HR professionals and employees alike tend to refer to a typical office schedule as one that runs from 9-to-5. But I don't know anyone who works from 9 a.m. to 5 p.m. Do you? That would mean no time for lunch if you work an eight-hour day. And, even if your official schedule does generally fall between these times, salaried employees often work more hours just to get the work done.
For a long time, these set schedules have been the norm—at least for white-collar work. But times are changing, and organizations are increasingly offering more flexible schedules to attract and retain a talented and diverse workforce. For instance, many companies allow working parents to adjust their hours so they can pick up their kids from school or get them ready in the morning. Remote work is also becoming much more popular.
But even though some companies today offer more flexibility than they did in the past, many have been slower to innovate.
Strict Schedules Are No Longer Sustainable
The issue of employee schedules might not seem like that big of a deal, but the ripple effects are serious.
According to a survey by Quickbooks, 18 percent of workers say their schedule harms their health, contributing to a lack of sleep and an increased level of stress. For example, an employee who commutes to and from work during rush hour might experience higher anxiety than if they were to travel during off-peak hours. Meanwhile, sitting at a desk all day can be detrimental to one’s physical health. You may have heard the phrase, "Sitting is the new smoking." That’s because research shows that sitting for extended periods of time increases the risk of high blood pressure, obesity and cardiovascular disease.
Beyond health concerns, working from 9-to-5 is just becoming less popular among employees. According to that same survey, 41 percent would prefer a different schedule.
This stat isn’t necessarily surprising. One person's schedule preferences may be completely different from those of the person sitting next to them. Take what time someone prefers to get up in the morning, for instance. (Our biology has a lot to do with it.) Any parent of a teenager will tell you that dragging kids out of bed is a daily chore. We don't all automatically become early birds when we hit 25. Some people are going to be night owls forever. If you naturally stay up until 1 or 2 a.m. every night, it is awfully difficult to get up at 7 a.m. every morning. And doing so doesn’t benefit anyone: Workers who are groggy and overtired likely won’t turn in their best work, which isn’t good for business.
Luckily, there’s a simple solution: Move away from the more rigid 9-to-5 workday.
The 9-to-5 Alternative
Making this change will not only improve the employee experience, it will also enhance the quality of work at and overall effectiveness of your organization. One study found that workers with a flexible schedule were happier, healthier and more productive than their 9-to-5 counterparts.
So how can your organization take steps to ensure your employees function better?
First, step away from the ideal schedule trap. Allow employees to work when and how they want—as long as they are doing good work and getting it done on time. The caveat to that, however, is that some teams and departments will require a strict schedule. For example, a brick-and-mortar store requires someone to open up and run the cash register at a given time. But most office jobs don’t require a set schedule.
Still, you want to make sure team members are spending some time together throughout the day so that they can meet and collaborate with one another. Create core business hours that appeal to multiple peoples’ schedules. If Employee A likes to get into the office at 6 a.m. and Employee B wants to come in at 10 a.m., they can still meet between 10 a.m. and 2 p.m.
Other employees will prefer to operate under what’s called a "split schedule." This is especially helpful for parents who can't come in until the kids are on the bus, but would like to pick them up after school at 3 p.m. as well. With work-from-home capabilities, employees can work from 9 a.m. to 3 p.m. and then log on from home from 8 p.m. to 10 p.m. after the kids are in bed. This type of break is also healthy—our bodies and our minds are not designed to focus for eight hours at a time.
There’s no one-size-fits-all approach to employee satisfaction, but introducing more flexible schedules is one way to show workers you value their time and overall well-being. Work with employees to determine what type of schedule makes the most sense for them. After all, a well-rested, happy employee is a productive employee. And the more engaged your workers are, the more successful your business will be.
Want to keep learning? Explore our products, customer stories, and the latest industry insights.
How Smart Engagement Builds a Dynamic Workforce
Real engagement in the workplace is part of a dynamic process of feedback and exchange. The more information you have about your employees, the easier it is to build programs and processes which actively involve them in learning and development. The more engaging your learning and performance strategies are, the greater the rewards in terms of staff productivity. Workforce engagement has never been more important. Gallup research shows that only 13 percent of employees worldwide are engaged. And according to Deloitte, as few as 4 percent of companies believe they are good at engaging with Millennials in the workplace. True engagement boosts company loyalty, reduces absentee days and increases an organisation’s profit. With employee engagement at record lows, the challenge lies in finding new ways to win the hearts and minds of your workers. The best way to do this is by building a culture of strong, creative communication and feedback while driving organisational growth. Practical, Proven Ways to Boost Workplace Engagement This all sounds fine. But how does it work in practice? Breaking the cycle of boredom, distraction and disengagement requires more than enthusiasm and good will. To understand your employees enough to engage them, you need to provide a system of continuous feedback which gives them the chance to tell you exactly what they need, where they’re at, and what they aspire to. This can happen in real time, 24/7, on the smart mobile devices that are central to Millennial communication, and that are becoming increasingly intertwined in the lives of older generations of workers as well. Once you have this vital feedback, you can start setting up central, cloud-based programs which feed their interest, meet their career objectives and fulfil their individual need to be recognised, encouraged, trained, coached, mentored and considered–in all the right ways. Customised programs lead, in turn, to a more focused and engaged workforce. Staff are now keen to collaborate and are increasingly able to innovate in small and major ways. Open lines of communication produce employees who feel valued, connected to their workplace, and able to build relationships in a more effective manner. By collecting real data from your employees, you are in a far better position to connect with them–in ways that resonate with their lifestyle, objectives and expectations. Over time, you have the tools to build a smarter, more engaged and far more productive workforce. How Continuous Feedback Is the Key to Engagement The following examples of continuous feedback show how it can work on the ground. 1) Measure Employee Engagement Craft a customised survey on a recurring quarterly or biannual basis to gather staff opinions on topics as diverse as feeling safe in the office, having opportunities for career development and quality of managerial feedback. 2) Encourage Open Communication Make your surveys fit for purpose to receive maximum possible feedback. Design confidential surveys–encouraging honest, unbiased responses–and dispose of lengthy questionnaires by allowing staff to answer a couple of questions in less than 10 seconds per day. 3) Foster a Culture of Continuous Improvement Create a series of pulse surveys designed to measure specific performance indicators, allowing HR to make ongoing adjustments. Call for targeted feedback on areas of employee dissatisfaction, gathering suggestions to improve company culture and practice. A continuous feedback survey platform like Cornerstone Engage allows your organisation to capture, analyse and act on real-time employee feedback. You can then: Measure engagement more accurately Capture feedback to help identify areas of difficulty and improvement Create customised programs to suit individual needs Track the effectiveness of these programs over time Drilling down into the details will give you the data you need to make truly impactful workforce decisions. So why get stuck in recurring loops of boredom and dissatisfaction? Integrate Cornerstone Engage with your cloud-based talent management platform and find your way out of the maze. Photo: Creative Commons
The Great Engagement Robbery: How Others Influence Engagement
"Don't grab your shovel right away. Just step back and watch the pace and tempo of how we work around here." I hold a strong belief in personal responsibility for employee engagement, but it would be wrong not to acknowledge how relationships can influence and shape how we work. In this post, I will outline how workplace relationships can foster disengagement. We were working on the railroad... The term railroad has two meanings. As a noun, it refers to a system of tracks for trains that are built and maintained by hundreds of employees. As a verb, it means to rush or coerce someone into doing something. I have the perfect story to illustrate both definitions at the same time. In 1974, I got a job with the railway on a crew called the "Perishable Gang" in Thunder Bay, Ontario. It was still the age of nepotism, so I got the job because my father was a railroader. I wanted to make a good impression at work and I wanted to make my father proud of me. The perishable gang was a group of four to eight employees who were responsible to look after livestock cars, heater and refrigerator cars, and pick up large grain spills in the railway yard when there were no freight trains moving through Thunder Bay. ... and then I was railroaded I vividly remember my first day at work. I arrived before eight in the morning and as there were no trains coming for three hours, we drove out in trucks to clean up a large grain spill in the yard. With shovel, burlap bags and great enthusiasm I eagerly went about my task. I rapidly filled a burlap sack with grain, slung it over my shoulder and crossed multiple railway tracks like an Olympic hurdler to sling the bag into the back of the pickup truck and return rapidly to fill the next bag. I thought the rest of the gang was going to be impressed with my show of herculean effort. And sure enough, within twenty minutes, the head of the gang called me over and suggested we take a walk down the track. He asked me, "How do you think it is going?" "I am working about as hard as I can," I replied. "That could be the problem," he said. I looked at him, puzzled. He continued. "I want you to go back to the spill. Don't grab your shovel right away; just step back and watch the pace and tempo of how we work around here. Once you understand our pace, and only after you understand our pace, do I want you to pick up your shovel and fall in." How workplace relationships effect engagement Had you been watching me work, in less than 90 minutes from starting a new job you would have witnessed a highly engaged new employee transform into a plodding and disengaged worker in record time. Ultimately, I did not perish working in the perishable gang as I was let go during the annual seasonal layoff three months later. Don't get me wrong; I take full responsibility for my lack of engagement. But even with personal responsibility for our work other people have a huge influence on our engagement. This early formative experience is why I entered the field of engagement thirty-five years later - to atone for my past sins of disengagement. If a man does not keep pace with his companions, perhaps it is because he hears a different drummer.Let him step to the music which he hears,however, measured or far away. - Henry David Thoreau The purpose of this story is to examine the role of others in your own engagement and the engagement of employees within your organization. Do others enhance or undermine engagement where you work? How are you addressing the role relationships play in influencing engagement? Are you helping employees take personal responsibility for work and educating them on how to do this?
Break the Engagement Funk: Why Companies Must Close the ’Passion Gap’
Bored. Complacent. Uninspired. Those adjectives describe (at least some of the time) a vast majority of employees in the modern workforce. New Deloitte research found that more than 87 percent of America’s workforce fails to reach their full potential because they lack passion for their work. This "passion gap" is a drag that prevents people from doing their best work. But the bad news doesn’t end there. The malaise can be contagious, threatening to pull down other employees’ satisfaction and performance. "In today’s rapidly changing business environment, companies need passionate workers because such workers can drive extreme and sustained performance improvement — more than the one-time performance ’bump’ that follows a bonus or the implementation of a worker engagement initiative," says Deloitte. There’s no panacea, no quick fix, to fight the affliction. A promotion or an employee outing might improve engagement, but passion runs deeper. Deloitte defines passion through three attributes: commitment to a specialty or area of expertise, questioning, and connecting. The ardent people who possess all three are driven, model employees that every business leader strives for. Some just don’t know it yet. Recognize Workplace Passion as a Positive So how can business leaders help employees break out of the funk and inject a bit of passion into the workplace? Business leaders' first step should be shedding bad connotations they might have with passionate employees. Passion is often trumpeted as a noble characteristic in life, but in the office that same quality is often (too often, according to Deloitte) associated with the emotional, risky behavior that makes an employee a HR nightmare. Not so, says Deloitte. Shedding prejudices against passion is the first step. Then, managers should rid those same prejudices from the businesses’ processes. Institutional and business processes that stress conformity and process over creativity and passion can stifle passionate employees. The study suggests four workplace conditions that nurture passion among employees: Encourage connections: Allow and encourage employees to work with people in different departments, both within the company and in the industry broadly. Reward curiosity: Encourage employees to tackle projects and work that inspire them, even if those projects go beyond their daily responsibilities. Nix xenophobia: It’s a big world out there. Encourage employees to work and collaborate with people in the broader industry, beyond the office walls. Listen and innovate: Keep an open dialogue, at all levels of the organization, with customers to encourage fresh thinking. Perhaps passion is one component of what Josh Bersin, founder of talent management consulting firm Bersin by Deloitte, calls the "irresistible workplace," an antidote to the engagement and performance problems that plague companies. Photo: Can Stock