any experience of flexible working to decide whether it’s actually worth it. Critics of flexible working may point to the example of Yahoo! boss Marissa Mayer, who told employees they could not work from home. “Speed and quality are often sacrificed when we work from home,” said Mayer’s memo announcing the change. “We need to be one Yahoo! And that starts with physically being together.” Yes, working from home is difficult in an industry such as recruitment that requires face-to-face contact with clients and candidates. But there can be a balance when policies are communicated, clearly and honestly. Of course, there will always be people who try and work the system, but so will employees without flexible working. If they are well managed and there is a clear performance management policy in place, no issues should arise. To be the employer of choice, you must be creative and innovative. A culture of innovation requires different experiences, viewpoints and skills. We devise creative and bespoke solutions for our clients, and must in turn foster this change in our organisations. Be progressive. Be forward-thinking. Develop loyal and motivated employees, and widen your pool of potential talent. Become agile and responsive, and produce a positive impact on your bottom line. Become flexible to attract and retain the best talent possible. After all, what sales business wants to be called inflexible? Use your skills in talent management – be an alternative to the traditional recruiter. The only driver should be making your business better. Ask yourself: can you offer flexible working opportunities? If the answer’s yes, what’s stopping you?
Reasons for working flexible hours vary: childcare commitments, external study and developing outside ventures What do you think? Tell us at recruiter.editorial@redactive.co.uk
In September: Jonathan Young, Lockheed Martin WWW.RECRUITER.CO.UK
08/08/2013 10:26