Towards A Balanced Flexibility: An Attractive Workplace - Dr Whittall (Michael)
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Towards A Balanced Flexibility: An Attractive Workplace
Dr. Michael Whittall Technische Universität München- Germany
Technische Universität München
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Dr. Michael Whittall – Technische Universität München
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Structure
• The Lisbon strategy and an attractive workplace
• In-depth look at two case studies
• Summary
Technische Universität München
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Attractive workplace• The Lisbon message
– 3% sustainable economic growth rate
– “More and better jobs”
– “More workers working more productively”
• European Foundation project – Six orientations
– Seven member states
– 15 case studies (per country)
• Orientation 5: Towards a balanced flexibility – “Good flexible working time practices”
Technische Universität München
Dr. Michael Whittall – Technische Universität München
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Case studies Technische Universität München
Dr. Michael Whittall – Technische Universität München
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• Renowned publishing house – Family owned German company
– 200 employers in Germany (60% women) – 60 academic journals
• Challenge: Original flexitime model – Start 7-9 am
– Finish no earlier than 15.30
– High overtime levels
– Disciplinary and moral problems
– Productivity problem
Technische Universität München
Dr. Michael Whittall – Technische Universität München
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• Solution: Trust working-time-model 2004– No management control over working time
– Introduction of team “service times” (09.30-15.30)– Voluntary (70% initial opt-in)
• Benefits – 90% support of agreement today
– Reduction in stress related illness
– Motivated workforce
– Improved team work
Technische Universität München
Dr. Michael Whittall – Technische Universität München
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• Global telecommunications operator – Operates in 170 countries
– Over 100.000 employees worldwide (22% women)
– £22 billion turnover 2007
• Challenge: Attracting and retaining employees– Ageing workforce
– Contracting labour market
Technische Universität München
Dr. Michael Whittall – Technische Universität München
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• Solution: Flexible working time practices– Compressed hours – Job sharing– Accrual of hours– Annualised hours– Teleworking
• Benefits– 75% of employees covered by some form of flexible working time
practice – Increased productivity (15-30% for teleworkers)– Greater job satisfaction – Cost reduction (i.e. earlier return from maternity leave)– Environmentally friendly
Technische Universität München
Dr. Michael Whittall – Technische Universität München
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Summary• Win-win situation
• Legitimacy through negotiation
• Technology requirements (Intranet advice portal)
• Trust
• Redefining managerial control
Technische Universität München
Dr. Michael Whittall – Technische Universität München