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ContentsPurpose......................................................................................................................................2

Business case for change......................................................................................................2

What is workplace flexibility?.....................................................................................................3Principles of a flexible workplace...............................................................................................5

Why is workplace flexibility important?......................................................................................7Critical success factors for a flexible workplace.........................................................................8

Principles for managing a flexible team...................................................................................11Flexibility by default..................................................................................................................12

Designing a strategy for flexible work...................................................................................12Monitoring and evaluating success..........................................................................................13

Data sources........................................................................................................................14Case Study: Department of Foreign Affairs and Trade............................................................15

Flexible work trial..................................................................................................................15Maintaining success.............................................................................................................15

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“[T]he cost of our flexibility practices is nothing compared to the cost of losing good people and hiring and training new ones.”

Why employees need workplace flexibility, Sloan Center on Aging & Work, Boston College.

PurposeThe Balancing the Future: The Australian Public Service Gender Equality Strategy 2016-19 (the Strategy) challenges Australian Public Service (APS) agencies to think differently about work and to make flexibility the default position: if not, why not?. The Strategy contributes to achieving the Government’s commitment to create more flexible and diverse workplaces. It aims to increase the take-up of flexible work arrangements by men and women.

This guide (Workplace Flexibility: a best practice guide for Australian Public Service Agencies) assists APS agencies to develop and implement best practice for workplace flexibility.

Embedding flexible workplaces can be challenging. This guide offers tools for implementing successful practices that help agencies conceptualise flexibility as an organisational imperative—one that allows employers and employees to achieve their goals in a mutually beneficial way.

Agency authorisation to implement particular flexible working arrangements may be subject to terms contained in agency enterprise agreements, the Fair Work Act 2009 (FW Act), determinations, common law contracts, non-ongoing contracts, and internal HR policies and procedures. This guide should be used in conjunction with specific agency policies and processes and agencies should ensure there is an appropriate mechanism to enable a given arrangement.

Business case for changeWomen in the APS are more likely than men to work flexibly, especially part-time, and are underrepresented in senior leadership roles. Building a culture of workplace flexibility in the APS will normalise flexible work for both men and women, and link performance and career progression more clearly to outcomes achieved, rather than hours spent at the office.

While the APS has provided workplace flexibility to its employees for many years, this has largely been implemented on a case-by-case basis, relying on supportive managers making individual accommodations. It is time to move beyond this mindset to an approach that assumes employees and workplaces will benefit from making flexible work available to everyone.

Contemporary workplaces are flexible, agile, and adaptive—and so are the best contemporary employees. Facilitating workplace flexibility for all employees drives productivity and engagement, reduces absenteeism, increases job satisfaction and commitment, and can act as a driver of innovation and performance for organisations.

Flexible work is even more important as the nature of work changes. Emerging trends indicate that in the coming decades process and administrative work will increasingly be automated and workplaces will be more collaborative and networked. These trends indicate that a mobile and flexible workforce is needed to stay ahead of the curve.

While a focus on flexibility has emerged from a strategy to address gender inequality, flexible workplaces provide greater opportunities for all employees looking to balance work with different responsibilities and needs. A flexible APS can attract and retain a wider range of employees and benefit from the varied skills and perspectives a diverse workforce can offer.

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“The consistent message [is] that flexible working can be a powerful driver of both organisational performance and a happier, more motivated

workforce, but is only truly ‘optimised’ when it integrates both organisational and individual interests.”

The Flex Factor: Realising the value of flexible working, RSA Action and Research Centre, 2013.

What is workplace flexibility?Workplace flexibility enables employees to tailor their hours, locations, and patterns of work in a way that meets the needs of both the employee and the agency.

A ‘flexible by default’ approach to work is one in which any employee may request to work flexibly, regardless of their role or classification, and for any reason. Every request for flexibility is to be considered, and, if it cannot be granted on reasonable business grounds, an explanation is to be given and alternatives discussed.

The Fair Work Ombudsman (FWO) has practical information available for employees on how to request flexible work arrangements, and for employers on how to make decisions about these. Agencies are encouraged to refer to the FWO website when developing internal policies and procedures.

Under the FW Act:

Requests for flexible work arrangements are to be made in writing, explaining what changes are requested, and why.

Employers must give a written response to the request within 21 days. If the proposal is refused, reasons must be provided in the written response. Refusals can be made on reasonable business grounds.

The Fair Work Ombudsman states that reasonable business grounds for refusing a request from an employee can include:

“the requested arrangements are too costly other employees’ working arrangements can’t be changed to accommodate the request it’s impractical to change other employees’ working arrangements or hire new employees to

accommodate the request the request would result in a significant loss of productivity or have a significant negative impact

on the customer service.” (see the Fair Work website)

A request does not have to be accepted or refused in full. Once a request has been made, employers and employees can negotiate an arrangement that balances both of their needs.

Other issues to note:

A person’s reasons for requesting flexible arrangements should be treated as personal information in accordance with the Privacy Act 1988.

There must be a mechanism in an industrial instrument, for example, an Enterprise Agreement or Award, to allow a flexible work arrangement, and the arrangement will be subject to any terms set out in that instrument.

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In many cases there must also be physical and technological infrastructure to support flexibility; for example, teleconferencing facilities and remote access capability.

Flexible workplaces are results-driven: performance is not defined by physical presence but by outcomes. Job design focuses on what needs to be achieved and leaves the ‘how’ to be considered on a case-by-case basis.

Workplace flexibility encompasses a wide range of work practices. More will emerge over time, as the way we work changes. Current examples include:

Type Description Flexible hours of work This is where you may vary your start and finish times. Compressed working weeks

You may work the same number of weekly (or fortnightly or monthly) working hours, compressed into a shorter period. For example, a forty-hour week may be worked at the rate of ten hours per day for four days instead of eight hours a day for five days. Changes to salary are not required.

Time-in-lieu You may work approved overtime and be compensated by time-in-lieu. It can include ‘flexitime’ arrangements where an employee can work extra time over several days or weeks and then reclaim those hours as time off.

Telecommuting You may work at a location other than the official place of work. A wide range of terms refer to working at different locations, including ‘mobile working’, ‘distributed work’, ‘virtual teams’, ‘telework’, and ‘telecommuting’.

Part-time work A regular work pattern where you work less than full-time and are paid on a pro-rata basis for that work. Not all part-time work is necessarily flexible in nature, but it offers flexibility to workers who have other commitments or lifestyle choices that are not compatible with full-time work.

Job sharing A full-time job role is divided into multiple job roles to be undertaken by two or more employees who are paid on a pro-rata basis for the part of the job each completes.

Purchased leave A period of leave without pay, usually available after annual leave allocation is finished. Employers typically deduct the amount of unpaid leave from the worker’s salary either as a lump sum or averaged over the year.

Flexible careers You are able to enter, exit and re-enter employment with the same organisation, or to increase or decrease your workload or career pace to suit different life stages. This may be particularly relevant for employees transitioning to retirement. It can also include employees who are able to take a ‘gap year’ early in their careers and return to work for the same employer afterwards.

Other choices about hours, patterns and locations of work

Other options about when, where and how work is done, e.g. overtime and having autonomy to decide when to take breaks during the working day.

Adapted from: Manager Flexibility Toolkit, Workplace Gender Equality Agency.

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Principles of a flexible workplace1. All roles are flexible by default.

Flexibility is built into organisational culture, policies and processes.

Employees at all classifications can engage in flexible work, and managers and leaders actively role model flexible working arrangements or support for flexible working arrangements.

The reasons employees engage in flexible work are broad and diverse. Flexible work is a personal and professional choice.

In my team we have people who vary their start and finish times; work part time; or work remotely. Our manager leaves earlier on Tuesdays and Thursdays to pick up his children and works from home later those evenings to catch up on urgent work matters.

Some team members work part-time because they look after young children or have study commitments; others work remotely a few days a week to avoid distractions or to manage a medical condition.

We hold all key meetings between 10 am and 3 pm, and have teleconference facilities available, so that everyone can be involved.

2. Flexibility is underpinned by a culture of trust and reciprocity.

All flexible work arrangements operate within a framework of reciprocity and trust while operational needs continue to be met.

Open and deliberate communication cultivates trust and is critical to the success of a flexible work culture.

Flexibility requires accountability from managers and employees, and a demonstration that work outcomes continue to be met.

Our team has regular discussions about work on hand, upcoming deadlines, and the resources required to get our work done. We talk as a team about what we need to do collectively to achieve what is required of us. We are ambitious but honest about the amount of work we can take on, and we meet the commitments we make. Our work in progress is always accessible to our manager and colleagues.

3. Flexibility is integrated into job design and all operational needs continue to be met.

Effective performance is measured and demonstrated by outcomes and results, rather than hours spent physically in the workplace.

Job roles are clear and measurable.

New jobs are designed, and existing roles revised, to take into account not only the outcomes to be delivered but also the benefits workplace flexibility could bring to the position.

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For every project, our team is clear on what needs to be achieved, and the timeframes for the delivery of outcomes. We discuss progress regularly to make sure we are on track and can fill any unexpected gaps as they arise.

Each team member’s performance is assessed according to the quality and timeliness of our work—not the hours or locations in which we do it.

The range of hours our team works means we are consistently responsive, and our remote workers can often make inroads into complex projects without distraction.

4. Flexibility is compatible with career progression.

Employees who engage in flexible work have the same opportunities for career progression as other employees.

Career pathways are flexible and responsive to the different needs of employees at different stages of their lives.

No stigma is attached to working flexibly.

Jobs at all classifications in our agency are advertised as flexible. Where roles require full-time coverage, employees who work part-time are encouraged to apply with a view to entering a job-sharing arrangement.

Employees with flexible work arrangements are offered opportunities for work-related travel and more intensive, high profile projects outside their normal working patterns, but are not penalised if they cannot accept these. Our manager discusses with each of us how to tailor training and development opportunities to our work patterns.

5. Flexible work is dynamic.

The approach to flexible work is itself flexible, adapting to the changing needs of individuals, the team, and the agency.

Employees and managers accommodate each other’s needs to mutual benefit.

Our team’s regular work planning takes into account expected and ad hoc high volume periods. Sometimes, this means we need to adjust our work patterns in the short term to get the job done. We also review our flexible arrangements regularly to ensure they remain fit for purpose.

In our performance and planning discussions we talk about how well our particular flexible arrangement is working, including its impact on results, on the rest of the team, and on our own work-life balance, and adjust them as needed.

Examples adapted from: Flexible Work Arrangements Toolkit for Staff, Department of Foreign Affairs and Trade (2016) and Get Flexible: Mainstreaming Flexible Work in Australian Business, Diversity Council of Australia (2012).

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“It is time to think beyond the idea that flexible work is only for mothers of young children. In contemporary society, both individuals and workplaces benefit from flexible arrangements being accessible to everyone, regardless of gender, classification, or role.”

Balancing the Future: the Australian Public Service Gender Equality Strategy 2016-19

Why is workplace flexibility important?1. Flexibility is a powerful tool for the attraction and retention of employees.

Benefits include improved output, greater employee effectiveness, increased employee engagement and job satisfaction, and retention. Flexibility helps employees to balance their work and personal lives, manage stress, and improve health and wellbeing.

2. Flexibility supports a more sustainable and productive workforce, reduced absenteeism and staff turnover, and retention of talent.

Benefits for agencies include being known as a flexible employer which can help attract and keep talented employees and improve reputation overall.

3. Flexibility is a path to gender equality and greater workplace diversity.

“Organisations that promote flexible models for both men and women will signal a culture that embraces different working styles and is outcome-oriented (rather than a face time culture).” https://www.bain.com/insights/the-power-of-flexibility/

In a workplace where flexibility is not accessible, women are twice as likely as men to downsize their aspirations, perceiving stretch tasks and promotions as unavailable to them (The great debate: flexibility vs. face time, Catalyst, 2013). The WGEA report Engaging men in flexible working arrangements found that 18% of men indicated that a lack of workplace flexibility was a major reason they seriously considered leaving their organisation over the previous six months. When men are better able to access flexible working arrangements, organisations see an improvement in productivity, efficiency and performance.

A more diverse workforce improves decision-making and sustainability. Flexibility facilitates the attraction and retention of all types of employees with different work needs, including people with disability, carers, and older workers. A flexible approach to work may also assist agencies to tap into the regions more effectively—and could help improve Indigenous representation in the APS.

4. Performance is not defined by physical presence.

“Supervisors and co-workers who equate the number of hours spent in the workplace with productivity might penalise efficient workers who complete tasks in a shorter time. Performance should be assessed

on the outputs, outcomes, nature and quality of the work, not just time served.” https://www.forgov.qld.gov.au/flexible-working-myths

Sometimes agencies and managers use presence as a proxy for productivity. Flexible work arrangements can push organisations to rethink their approach to management and what they are looking for in day-today and overall assessment of employees’ performance and productivity.

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Critical success factors for a flexible workplace For flexibility to be embedded into an agency’s culture and practices, three conditions need to be met.

1. Flexibility is understood to be an organisational issue, not an individual one.

“When an organisation takes a strategic approach to implementing flexible working arrangements, flexibility capability is viewed as an important organisational issue, rather than an issue confined to the relationship between an employee and manager. When issues are seen as organisational, rather than individual, there is often a parallel realisation that they need to be dealt with comprehensively, taking

into account every part of the organisation.”Executive briefing on workplace flexibility: A strategic approach to flexibility, Workplace Gender Equality Agency,

2015.

A traditional approach to flexible work conceptualises it as an individual accommodation in special circumstances. This can reinforce the sense of marginalisation that those who utilise flexible working arrangements can experience. Moving away from this narrow view requires agencies to recognise that flexibility is a tool that helps agencies remain responsive and adaptable to change.

Agencies must integrate workplace flexibility into their business planning and think creatively to maximise its potential.

The work design model The Diversity Council of Australia and the Clayman Institute identify the need to transition from an ‘individual accommodation’ culture to a ‘work design mindset’:

Source: Future-Flex: Mainstreaming Flexibility by Design. Diversity Council of Australia, 2016.

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2. Senior leaders champion, prioritise, and model flexible work practices.

“Leaders play an important role in the transformation journey towards strategic flexibility. Strong executive leadership commitment and involvement is essential for a successful move to strategic

flexibility.”Workplace flexibility strategy: A guide to building an organisation-wide approach to implementing and managing

workplace flexibility, Workplace Gender Equality Agency, 2015.

Leaders must drive the shift to all roles being flexible by default. Leaders should champion and also model flexible work arrangements to normalise these for employees and maximise the success of flexible work for the agency.

The Senior Executive Service (SES) has a particular responsibility not only to promote and model flexible work, but also to drive cultural change in their agencies and work groups. SES employees should also support and work with middle managers to help them build flexible teams and work flexibly themselves. Leaders and managers can drive change through the things they say, the actions they take, and the behaviours they reward.

“Robbert Rietbroek, CEO of PepsiCo Australia & New Zealand, began ‘leaving loudly’, a campaign that calls on managers not only to leave work at a reasonable hour, but also to let their employees know

they are doing so, and encourage employees to do so too. This simple act may not seem like much, but it has two important benefits.

First, when executives leave loudly, they send a signal to employees that working late is not a proxy for commitment to the job. Senior executives’ actions embed organisational policies and norms.

Secondly, leaving loudly encourages clearer boundaries between work and home life. In a world of increasing connectedness, leaving at a reasonable hour demonstrates that it is time to attend to outside

commitments, and helps maintain wellbeing and productivity.

A culture of ‘leaving loudly’ decouples performance from physical presence, and acknowledges employees’ commitments outside work—factors that are critical to embedding and maximising

workplace flexibility.” Adapted from Sue Williamson & Meraiah Foley, ‘Let’s “leave loudly” this International Women’s Day’, The

Mandarin, 5 March 2018.

The Secretaries Equality and Diversity Council has been established to oversee the implementation of the Strategy and drive initiatives that ensure the APS provides an inclusive and respectful workplace for everyone. The Council oversees the implementation of the APS Gender Equality Strategy, and every departmental secretary is committed to driving change. Departments provide assistance and support to their portfolio agencies in meeting the aims of the strategy, including moving to all roles being flexible by default.

3. Job design and performance management focus on results, not physical presence.

“Work redesign approaches to flexibility (versus individual needs approaches) are much more likely to avoid the problem of entrenching gender inequality because the whole work group – not just mothers or other employees with caring responsibilities – are able to access flexible work and the benefits this

can bring.”Business case—Flexibility & work-life, Diversity Council of Australia, 2017.

Jobs should be designed and performance assessed having regard to the outcomes that need to be achieved—not the process by which this is done.

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Agencies should consider the assumptions in their workplace cultures about what the ‘ideal’ worker looks like—and how far an employee who uses flexible working arrangements deviates from this ideal. Where necessary, these assumptions should be highlighted and challenged by senior leaders.

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Principles for managing a flexible teamAdapted from: Good practice guide for creating flexible workplaces, Queensland Public Service Commission

1. Make sure everyone understands their responsibilities

Managers work with employees to find solutions that balance work and personal needs and are fair and equitable to everyone involved, while managing the business imperatives of the work unit and ensuring performance standards are maintained.

Employees ensure work is completed and comprehensive records are kept. They take ownership of their career and personal goals, and work with the agency and their manager to find mutually appropriate solutions.

Both ensure that any issues are raised early and discussed with a view to a workable outcome.

2. When in doubt, discuss

Employees who are accessing flexible working arrangements should be consulted when managers are assigning: urgent tasks, travel, ‘stretch tasks’ (for example, tasks outside an employee’s APS classification), or higher duties. Managers should not assume these employees are unable to undertake these tasks – managers should discuss the options with their staff.

If managers hold concerns about how a flexible working arrangement is functioning, it can be tempting to terminate the arrangement. Instead, managers should see this as an opportunity to reconnect with the employee, discuss their concerns and work together to resolve any challenges.

3. Share information

Establish clear lines of communication and alternative mechanisms for sharing information to keep all employees up to date with work priorities and day-to-day events.

4. Be flexible about flexibility Review flexible work arrangements regularly to ensure both managers and employees understand the need for compromise. The arrangements need to meet the changing needs of both employees and managers/workplaces and from time to time the arrangements may need to be altered accordingly.

5. Build and maintain a culture of trust within team

Look at results, not time spent physically in the office.

Make sure employees who are accessing flexible work arrangements have the same opportunities for career development and progression.

Adopt a principles and results based approach to performance management.

6. Make sure the arrangements work for the team as a whole

Managers and teams have ongoing, constructive discussions about building a successful and productive team that works flexibly without sacrificing effective performance.

Managers should have ongoing conversations with employees who are not accessing flexible arrangements and ask them whether or not their work arrangements suit them.

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Flexibility by default

“Since 2013, ‘All Roles Flex’ has made a huge impact on ways of working at Telstra […] It means different things to different people. Individuals are

trusted to manage their own time, deliverables and presence. Leaders are challenged to be innovative and creative in figuring out how to bring more

flexibility to life in their teams, to set the tone, tell stories, and keep creating the momentum.”

Telstra: Flexible Work a Driver of Business Performance, Centre for Workplace Leadership, 2016

The FW Act allows employees to request flexible work arrangements in certain circumstances. Agency enterprise agreements may also include provisions for flexible work.

Information on the right to request flexible work arrangements can be found on the Fair Work Ombudsman website.

Beyond these minimum requirements, most agencies offer flexibility in some form to employees in certain circumstances. The Strategy requires agencies to review their current roles and adopt a ‘flexible by default’ approach, such that working flexibly is the default at every classification and for any reason.

The way that an agency moves toward all roles being flexible by default will depend on its existing culture and workplace norms.

Designing a strategy for flexible workMaking the change to all roles being flexible by default requires thought and planning from leadership, management, and employees. Workplace flexibility is an ongoing project which requires inbuilt monitoring, evaluation and modification.

Agencies are strongly encouraged to use WGEA’s tools on developing and implementing a flexibility strategy. These tools emphasise taking a strategic approach to flexibility and aligning an agency’s flexible work strategy with its core business strategy and gender strategy.

The WGEA tools break down the process into small and manageable steps to ensure success—e.g. trialling flexibility in one business area first, with support from a senior flexibility champion. The tools provide guidance on ongoing evaluation, learning, and adjustment. The tools can be found on WGEA’s website.

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Monitoring and evaluating successOngoing evaluation is essential to ensuring sustainable and effective implementation of the commitment in the Strategy that requires agencies to establish the default to offer all roles as flexible.

Agencies are encouraged to conduct a readiness assessment and collect baseline data to assess their current standard of workplace flexibility. They should establish goals for improvement on the basis of this assessment. Progress towards achieving these goals should be evaluated regularly.

Agencies can utilise the readiness assessment found on the WGEA website.

Baseline data collection allows agencies to measure employees’ knowledge and understanding of available flexible work options, gauge their perceptions of how taking up flexible work arrangements might impact on career progression, and illuminate patterns of flexible work uptake.

An agency should set goals in relation to flexible work arrangements. Goals should be clear and measurable. Specific goals will vary depending on the agency but could include, for example, take-up of flexible work arrangements, changing attitudes to flexible work, improving the gender balance in those taking up flexible work arrangements, improving numbers of senior managers accessing flexible work, or effects of all-roles flex on the organisation including work outcomes and productivity.

Monitoring frameworks allow agencies to track progress on achieving set goals. These can include evaluation of arrangements for individuals and the organisation and provide evidence of gaps or areas of challenge. Monitoring and evaluation should occur on an ongoing basis as well as at key identified moments.

Evidence of successful implementation may include improvements to the career progression of employees with flexible work arrangements including more women progressing to senior leadership roles, or increased employee retention, enhanced job satisfaction, reduced absenteeism. Successful implementation should have no effect, or a positive effect, on productivity.

Agencies are encouraged to use qualitative and quantitative methods to regularly assess the success of their strategies and inform changes to these where needed. Timeframes and responsibility should be clearly defined.

Depending on agency objectives, some guiding questions for monitoring and evaluation may include:

1. Number of employees working flexibly What proportion of your agency’s employees work flexibly? Does the proportion vary by

gender? Does it vary by classification? What are the take-up levels for each type of flexible work option available in the agency?

Do these vary by gender? By classification? Is management leading by example? What proportion of EL2 and SES employees work

flexibly? Is flexible work concentrated among particular groups or functions in the agency? How many applications for flexible work have been rejected? What have been the reasons? Where take-up of flexible work—or of particular flexible work arrangements—is low, what

are the reasons?

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2. How flexible work is perceived Are employees and managers aware of the types of flexible work options available? What are the prevailing attitudes to flexible work? (For example, nice to have but not

essential? Part of how we do business? Incompatible with how we do business?) Do attitudes vary between managers and employees? Do they vary by gender? Do attitudes

differ between different groups or functions in the agency?

3. How flexible workers are perceived What are the prevailing attitudes to employees who work flexibly (For example, in relation

to commitment and effectiveness)? Do attitudes vary between classifications, between managers and employees, or by gender?

Of the employees promoted in the last 12 months, what proportion worked flexibly? Did they continue to work flexibly at the higher classification?

4. Productivity and performance Have there been changes to organisational/group/team productivity since the introduction

of all-roles flex? How does the performance of employees who work flexibly compare to that of other

workers?

5. Employee engagement and satisfaction How does the job satisfaction of employees who work flexibly compare to that of

employees who do not? Do turnover and retention rates vary between employees who work flexibly and those who

do not? Does the rate of unscheduled absence vary between employees who work flexibly and

others? Does the incidence of stress-related claims vary between employees who work flexibly and

others? Do return rates from parental leave vary between employees who work flexibly and others?

Data sourcesSome of this information may be available in an agency’s HR system and through the Australian Public Service Employment Database (APSED), as well as in an agency’s responses to the APS Employee Census.

Agencies may also wish to adapt WGEA’s sample employee flexible working questionnaire to obtain data on the types and prevalence of flexible work arrangements, and attitudes to these, in their divisions or work groups. The questionnaire can be downloaded from WGEA’s Developing and implementing a flexibility strategy webpage.

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Case Study: Department of Foreign Affairs and TradeThe Department of Foreign Affairs and Trade (DFAT) has implemented an ‘if not, why not?’ approach to flexible work arrangements. The aim is to mainstream flexible work practices and help achieve a more modern, agile workplace in which employees are more productive, have increased job satisfaction, and are able to perform at their best.

Flexible work trialDFAT conducted a six-month trial, from November 2015 to May 2016, involving nine self-nominating divisions (over 900 staff). The trial encouraged division heads to promote flexibility and work-life balance from the top down, exploring and enabling flexible work formats. Division heads took responsibility for discussing opportunities, issues and barriers during the trial. One of the trial divisions engaged a training provider to deliver workshops for managers and staff on effectively managing flexible work arrangements in teams.

Over the trial period, the number of employees working flexibly increased by six per cent. 29% of trial division staff reported having a flexible work arrangement approved during the period. The greatest increase was in the proportion of staff on flexible work patterns (for example, early start, early finish) and those doing some degree of remote work.

Employee satisfaction with ability to access and use flexible work arrangements rose from 56% to 72% over the trial period. Flexible workers reported feeling more satisfied, motivated, valued and productive at work than non-flexible workers. This difference was more pronounced for men than women. However, concern remained high among both staff and managers that taking up a flexible arrangement would have a negative effect on career progression.

Other outcomes included: an increase in the percentage of part-time male staff from 14% to 18% positive shifts in staff perceptions of managers’ ability to manage flexible work arrangements an increase in managers’ confidence to manage flexible work arrangements within their teams.

The trial has been useful for leaders to think creatively about possible flexible working arrangements, how roles are structured, and utilising staff in a range of ways. It found that team impact is critical: if an individual arrangement doesn’t work for the team, it will not be successful.

Maintaining successThe ‘if not, why not?’ approach has been rolled out to all Canberra-based positions. Training is available to support implementation of the new principles-based flexible and remote work policies and to support managers to strike the right balance between operational needs and individual flexibility.

Embedding a culture of flexibility at DFAT continues to be a focus. Through a recent stocktake of flexible work arrangements, DFAT has for the first time a full picture of flexible work uptake. The results of an all staff flexibility survey in June 2017 indicate an overall positive impact of the ‘if not, why not’ approach among staff and managers. There is a need for managers to remain attentive to all staff, including employees who are currently not accessing flexible work arrangements.

DFAT will continue to collect and report on metrics such as uptake and satisfaction. Leaders will continue to promote and enable flexible working arrangements, taking a constructive and creative

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approach and ensuring team outcomes continue to be met. Normalising flexibility in the workplace will help ensure it does not limit career prospects.