Galinsky says some businesses had poorly designed "loosey-goosey" workplace policies in the late 1990s. Her institute has found that creating flexible guidelines that make sense for both employer and employee works best. Done well, it pays off for both sides: research from the institute has found that employees with flexibility are more engaged in their jobs and committed to helping their companies succeed, more likely to plan on staying with their employer and more satisfied with their jobs.
One reason flexible workplaces are becoming more common: businesses are focusing more on whether and how well work gets done, not just when and where it gets done, Galinsky says. In addition, employees are calling for new work arrangements as they spend more time overall on the job.
Given these factors, companies are becoming more flexible. For example, the number of people in the US who work away from the office at least one day every couple of weeks is just less than 30 million this year, up about 10 percent from last year, Nilles estimated.
Companies in the technology arena are among those providing flexible workplaces. Diane Berry, a vice-president at technology researcher Gartner, allows one of her subordinates to work unusual hours. "She may come in at 10, leave at four, and then work from seven to midnight at home," Berry says.
Data storage equipment specialist Network Appliance lets Katy Mann and Pamela Sotnick share a sales position. Mann works Mondays and Tuesdays, Sotnick works Thursdays and Fridays, and they alternate Wednesdays.
