The rigid working shackles are off for many employees as organisations embark on formulating flexible working policies. However, how can firms go about crafting its own flexi-work practices without compromising on productivity? HRM finds out
We are at the cusp of another festive season - Lunar New Year. Like celebrating Christmas or other festivals, the lead up can certainly be a scramble, with many jobs to do, and we have to finish our work commitments too.
In today’s tight labour market, work-life strategies are no longer just good-to-have, but an important edge for companies to recruit and retain talent. HRM learns how flexi-work arrangements can help improve both employee satisfaction and productivity
When considering adapting flexible working schemes, the question that HR executives faces is how to identify which of the candidates can adapt to such an environment. It would be extremely helpful if we could list one or two traits that a candidate should possess to help foster a culture of flexibility in the organisation
You may have that one manager who constantly spouts ideas and methods of execution. Their creativity in finding solution-oriented actions is often impressive, and it is not always easy to keep pace with all of their ideas. Although their initiative is great, there comes a point when this hyper-creativity becomes counter-productive. Limited financial and/or human resources can hinder timely execution, and there is also a tendency for idea generators to adapt their ideas along the way.
Cutting off these ‘idea machine’ managers would stop them being creative. However, without focus, they will drown your team in hundreds of unfinished projects.
Try this three step solution:
Firstly, welcome these ideas by giving your manager time and space to brainstorm on a consistent basis. It is important to provide a space where the ‘idea machine’ feels they are being listened to. After hearing them out, explain what you need and come to an agreement on a few ideas to proceed with. Then, consult your execution team on the feasibility. This way, there is ownership at all three levels.
Secondly, keep an ideas list from the brainstorming meetings. This way, potential projects will always be on hand, which creates a cycle of ongoing activity, keeping the workplace energy revving away.
Finally, focus the attention on a maximum of three projects at a time. That way, everyone involved is re-energised by the successfully completed project and will be ready to repeat the cycle.