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One company (a large utility company with a multi-site operation) calculated that it constituted a benefit of £1 million a year:(In a caring emergency) “you are not dealing with an absence, you are potentially dealing with a vacancy if you don’t respond appropriately. The cost of recruiting is incomparable to the cost of 2-3 days’ emergency leave.”
The company also sees the benefits of flexible working in motivating staff, making them more productive:“We have anecdotal evidence that if you offer a better work-life balance, employees are more motivated. We can also turn the assumption that part time workers are not committed to their work on its head. Productivity of output can be measured in call centres, and there is evidence there.”
Policy Development Manager, HR, utility company
Another company sees the benefits of flexible working in allowing services to be delivered round the clock to meet customer deadlines:“Our flexibility of working practices means we can offer clients very flexible strategies, for example varying the lead-in times to meet the requirements of individual orders.”
Operations Director, manufacturing company
Others see the benefits of reduction of organisational infrastructure costs by improving use of plant and in cutting down on systems and estates costs.
BT cites reduced infrastructure costs in its calculation of the value of flexible working, including its support for carers, using hard business measures. The company has calculated the average increase in productivity for flexible workers at 21% – worth at least £5-6 million on the company bottom line. BT’s annual staff turnover is below 4% – when the sector average is 17% – and sickness absence among home workers averages below 3 days per person per annum. Stress related absence has been reduced by 26% through flexible working alone.
